Abstract
This chapter focuses on aligning global marketing strategy and organizational structure. Instead of thinking in dichotomies, successful companies strive for the right balance between local and global. Often, this middle ground involves a regional solution, such as establishing a regional headquarters. The discussion starts by looking at alternative organizational structures. Subsequently, emphasis is placed on regional structures and the potential benefits of regional headquarters. The chapter closes with a look at the allocation of roles and responsibilities across different organizational units, such as headquarters, regional headquarters and national subsidiaries.
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- 1.
Bartlett and Ghoshal (1998).
- 2.
- 3.
The subsequent discussion of regional management and regional headquarters draws on Ambos and Schlegelmilch (2010).
- 4.
- 5.
Egelhoff (1982).
- 6.
Bartlett and Ghoshal (1998).
- 7.
Nell et al. (2011).
- 8.
Ambos and Reitsperger (2004).
- 9.
Wolf (1997).
- 10.
Rugman (2005).
- 11.
Osegowitsch and Sammartino (2008).
- 12.
Rugman and Verbeke (1992).
- 13.
Rugman (2005).
- 14.
Ghemawat (2007).
- 15.
Ambos and Schlegelmilch (2010).
- 16.
Ghemawat (2007).
- 17.
Campbell et al. (1995).
- 18.
Lehrer and Asakawa (1999).
- 19.
Birkinshaw et al. (2007).
- 20.
The concept of the triad was first introduced by Ohmae (1985).
- 21.
Ghemawat (2001).
- 22.
Birkinshaw et al. (2007).
- 23.
Schütte (1996).
- 24.
- 25.
Ambos et al. (2006).
- 26.
Ambos and Schlegelmilch (2010).
- 27.
Lasserre (1996).
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Schlegelmilch, B.B. (2016). Organizational Design for Global Marketing Strategy. In: Global Marketing Strategy. Management for Professionals. Springer, Cham. https://doi.org/10.1007/978-3-319-26279-6_9
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