Regional management and regional headquarters in Europe: a comparison of American and Japanese MNCs
Author: Lehrer, Mark ; Asakawa, K.INSEAD Area: Strategy Series: Working Paper ; 95/01/SM Publisher: Fontainebleau : INSEAD, 1995.Language: EnglishDescription: 21 p.Type of document: INSEAD Working Paper Online Access: Click here Abstract: Empirical research on the European operations of American and Japanese MNCs suggested revealed, first, that regional management and regional headquarters in Europe are less interrelated phenomena that one might suppose, and second, that American and Japanese MNCs differ in their organizational responses to regional management challenges. Among American MNCs, the preferred method of handling pan-European issues in the 1990s appeared to be the prudent carving up of regional tasks for delegation to local subsidiaries (especially appointed lead countries), with coordination assured not by central functions, but by formal or informal "councils" periodically bringing top European managers together. Among Japanese MNCs, substantive issues of regional management are usually attended to without altering the formal organizational structure; regional headquarters, where they exist, exercise a largely nominal function| Item type | Current location | Collection | Call number | Status | Date due | Barcode | Item holds |
|---|---|---|---|---|---|---|---|
|
Digital Library | Available | BC001086 |
Empirical research on the European operations of American and Japanese MNCs suggested revealed, first, that regional management and regional headquarters in Europe are less interrelated phenomena that one might suppose, and second, that American and Japanese MNCs differ in their organizational responses to regional management challenges. Among American MNCs, the preferred method of handling pan-European issues in the 1990s appeared to be the prudent carving up of regional tasks for delegation to local subsidiaries (especially appointed lead countries), with coordination assured not by central functions, but by formal or informal "councils" periodically bringing top European managers together. Among Japanese MNCs, substantive issues of regional management are usually attended to without altering the formal organizational structure; regional headquarters, where they exist, exercise a largely nominal function
Digitized
There are no comments for this item.