Now showing 1 - 4 of 4
  • Publication
    Are CEOs Getting the Best from Corporate Functions?
    (MIT, 2012-03-20)
    Campbell, Andrew
    At too many large companies, corporate functions like HR and IT don't get enough strategic direction from the CEO. Four basic steps can help. Few CEOs give enough direction to the heads of their corporate-level functions. That's the conclusion of a survey we conducted of more than 50 function heads at some of Europe's leading companies. We are referring here to larger companies in which corporate-level functions such as finance, human resources, information technology, strategy, purchasing and legal provide policies, controls and services to decentralized operating divisions. Fortunately, some CEOs have found ways to address the problem. In our survey, fewer than one in 10 function heads felt they had received sufficient guidance on how their function should contribute to the company's overall strategy. Instead, they were expected to develop their own ideas and functional strategies.
  • Publication
    Corporate Headquarters Change : Antecedents and Performance Implications
    (SMS Strategic Management Society, 2011-11-09)
    In his seminal study Strategy and Structure, Chandler (1962) turned the spotlight not only on the multi-business corporation but also on corporate headquarters. Since then scholars have explored a variety of phenomena related to this specific organizational entity. Yet, corporate headquarters change defined as changes in size and scope of corporate headquarters has received little attention thus far. This study aims at investigating antecedents and outcomes of corporate headquarters change. We argue that strategic change serves as an important antecedent to corporate headquarters change and that those corporations which adapt their corporate headquarters to changes in the business portfolio achieve superior performance. Rather counterintuitive, our findings contest previous conceptions of predominant inertial forces with respect to corporate headquarters. The study mainly contributes to corporate headquarters literature and to the classic strategy/structure debate.
  • Publication
    Housekeeping at Corporate Headquarters: International Trends in Optimizing the Size and Scope of Corporate Headquarters
    (University of St.Gallen/Harvard Business School, 2012) ; ;
    Collis, David J.
    Survey Report - Purpose: This international guide on changes at CHQ provides data and insights on changes in CHQ design over a four-year time period (2007-2010), as well as on the status quo of recent CHQ design and effectiveness (2010). Surveys: The guide is based on large-scale surveys of 761 of the largest corporations in 21 countries in North America and Europe. The overall company-level response rate accounting for 28.4 % of the sample indicates a large interest in changes at CHQ. Key findings: The surveys indicate an overall trend towards stronger CHQ - in contrast to the more prominent cases of CHQ cutbacks frequently published in the business press. Many companies have tightened the reins of CHQ and increased CHQ influence over divisional decisions.
  • Publication
    Too Much is Too Much! Antecedents and Consequences of Change in the Size of Corporate Headquarters
    (Academy of Management, 2013-08-09)
    This study explores structural change at the corporate headquarters (CHQ) of the contemporary corporation. Data from a large-scale survey and public sources reveal a counterintuitive finding: While changes in the related elements of the business portfolio encourage change in the CHQ size, the two corporate-level changes combined result in negative firm performance when the level of the changes in the related business portfolio is high. The finding exposes the disruptive nature of high levels of corporate strategic change. The study contributes to research on the CHQ, and corporate strategic change.