Multinational enterprise regional management centres: Characteristics and performance

Dwarka Chakravarty; Ying-Ying Hsieh; Andreas P.J. Schotter; Paul W. Beamish

doi:10.1016/j.jwb.2016.12.011

Multinational enterprise regional management centres: Characteristics and performance

Dwarka Chakravarty
, Ying-Ying Hsieh
, Andreas P.J. Schotter
, Paul W. Beamish

Western University

Research output: Contribution to journal › Article › peer-review

41 Citations (Scopus)

1055 Downloads (Pure)

Abstract

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.

Original language	English
Pages (from-to)	296-311
Number of pages	16
Journal	Journal of World Business
Volume	52
Issue number	2
Early online date	3 Jan 2017
DOIs	https://doi.org/10.1016/j.jwb.2016.12.011
Publication status	Published (in print/issue) - 1 Feb 2017

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SDG 8 Decent Work and Economic Growth

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Cite this

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title = "Multinational enterprise regional management centres: Characteristics and performance",

abstract = "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.",

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AU - Chakravarty, Dwarka

AU - Hsieh, Ying-Ying

AU - Schotter, Andreas P.J.

AU - Beamish, Paul W.

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.

UR - https://pure.ulster.ac.uk/en/publications/multinational-enterprise-regional-management-centres-characterist-3

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VL - 52

SP - 296

EP - 311

JO - Journal of World Business

JF - Journal of World Business

IS - 2

ER -

Multinational enterprise regional management centres: Characteristics and performance

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