Regional headquarters of multinational corporations:
Gespeichert in:
| 1. Verfasser: | |
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| Format: | Abschlussarbeit Buch |
| Sprache: | English |
| Veröffentlicht: |
1996
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | VII, 224 S. graph. Darst. |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | Regional Headquarters
of Multinational Corporations
Table of Contents i
List of Tables v
List of Figures vi
List of Abbreviations vii
1. Conceptual Framework 1
1.1. Multinational Corporations (MNCs) as Complex
Organisations 1
1.2. Literature on the MNCs 2
1.2.1. International Business and International Management 2
1.2.2. The Process School 3
1.2.3. Western and Japanese MNCs 10
1.3. Regionalisation in the MNC Literature 12
1.3.1. Regionalisation between Globalisation and Localisation 12
1.3.2. Implementing Regional Organisations 16
1.4. Evidence of Regionalisation 20
1.4.1. Regionalisation in Europe and in Asia 20
1.4.2. Defining Regional Headquarters (RHQs) 28
1.4.3. RHQs as an Empirical Phenomenon 29
2. Research Methodology 32
2.1 Research Questions 32
2.2. Case Studies 33
2.2.1. HenkelinAsia 34
• The Henkel Group 34
• Henkel s Move into Asia 35
• Establishing Henkel Asia Pacific Ltd. (HAP) 38
• Expansion of Existing Operations 41
• New Projects for China 41
• HAP s Organisation and Functions 44
• HAP s Problems 47
i
2.2.2. Kao in Europe 47
• Kao in Japan 47
• Intemationalisation of Kao 48
• European Operations 49
• Management Conflicts 52
• Communications and Decision Power 53
• The Overseas Office in Tokyo 54
• The Structure in Europe 57
• Regional Headquarters 58
2.3. Hypotheses 60
2.3.1. Activities of RHQs 60
Hypothesis 1: Role of RHQs 60
• Hypothesis 2: Integration 61
2.3.2. Structures and Systems of RHQs 62
• Hypothesis 3: Geographic Circumstances 62
Hypothesis 4: Staffing 62
• Hypothesis 5: Organisational Mechanisms 63
2.3.3. The Usefulness and the Future of RHQs 64
• Hypothesis 6: Perceptions 64
2.4 Sample of MNCs 65
2.4.1. Selection of MNCs 65
2.4.2. Sample members 66
2.5. Research Design 69
2.5.1. Structured Interviews 69
2.5.2. General Questions 71
2.5.3. Vertical and Horizontal Analysis 76
2.5.4. Perception Survey 76
3. Activities of RHQs 77
3.1. Regional Perspective 77
3.1.1. Strategy Development 79
3.1.2. New Business Initiatives °
3.1.3. Target Setting and Control 83
3.2. Regional Integration ^4
3.2.1. Co ordination of Functions *
3.2.2. Service Provision 89
3.2.3. Synergies across Businesses °
3.3. Summary 93
ii
4. Structure and Systems of RHQs 95
4.1. Regional Structure 95
4.1.1. Boundaries 96
4.1.2. Location 99
4.1.3. Staffing 101
4.2. Systems and Culture 105
4.2.1. Reporting Lines 106
4.2.2. Linkages 112
4.2.3. Financial Responsibilities 116
4.3. Summary 119
5. Data Analysis 122
5.1. Data Summary and Interpretation 122
5.1.1. Determinants of the Strength of RHQs 122
5.1.2. Variations of Strength across the Sample 127
5.1.3. Strength of Western and Japanese MNCs RHQs 128
5.1.4. Correlation Analysis 130
5.2. Clusters across MNCs 132
5.2.1. Clusters by Industry 132
5.2.2. Clusters by Maturity of RHQs 133
5.2.3. Clusters by Organisational Structure 134
5.3. Summary 136
6. Perception Survey 138
6.1. Post Interview Questionnaire 138
6.2. Results 138
6.2.1. Contributions of RHQs 138
6.2.2. Usefulness of RHQs 140
6.2.3. The Future of RHQs 142
6.3. Summary 144
7. Typology of RHQs and Model Building 145
7.1. Dynamic Models 145
7.1.1. The Temporary RHQ 145
7.1.2. The RHQ as a Chameleon 147
7.1.3. Towards the Regionalised MNC 150
iii
7.2. Structural Models 153
7.2.1. The Global RHQ 154
7.2.2. The Multi Domestic RHQ 156
7.2.3. The Transnational RHQ 158
7.3. Managerial Models 160
7.3.1. The Vertical RHQ 161
7.3.2. The Horizontal RHQ 163
7.3.3. The Virtual RHQ 167
8. Conclusions for MNCs 171
8.1. The Need for an RHQ 171
8.1.1. Assessing the Need 171
8.1.2. Deciding in Favour of an RHQ 175
8.1.3. Determining Functional Activities 177
8.2. Setting Up an RHQ 180
8.2.1. Symbolic Acts and Resistance to Change 180
8.2.2. Boundaries and Location 182
8.2.3. Staffing 186
8.2.4. Spreading the Glue 189
8.3. The Size of an RHQ 191
8.3.1. The Subsidiarity Principle 192
8.3.2. Limiting Costs 193
8.3.3. Double Hatting 195
8.4. RHQs as Change Agents 197
9. Suggestions for Further Research 201
Bibliography
1. Articles and Books 204
2. Case Studies 213
Appendices
1. Research Outline 214
2. Interview Guide 215
3. Questionnaire and Covering Letter 216
4. List of Interviews 218
5. Perception Survey Results 224
iv
List of Tables
Table 2.1 Western MNCs 67
Table 2.2 Japanese MNCs 67
Table 2.3 Dominant Organisational Logic 72
Table 2.4 Coverage of Businesses by RHQs 73
Table 2.5 Degree of Diversification at RHQs 74
Table 2.6 Change in the Regional Organisation 75
Table 3.1 Regional Strategy Development 79
Table 3.2 New Business Initiatives 82
Table 3.3 Target Setting and Control 84
Table 3.4 Co ordination of Functions 89
Table 4.1 Boundaries of the Asian Region 97
Table 4.2 Boundaries of the European Region 98
Table 4.3 Location of Western MNCs RHQs for Asia 99
Table 4.4 Location of Japanese MNCs RHQs for Europe 100
Table 4.5 Staffing of RHQs in Asia 102
Table 4.6 Staffing of RHQs in Europe 104
Table 4.7 Reporting to the Head of the RHQ 108
Table 4.8 Reporting Line for the Head of an RHQ 111
Table 4.9 Linkages within the Region 113
Table 4.10 Commitment to the Region and/or HQ 116
Table 4.11 Payment of RHQ s Expenses 118
Table 5.1 Statistical Summary of Interview Findings 126
Table 5.2 Ranking of Scores of MNCs 127
Table 5.3 Industry Clusters 132
Table 5.4 Combined Industry Clusters 133
Table 5.5 Maturity Clusters 133
Table 5.6 Organisational Clusters 135
Table 5.7 Diversification Clusters 136
Table 5.8 Business Logic Clusters 136
Table 7.1 Types of Horizontal RHQs 165
Table 8.1 Matrix of RHQ Models 176
Table 8.2 Functional Configuration at Seiko 179
Table 8.3 Profile of the Head of an RHQ 188
v
List of Figures
Figure 1.1 The Integration Responsiveness Grid of Prahalad and Doz 4
Figure 1.2 Double Integration Responsiveness Grid of Lehrer and Asakawa 14
Figure 1.3 The Crucial Role of RHQs 31
Figure 2.1 Henkel Asia Pacific by Product Groups 42
Figure 2.2 Henkel Asia Pacific Organisation Chart 46
Figure 2.3 Kao Organisation at HQ 56
Figure 2.4 The Future Kao Europe? 59
Figure 2.5 The Regional Headquarters 70
Figure 3.1 Regional Headquarters: The Regional Perspective 77
Figure 3.2 Regional Headquarters: Regional Integration 85
Figure 4.1 Regional Headquarters: The Regional Structure 95
Figure 4.2 Regional Headquarters: Systems and Culture 106
Figure 4.3 Multiple Reporting Lines in Japanese MNCs 109
Figure 5.1 Organisational Structure Matrix 134
Figure 6.1 Achievement in the Region 139
Figure 6.2 Degree of Contribution of RHQ 140
Figure 6.3 Perceptions of RHQs 141
Figure 6.4 Perceptions at Different Levels 141
Figure 6.5 Future Development of RHQs 143
Figure 7.1 Life Cycle of RHQs 146
Figure 7.2 The Wheel of RHQ Tasks 149
Figure 7.3 Rhqs for and rHQs in the Region 151
Figure 7.4 Models of Structural RHQs 154
Figure 7.5 The Matrix Organisation at RHQ level 159
Figure 7.6 The Vertical RHQ 162
Figure 7.7 The Horizontal RHQ 164
Figure 7.8 The Virtual RHQ 168
Figure 8.1 Integration Responsiveness Grid for Strategy 173
Figure 8.2 Integration Responsiveness Grid for Organisation 173
Figure 8.3 Broad Configuration of Functional Activities 178
Figure 8.4 Detailed Configuration of Functional Activities: RHQ Perspective 179
Figure 8.5 Stakeholders in RHQs 181
Figure 8.6 Japan in Asia 184
Figure 8.7 Profile of the Head of an RHQ 187
Figure 8.8 Glue Technology Mechanisms 190
Figure 8.9 Detailed Configuration of Functional Activities: NU Perspective 192
Figure 8.10 Expanding into a Region: A Staged Approach 198
vi
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| spelling | Schütte, Hellmut Verfasser aut Regional headquarters of multinational corporations vorgelegt von Hellmut Schütte 1996 VII, 224 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier St. Gallen, Univ., Diss., 1996 Internationale ondernemingen gtt Locatie gtt Multinationales Unternehmen Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Sitz (DE-588)4181598-1 gnd rswk-swf (DE-588)4113937-9 Hochschulschrift gnd-content Multinationales Unternehmen (DE-588)4075092-9 s Sitz (DE-588)4181598-1 s DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=007634135&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Schütte, Hellmut Regional headquarters of multinational corporations Internationale ondernemingen gtt Locatie gtt Multinationales Unternehmen Multinationales Unternehmen (DE-588)4075092-9 gnd Sitz (DE-588)4181598-1 gnd |
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| title | Regional headquarters of multinational corporations |
| title_auth | Regional headquarters of multinational corporations |
| title_exact_search | Regional headquarters of multinational corporations |
| title_full | Regional headquarters of multinational corporations vorgelegt von Hellmut Schütte |
| title_fullStr | Regional headquarters of multinational corporations vorgelegt von Hellmut Schütte |
| title_full_unstemmed | Regional headquarters of multinational corporations vorgelegt von Hellmut Schütte |
| title_short | Regional headquarters of multinational corporations |
| title_sort | regional headquarters of multinational corporations |
| topic | Internationale ondernemingen gtt Locatie gtt Multinationales Unternehmen Multinationales Unternehmen (DE-588)4075092-9 gnd Sitz (DE-588)4181598-1 gnd |
| topic_facet | Internationale ondernemingen Locatie Multinationales Unternehmen Sitz Hochschulschrift |
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