Description
Book SynopsisManaging the Contemporary Multinational explores the role of headquarters in different structures of multinational firms and shows how this role is affected by the complexity of contemporary research.
This topical book illustrates that contemporary research has added complexity to the attributes of the multinational, with implications for the role of headquarters. It examines claims that subsidiaries contribute to the overall competitiveness of the corporation, that they are organized in corporate networks spanning country borders, and that they depend upon specific relationships in the external network. It is stressed that headquarters' knowledge of the multinational and its business environment is crucial, but also problematic. The eminent contributors question whether headquarters have become more or less important given the complexity of contemporary research, and argue that the answer to this question depends on the theoretical foundation adopted in the multinational.
Based on empirical studies, this invaluable book will be a captivating read for students and researchers interested in international business and international management.
Trade Review‘. . . a recommended read for those interested in headquarter-subsidiary relations in the multinational enterprise.’ -- Jasper Hotho, Journal of International Management
Table of ContentsContents: Preface 1. Introduction and Overview Ulf Andersson and Ulf Holm PART I: HEADQUARTERS’ ROLE AND STRUCTURES OF THE MULTINATIONAL 2. Beyond Heterarchy: Emerging Futures of the Hypermodern MNC Ivo Zander and John A. Mathews 3. The Role of Headquarters in the Global Factory Peter J. Buckley 4. Commander-in-Chief or Absentee Landlord? Key Perspectives on Headquarters in Multinational Corporations Wilhelm Barner-Rasmussen, Rebecca Piekkari, Joanna Scott-Kennel and Catherine Welch 5. Evaluating the Role of Parent HQ in a Contemporary MNC William G. Egelhoff PART II: HEADQUARTERS’ MONITORING AND VALUE-CREATING ROLES 6. A Critical Assessment of the Business Network Perspective on HQ Control in Multinational Companies Mohammed Yamin and Pervez N. Ghauri 7. Governance Costs in Headquarters–Subsidiary Relationships Gabriel R.G. Benito and Sverre Tomassen 8. Headquarters’ Potential Value-Adding by Cherry-Picking Sub-Unit Technology Development Projects Ulf Andersson and Philip Kappen 9. Determinants of HQs’ Involvement in Innovation Transfer Francesco Ciabuschi and Oscar Martín Martín 10. Internal versus External Knowledge Sourcing of Subsidiaries and the Impact of Headquarters Control Jens Gammelgaard and Torben Pedersen 11. Managing the Transfer of Externally Embedded Subsidiary Knowledge: The Role of Headquarters’ Control Mechanisms Christine Holmström 12. The Role of National Culture on the Headquarters–Subsidiary Relationship in the Multinational Corporation: The Effect of Power Distance Rian Drogendijk and Ulf Holm PART III: A DIALOGUE ABOUT THE UPPSALA MODEL OF INTERNATIONALIZATION 13. A Dialogue About the Uppsala Model of Internationalization Mats Forsgren and Jan Johanson 14. The Uppsala Model of Internationalization: A Comment Peter J. Buckley Index
