Advertisement

How companies organize their European Business: The Role of Regional Headquarters

  • Bodo B. Schlegelmilch
  • Björn Ambos
Chapter

Abstract

The Adidas example illustrates that regional offices (or regional headquarters) are not uniformly welcome. Indeed, some companies have abandoned regional headquarters all together. In contrast, companies like Citibank see the issue rather differently.

Keywords

Regional Strategy Harvard Business Review Strategic Management Journal International Business Study Home Region 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

Preview

Unable to display preview. Download preview PDF.

Unable to display preview. Download preview PDF.

References

  1. Ambos, B. and Schlegelmilch, B. B. (2009) The New Role of Regional Management, Palgrave, Macmillan. Basingstoke, England.Google Scholar
  2. Ambos, T.C. et al (forthcoming) “Evolution of Organizational Structure and Capabilities in the Internationalization of Banks: The Case of Unicredit Group in CEE,” Long Range Planning.Google Scholar
  3. Andersson, U. and Forsgren, M. (1996) “Subsidiary Embeddedness and Control in the Multinational Corporation,” International Business Review, 14 (5): 473–86.Google Scholar
  4. Andersson, U. et al (2002) “The Strategic Impact of External Networks: Subsidiary Performance and Competence Development in the Multinational Corporation,” Strategic Management Journal, 23(11): 979–96.CrossRefGoogle Scholar
  5. Bartlett, C. A. (2003) P&G Japan: The SK-II Globalization Project, Harvard Business School.Google Scholar
  6. Bauer, K. Telephone interview. 14. March 2006.Google Scholar
  7. Birkinshaw et al (2007) “Managing Executive Attention in the Global Company,” Solan Management Review, 48(49): 39–45.Google Scholar
  8. Bowen, M. Telephone interview. 15 November 2009.Google Scholar
  9. Campbell, A. and Goold, M. (1995) “Corporate Strategy: The Quest for Parenting Advantage,” Harvard Business Review, March-April, pp. 120–32.Google Scholar
  10. Douglas, S. and Wind, Y. (1987) “The Myth of Globalization, ” Columbia Journal of World Business, Volume XXII, No. 4, pp. 19–29.Google Scholar
  11. Ghemawat, P. (2001) “Distance Still Matters: The Hard Reality of Global Expansion,” Harvard Business Review, 79(8): 137–47.Google Scholar
  12. Ghemawat, P. (2007) Redefining Global Strategy: Crossing Borders in a World Where Differences Still Matter, Harvard Business School Press.Google Scholar
  13. Ghemawat, P. and Ghadar, F. (2006) “Global Integration? Global Concentration,” Industrial and Corporate Change, 15(4): 595–623.CrossRefGoogle Scholar
  14. Ghemawat, P. (2003) “Semiglobalization and International Business Strategy,” Journal of International Business Studies, 34(2): 138–42.CrossRefGoogle Scholar
  15. Ghemawat, P. (2005) “Regional Strategies for Global Leadership,” Harvard Business Review, 83(12): 98–109.Google Scholar
  16. Ghemawat, P. (2005) “Regional Strategies for Global Leadership,” Harvard Business Review, 83(12): 98–109.Google Scholar
  17. Gupta, A. K. and Govindarajan, V. (2004) Global Strategy and Organization, John Wiley & Sons, Inc.Google Scholar
  18. Håkanson, L. and Ambos, B. The Antecedents of Psychic Distance. Presented at the Academy of International Business, 1-3 July 2008. Milan, Italy.Google Scholar
  19. Lehrer M. and Asakawa, K. (1999) “Unbundling European Operations: Regional Management and Corporate Flexibility in American and Japanese MNCs,” Journal of World Business, 34: 267–86.CrossRefGoogle Scholar
  20. Malhotra, N. K. et al (1998) “Heterogeneity of Regional Trading Blocs and Global Marketing Strategies: A Multicultural Perspective,” International Marketing Review, 15(6): 476–506.CrossRefGoogle Scholar
  21. Nachum, L. and Zaheer, S. (2005) “The Persistence of Distance? The Impact of Technology on MNE Motivations for Foreign Investment,” Strategic Management Journal, 26(8): 747–67.CrossRefGoogle Scholar
  22. Ohmae, K. (1985) Triad Power: The Coming Shape of Global Competition, New York: The Free Press.Google Scholar
  23. Perlmutter, H. (1969) “The Torturous Evolution of the Multinational Corporation,” Columbia Journal of World Business, January-February, pp. 9–18.Google Scholar
  24. Reuters, 31 March 2008. “Citi Announces New Corporate Organizational Structure and Leadership Team” Retrieved from: http://www.reuters.com/article/pressRelease/idUS109135+31-Mar-2008+BW20080331 [Accessed 4 October 2009]
  25. Rugman, A. M. (2005) The Regional Multinationals - MNEs and “Global” Strategic Management, Cambridge University Press.Google Scholar
  26. Rugman, A. M. (2007) Regional Aspects of Multinationality and Performance, Research in Global Strategic Management, Vol. 13, Oxford: Elsevier.Google Scholar
  27. Rugman, A. M. and Verbeke, A. (2004) “A Perspective on Regional and Global Strategies of Multinational Enterprises”, Journal of International Business Studies, 35(1): 3–18.CrossRefGoogle Scholar
  28. Rugman, A. M. and Verbeke, A. (1992) “A Note on the Transnational Solution and the Transaction Cost Theory of Multinational Strategic Management,” Journal of International Business Studies, 23(4): 761–71.CrossRefGoogle Scholar
  29. Santjer U. (2007). “Brand Desirability: Basis for the Turnaround and the Resurgence of Established Brands,” Manual for International Marketing, pp. 345–360. [Sourced directly from Puma Investor Relations]Google Scholar
  30. Schütte, H. (1996) Regional Headquarters of Multinational Corporations. PhD Dissertation, Universität St. Gallen.Google Scholar
  31. Schäfer, D. (2009) Puma hunts sales in Africa ahead of World Cup. Financial Times, 10 August 2009. Retrieved from: http://www.ft.com/cms/s/0/fb6391a6-85cb-11de-98de-00144feabdc0.html#axzz1JTyQEVGs
  32. Szulanski, G. (1996) “Exploring Internal Stickiness: Impediments to the Transfer of Best Practice within the Firm,” Strategic Management Journal, 17, (Special Winter Issue), pp. 27–43.Google Scholar
  33. Usunier, J.-C. and Sissmann, P. (1986) “L`intercultural au service du marketing,” Harvard-L’Expansion, No. 40, Spring, pp. 80-92.Google Scholar
  34. Von Hippel, E. (1994) “Sticky Information“ and the Locus of Problem Solving: Implications for Innovation,” Organizational Science, 5(1): 98–118.CrossRefGoogle Scholar
  35. Wind, Y. et al (1973) “Guidelines for Developing International Marketing Strategies,” Journal of Marketing, Vol. 37, April, pp. 14–23.CrossRefGoogle Scholar
  36. Zaheer, Srilata (1995) “Overcoming the Liability of Foreignness,” Academy of Management Journal, 38(2): 341–363.CrossRefGoogle Scholar
  37. Zaheer, S. and Mosakowski, E. (1997) “The Dynamics of the Liability of Foreignness: A Global Study of Survival in Financial Services,” Strategic Management Journal, 18(6): 439–64.CrossRefGoogle Scholar

Copyright information

© Gabler Verlag | Springer Fachmedien Wiesbaden 2012

Authors and Affiliations

  • Bodo B. Schlegelmilch
    • 1
  • Björn Ambos
    • 2
  1. 1.Department of Marketing, Institute for International Marketing ManagementWU Vienna University of Economics and BusinessViennaAustria
  2. 2.Department of Global Business and Trade, Institute for International BusinessWU Vienna University of Economics and BusinessViennaAustria

Personalised recommendations