A Typology of Centres Within Multinational Corporations: An Empirical Investigation

  • Bernard Surlemont


The recent literature has witnessed an increasing interest in analysing a subsidiary within multinational corporations (MNCs) as a node within a network of interorganisational relationships (Ghoshal and Bartlett, 1990; Nohria and Eccles, 1992). This concern is motivated by the emergence of MNCs that wish to reconsider their conceptions of headquarters—subsidiaries relationships (Barham, 1992; Bartlett and Ghoshal, 1993; Borrus et al., 1990; Hedlund and Ridderstrale, 1992; Maljers, 1992); the consequent changing role of subsidiaries within the MNC (Bartlett and Ghoshal, 1986; Ghoshal and Nohria, 1989) and increasing interdependencies between them (Bartlett and Ghoshal, 1993; Herbert, 1984; Prahalad and Doz, 1987).


Multinational Corporation Coordination Centre Corporate Management Harvard Business School Administrative Centre 
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© Palgrave Macmillan, a division of Macmillan Publishers Limited 1998

Authors and Affiliations

  • Bernard Surlemont

There are no affiliations available

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