Multinational enterprise regional management centres: Characteristics and performance

Dwarka Chakravarty; Ying Ying Hsieh; Andreas P.J. Schotter; Paul W. Beamish

doi:10.1016/j.jwb.2016.12.011

Multinational enterprise regional management centres: Characteristics and performance

Dwarka Chakravarty, Ying Ying Hsieh, Andreas P.J. Schotter^*, Paul W. Beamish

^*Corresponding author for this work

Research output: Contribution to journal › Article › Research › peer-review

36 Citations (Scopus)

Abstract

In multinational enterprises (MNEs), regional management centres (RMCs) most frequently take the form of either dedicated regional headquarters (RHQs) or regional management mandates (RMMs) assigned to operating subsidiaries. We identify a series of critical differences in characteristics and performance between RHQs and RMMs, using a longitudinal sample of 855 Japanese RMCs across 41 countries. We also investigate parent-level differences between MNEs with distinct RMC configurations. We propose a structural complement to regional strategy extensions of the integration-responsiveness framework, and provide an important large sample baseline, aiding new theoretical and empirical research into MNE regional management strategy and structure.

Original language	English
Pages (from-to)	296-311
Number of pages	16
Journal	Journal of World Business
Volume	52
Issue number	2
DOIs	https://doi.org/10.1016/j.jwb.2016.12.011
Publication status	Published - 1 Feb 2017
Externally published	Yes

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Multinational enterprise regional management centres: Characteristics and performance

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