GLOBAL-LOCAL (GLOCAL) CREATION OF VALUE-ADDED

Frantz Datry () and Amandine Savall ()
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Frantz Datry: MAGELLAN - Laboratoire de Recherche Magellan - UJML - Université Jean Moulin - Lyon 3 - Université de Lyon - Institut d'Administration des Entreprises (IAE) - Lyon, ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations
Amandine Savall: ISEOR - Institut de Socio-économie des Entreprises et des ORganisations - Institut de socio-économie des entreprises et des organisations

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Abstract: The challenge of balancing the needs of short-term economic results and sustainable involvement of organizational actors is a common issue for any company. In the case of listed multinational corporation subsidiaries, this issue takes on a more significant place. The management methods in these particular subsidiaries are usually based on a two-fold dimension: one is global at the international group's level; and the other is local at the country level. Corporate brand strategy and profitability objectives are usually decided at the global level. Then, the sales and marketing strategy is adapted by the subsidiary's top management to meet local market requirements and to clear sufficient profit to keep some of it at the local scale, after serving the international group's appetite.

Keywords: GLOBAL-LOCAL; VALUE-ADDED; intervention; strategy (search for similar items in EconPapers)
Date: 2015
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Published in The Socio-Economic Approach to Management Revisited: The Evolving Nature of SEAM in the 21st Century, 2015, Research in Management Consulting

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Persistent link: https://EconPapers.repec.org/RePEc:hal:journl:hal-01140627

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