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The Influence of strategic centers of excellence (SCEs) in multinational corporations (MNCs): the role of the organizational context

Author: Surlemont, Bernard INSEAD Area: StrategyPublisher: Fontainebleau : INSEAD, 1995.Language: EnglishDescription: Various pagings ; 31 cm.Type of document: INSEAD ThesisThesis Note: For the degree of Ph.D. in management, INSEAD, October 1995Bibliography/Index: Includes bibliographical referencesAbstract: Strategic centers of excellence (SCEs) are subsidiaries that surpass any other entity of their multinational corporation (MNC) for a resource, a competency or know-how and that exploit their capabilities for the benefit of other subsidiaries. The dissertation approaches the issue of resources deployment inside MNCs in terms of excellence centers' influence over other affiliated companies. Its objective is to understand the organizational conditions under which a subsidiary that controls a key resource or a capability will develop actual influence over other subsidiaries. Its central concern is the identification of the organizational context that supports the processes converting the bases of influence into actual influence (Burt). What is the organizational context that favors the manifestations of influence of SCEs in MNCs?. The communication, the entrepreneurship, the cooperation and the routinization processes are the crucial organizational processes that are behind centers' influence development List(s) this item appears in: Ph.D. Thesis
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For the degree of Ph.D. in management, INSEAD, October 1995

Includes bibliographical references

Strategic centers of excellence (SCEs) are subsidiaries that surpass any other entity of their multinational corporation (MNC) for a resource, a competency or know-how and that exploit their capabilities for the benefit of other subsidiaries. The dissertation approaches the issue of resources deployment inside MNCs in terms of excellence centers' influence over other affiliated companies. Its objective is to understand the organizational conditions under which a subsidiary that controls a key resource or a capability will develop actual influence over other subsidiaries. Its central concern is the identification of the organizational context that supports the processes converting the bases of influence into actual influence (Burt). What is the organizational context that favors the manifestations of influence of SCEs in MNCs?. The communication, the entrepreneurship, the cooperation and the routinization processes are the crucial organizational processes that are behind centers' influence development

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