Managing the Multinational Enterprise

Antecedents of entry mode choice when diversifying

“…Specifically, our results highlight the potential of cooperative agreements to avoid reprisals from firms established in concentrated sectors or to overcome entry barriers related to product differentiation. Our findings also reveal that cooperative agreements are a valid option not only for small and medium-sized firms, as already highlighted by many studies (Contractor & Kundu, 1998;Mutinelli & Piscitello, 1998;Stopford & Wells, 1972;Tsang, 1998;Wu & Cavusgil, 2006), but also for large firms implementing a diversification strategy. Through alliances, smaller firms may gain access to the resources they need to achieve higher firm-specific rents outside the alliance.…”

Regional Management as a System

“…Previous work on regional structures has been conducted at the corporate level of the organization, that is the "macro level" (Egelhoff 1982(Egelhoff , 1988stopford and Wells 1972;Wolf and egelhoff 2002) and at the unit level of individual regional management centres (Daniels 1987;lasserre 1996;schütte 1996;Williams 1967;Yeung et al 2001). In this paper, we define regional management centres as organizational units concerned with, and involved in, the control, coordination or integration of activities of one or more subsidiaries in the region (schütte 1996).…”

“…The first stream on the macro-level has produced important insights into the circumstances under which multinational corporations (MNcs) introduce regional structures or "area divisions" (Egelhoff 1982(Egelhoff , 1988stopford and Wells 1972;Wolf and egelhoff 2002). since the regional level is often introduced to improve the information processing capacity of the firm, Egelhoff (1982Egelhoff ( , 1988 has successfully used this very perspective to advance our understanding of regional management.…”

Organizational Responses to Regional Integration Among MNEs in Latin America

“…chandler's (1962) monumental treatise on the evolution of U.s. industry spawned a series of studies aimed at confirming the validity of the strategy-structure-performance paradigm among firms originating in both North America and Europe (e.g., Dyas and Thanheiser 1976;Franko 1976;Rumelt 1974;stopford and Wells 1972). these studies resulted in the explicit adoption by international business scholars of a contingency model (lawrence and lorsch, 1967) of multinational corporate organization.…”