A Typology of Centres Within Multinational Corporations: An Empirical Investigation

Bernard Surlemont

Chapter 7 in Multinational Corporate Evolution and Subsidiary Development, 1998, pp 162-188 from Palgrave Macmillan

Abstract: Abstract The recent literature has witnessed an increasing interest in analysing a subsidiary within multinational corporations (MNCs) as a node within a network of interorganisational relationships (Ghoshal and Bartlett, 1990; Nohria and Eccles, 1992). This concern is motivated by the emergence of MNCs that wish to reconsider their conceptions of headquarters—subsidiaries relationships (Barham, 1992; Bartlett and Ghoshal, 1993; Borrus et al., 1990; Hedlund and Ridderstrale, 1992; Maljers, 1992); the consequent changing role of subsidiaries within the MNC (Bartlett and Ghoshal, 1986; Ghoshal and Nohria, 1989) and increasing interdependencies between them (Bartlett and Ghoshal, 1993; Herbert, 1984; Prahalad and Doz, 1987).

Keywords: Multinational Corporation; Coordination Centre; Corporate Management; Harvard Business School; Administrative Centre (search for similar items in EconPapers)
Date: 1998
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-1-349-26467-4_7

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DOI: 10.1007/978-1-349-26467-4_7

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