Abstract
| Language | English |
|---|---|
| Pages | 296-311 |
| Journal | Journal of World Business |
| Volume | 52 |
| Issue number | 2 |
| Early online date | 3 Jan 2017 |
| DOIs | |
| Publication status | Published - 1 Feb 2017 |
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Multinational enterprise regional management centres: Characteristics and performance. / Chakravarty, Dwarka; Hsieh, Ying-Ying; Schotter, Andreas P.J.; Beamish, Paul W.
In: Journal of World Business, Vol. 52, No. 2, 01.02.2017, p. 296-311.Research output: Contribution to journal › Article
TY - JOUR
T1 - Multinational enterprise regional management centres: Characteristics and performance
AU - Chakravarty, Dwarka
AU - Hsieh, Ying-Ying
AU - Schotter, Andreas P.J.
AU - Beamish, Paul W.
N1 - Compliant in UIR - evidence uploaded in 'Other files'
PY - 2017/2/1
Y1 - 2017/2/1
N2 - In multinational enterprises (MNEs), regional management centres (RMCs) most frequently take the form of either dedicated regional headquarters (RHQs) or regional management mandates (RMMs) assigned to operating subsidiaries. We identify a series of critical differences in characteristics and performance between RHQs and RMMs, using a longitudinal sample of 855 Japanese RMCs across 41 countries. We also investigate parent-level differences between MNEs with distinct RMC configurations. We propose a structural complement to regional strategy extensions of the integration-responsiveness framework, and provide an important large sample baseline, aiding new theoretical and empirical research into MNE regional management strategy and structure.
AB - In multinational enterprises (MNEs), regional management centres (RMCs) most frequently take the form of either dedicated regional headquarters (RHQs) or regional management mandates (RMMs) assigned to operating subsidiaries. We identify a series of critical differences in characteristics and performance between RHQs and RMMs, using a longitudinal sample of 855 Japanese RMCs across 41 countries. We also investigate parent-level differences between MNEs with distinct RMC configurations. We propose a structural complement to regional strategy extensions of the integration-responsiveness framework, and provide an important large sample baseline, aiding new theoretical and empirical research into MNE regional management strategy and structure.
U2 - 10.1016/j.jwb.2016.12.011
DO - 10.1016/j.jwb.2016.12.011
M3 - Article
VL - 52
SP - 296
EP - 311
JO - Journal of World Business
T2 - Journal of World Business
JF - Journal of World Business
SN - 1090-9516
IS - 2
ER -