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How do Regional Headquarters influence corporate decisions in networked MNCs?

Volker Mahnke, Björn Ambos, Philipp Nell & Bersant Hobdari

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abstract In networked MNCs where knowledge and power are distributed, corporate strategy processes benefit from input arising from many different levels of the organization. Recently, the regional (i.e., supra-national) level has been emphasized as an important additional source of knowledge and input, and as a bridge between local subsidiaries and global corporate headquarters. This paper builds theory on the antecedents to regional headquarters' influence on corporate decisions (i.e., organizational, behavioral, and motivational). Based on a survey of regional headquarters in Europe and their relations with MNC headquarters, we provide empirical evidence that a regional headquarters' autonomy and signaling behavior have significant effects on its influence on corporate strategy. Furthermore, we find support for our hypothesis that the regional headquarters' charter moderates such bottom–up influence.
   
type journal paper
   
keywords Headquarter value-added; Networked MNC; Upwards influence
   
language Deutsch
kind of paper journal article
date of appearance 1-9-2012
journal Journal of International Management
publisher Elsevier (Amsterdam)
ISSN 1075-4253
ISSN (online) 1873-0620
DOI 10.1016/j.intman.2012.04.001
volume of journal 18
number of issue 03
page(s) 293-301
review not reviewed
   
citation Mahnke, V., Ambos, B., Nell, P., & Hobdari, B. (2012). How do Regional Headquarters influence corporate decisions in networked MNCs?. Journal of International Management, 18(03), 293-301, DOI:10.1016/j.intman.2012.04.001.