Centricity has been identified as one of the components that effects and determines success in the global market place. This paper illustrates how the concept of centricity can be viewed from different, inter-related perspectives; namely, management's mind set, corporate predisposition and subsidiary-level predilection. The impact of factors such as country of origin, growth methods employed, and market scope upon the adopted centric profile of multinational corporations are explored. In addition, because centricity may vary across functional areas, the paper examines centricity at different functional levels and depicts a different profile for each business area. The authors are all members of an inter-disciplinary research team who are currently investigating the centric profile of a sample of the most international hotel groups. Therefore, the preceeding discussion is applied to these firms and an outline of the methodology being employed by the team is provided.
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