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| Field |
Value |
| Title: | Toward a Theory of Regional Organization: The Emerging Role of Sub-regional Headquarters and the Imapct on Subsidiaries |
| Authors: | Li, G-H; Yu, C-M; Seetoo, D-H
李貴慧;于卓民;司徒達賢 |
| Contributors: | 企管系 |
| Keywords: | Firm's Specific Advantages; Integration-responsiveness Framework; Mnc Structure; Regional Strategy; Sub-regional Headquarters (srhq); SubsidiaryFirm's Specific Advantages; Integration-responsiveness Framework; Mnc Structure; Regional Strategy; Sub-regional Headquarters (srhq); Subsidiary |
| Date: | 2010-01 |
| Issue Date: | 2014-02-26 15:38:45 (UTC+8) |
| Abstract: | This paper explores the organizational adjustment in host regions when MNCs switch from their original strategy to a regional strategy. MNCs set up sub-regional headquarters (e.g., Greater China sub-regional headquarters) under a regional headquarters (e.g., Asia regional headquarters). A sub-regional headquarters replaces a regional headquarters directly managing subsidiaries within the sub-region. The emergence of sub-regional headquarters is in response to the need for a balance between global integration and local responsiveness. An increasing number of decisions are made by sub-regional headquarters, instead of by subsidiaries, a parent, or regional headquarters. Industry characteristics and firm's specific advantages (FSAs) affect the delegation of authority from a parent to regional and sub-regional headquarters. |
| Relation: | Management International Review, 50(1), 5-33 |
| Data Type: | article |
| DOI: | http://dx.doi.org/10.1007/s11575-009-0021-8 |
| DCField |
Value |
Language |
| dc.contributor (Contributor) | 企管系 | en_US |
| dc.creator (Authors) | Li, G-H; Yu, C-M; Seetoo, D-H | en_US |
| dc.creator (Authors) | 李貴慧;于卓民;司徒達賢 | zh_TW |
| dc.date (Date) | 2010-01 | en_US |
| dc.date.accessioned | 2014-02-26 15:38:45 (UTC+8) | - |
| dc.date.available | 2014-02-26 15:38:45 (UTC+8) | - |
| dc.date.issued (Issue Date) | 2014-02-26 15:38:45 (UTC+8) | - |
| dc.identifier.uri (URI) | http://nccur.lib.nccu.edu.tw/handle/140.119/64244 | - |
| dc.description.abstract (Abstract) | This paper explores the organizational adjustment in host regions when MNCs switch from their original strategy to a regional strategy. MNCs set up sub-regional headquarters (e.g., Greater China sub-regional headquarters) under a regional headquarters (e.g., Asia regional headquarters). A sub-regional headquarters replaces a regional headquarters directly managing subsidiaries within the sub-region. The emergence of sub-regional headquarters is in response to the need for a balance between global integration and local responsiveness. An increasing number of decisions are made by sub-regional headquarters, instead of by subsidiaries, a parent, or regional headquarters. Industry characteristics and firm's specific advantages (FSAs) affect the delegation of authority from a parent to regional and sub-regional headquarters. | en_US |
| dc.format.extent | 146 bytes | - |
| dc.format.mimetype | text/html | - |
| dc.language.iso | en_US | - |
| dc.relation (Relation) | Management International Review, 50(1), 5-33 | en_US |
| dc.subject (Keywords) | Firm's Specific Advantages; Integration-responsiveness Framework; Mnc Structure; Regional Strategy; Sub-regional Headquarters (srhq); SubsidiaryFirm's Specific Advantages; Integration-responsiveness Framework; Mnc Structure; Regional Strategy; Sub-regional Headquarters (srhq); Subsidiary | en_US |
| dc.title (Title) | Toward a Theory of Regional Organization: The Emerging Role of Sub-regional Headquarters and the Imapct on Subsidiaries | en_US |
| dc.type (Data Type) | article | en |
| dc.identifier.doi (DOI) | 10.1007/s11575-009-0021-8 | en_US |
| dc.doi.uri | http://dx.doi.org/10.1007/s11575-009-0021-8 | en_US |
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