Unbundling European operations

Regional management and corporate flexibility in American and Japanese MNCS

Mark Lehrer, Kazuhiro Asakawa

Research output: Contribution to journalArticle

42 Citations (Scopus)

Abstract

Empirical research on the European operations of 19 American and Japanese multinational companies (MNCs) suggested, first, that the strategic importance of the region did not translate into an enhanced role for regional headquarters, and second, that American and Japanese MNCs are "unbundling" their European operations as a means of enhancing their flexibility. American MNCs preferred to carve up regional tasks for delegation to local subsidiaries, with coordination assured increasingly by "councils" bringing top European managers together. Japanese MNCs have not altered the formal organizational structure; but the recent internationalization of basic research labs in Europe has forced them to modify their previously monolithic approach to European subsidiaries.

Original languageEnglish
Pages (from-to)267-286
Number of pages20
JournalJournal of World Business
Volume34
Issue number3
Publication statusPublished - 1999 Sep
Externally publishedYes

Fingerprint

Multinational companies
Unbundling
Subsidiaries
Internationalization
Managers
Basic research
Delegation
Organizational structure
Empirical research
Headquarters

ASJC Scopus subject areas

  • Business and International Management
  • Marketing
  • Finance

Cite this

Unbundling European operations : Regional management and corporate flexibility in American and Japanese MNCS. / Lehrer, Mark; Asakawa, Kazuhiro.

In: Journal of World Business, Vol. 34, No. 3, 09.1999, p. 267-286.

Research output: Contribution to journalArticle

@article{3f33a9342f7f453087d00447931b4975,
title = "Unbundling European operations: Regional management and corporate flexibility in American and Japanese MNCS",
abstract = "Empirical research on the European operations of 19 American and Japanese multinational companies (MNCs) suggested, first, that the strategic importance of the region did not translate into an enhanced role for regional headquarters, and second, that American and Japanese MNCs are {"}unbundling{"} their European operations as a means of enhancing their flexibility. American MNCs preferred to carve up regional tasks for delegation to local subsidiaries, with coordination assured increasingly by {"}councils{"} bringing top European managers together. Japanese MNCs have not altered the formal organizational structure; but the recent internationalization of basic research labs in Europe has forced them to modify their previously monolithic approach to European subsidiaries.",
author = "Mark Lehrer and Kazuhiro Asakawa",
year = "1999",
month = "9",
language = "English",
volume = "34",
pages = "267--286",
journal = "Journal of World Business",
issn = "1090-9516",
publisher = "Elsevier Inc.",
number = "3",

}

TY - JOUR

T1 - Unbundling European operations

T2 - Regional management and corporate flexibility in American and Japanese MNCS

AU - Lehrer, Mark

AU - Asakawa, Kazuhiro

PY - 1999/9

Y1 - 1999/9

N2 - Empirical research on the European operations of 19 American and Japanese multinational companies (MNCs) suggested, first, that the strategic importance of the region did not translate into an enhanced role for regional headquarters, and second, that American and Japanese MNCs are "unbundling" their European operations as a means of enhancing their flexibility. American MNCs preferred to carve up regional tasks for delegation to local subsidiaries, with coordination assured increasingly by "councils" bringing top European managers together. Japanese MNCs have not altered the formal organizational structure; but the recent internationalization of basic research labs in Europe has forced them to modify their previously monolithic approach to European subsidiaries.

AB - Empirical research on the European operations of 19 American and Japanese multinational companies (MNCs) suggested, first, that the strategic importance of the region did not translate into an enhanced role for regional headquarters, and second, that American and Japanese MNCs are "unbundling" their European operations as a means of enhancing their flexibility. American MNCs preferred to carve up regional tasks for delegation to local subsidiaries, with coordination assured increasingly by "councils" bringing top European managers together. Japanese MNCs have not altered the formal organizational structure; but the recent internationalization of basic research labs in Europe has forced them to modify their previously monolithic approach to European subsidiaries.

UR - http://www.scopus.com/inward/record.url?scp=0001206436&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=0001206436&partnerID=8YFLogxK

M3 - Article

VL - 34

SP - 267

EP - 286

JO - Journal of World Business

JF - Journal of World Business

SN - 1090-9516

IS - 3

ER -