The Roles of Regional Management Centers
Management International Review › Band 45 Nr. 1, Januar 2005
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Zusammenfassung
Survey responses from 1,100 multinational companies are analyzed to determine the roles played by regional headquarters, regional offices, and local offices in the Asia-Pacific. Regional headquarters, regional offices, and local offices are shown to play distinctive roles in the strategies of multinationals. The prominence of regional management centers calls into question the traditional global headquarters-national subsidiary paradigm. The present paper provides a novel, large sample analysis of the roles of regional management centers. Surveys of managers of Western and Japanese firms active in the Asia-Pacific region show that the overwhelming majority of multinationals active in the region have at least one regional management center in the Asia-Pacific. Different office types are shown to play specific roles for the multinationals, with distinct roles performed by regional headquarters, regional offices, and local offices.
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Auszug
The Roles of Regional Management Centers
Introduction
Among the fundamental questions in international business research is how multinational companies manage their far-flung operations. Rugman and Verbeke (2001) point out that the prevailing paradigm in the international strategy and international business literature has been one that has focused on global headquarters and national subsidiaries (Stopford/Wells 1972, Otterback 1981, Rugman/Bennett 1982, Hedlund 1986, Paterson/Brock 2002).Preoccupation with this paradigm has caused many international business researchers to ignore one of the most important trends in the world economy, the rise of (cross-national) regional economies, strategies, and organizations. Regional strategies have resulted from the development of regional trading blocs, advances in information and management systems, limits to global economies of scale, regional differences in markets and employees, physical and psychic distances between regions and the corporate headquarters, regional variations in business rules and social behavior, the heterogeneity of the economies of some regions, and the "tyranny of time zones" that require some decision making in a region to be responsive to customers (Lasserre 1996, Schütte 1997, Lasserre/Probert 1998, Lehrer/Asakawa 1999, Rugman 2000, Enright 2002). Despite their prominence, only a few researchers seem to have concluded that regional strategies might be optimal for the firm (Ohmae 1985, Rugman 2000,...Siehe den Gesamtinhalt dieses Dokumentes
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