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ID:457799
大小:51.50 KB
页数:8页
时间:2017-08-04
《跨国公司总部如何增加价值【外文翻译】》由会员上传分享,免费在线阅读,更多相关内容在学术论文-天天文库。
1、外文翻译原文HowdoMNCheadquartersaddvalueMaterialSource:ManagementInternationalReviewAuthor:BjörnAmbosandVolkerMahnkeIntroductionResearchonmultinationalcorporations(MNCs)hasevolvedalongvarioustrajectories.NotonlyhaveourconceptualizationsoftheMNCshiftedbutourunderstandingoftheirheadquartershasch
2、angedaswell.Departingfrommoregeneralnotionsoncorporatestrategyandstructure,earlyMNCresearchprimarilytookthewholefirmastheunitofanalysis.Inmostofthesestudies,headquarterssimplyactedasthelocusofhierarchicaldecisionmakingandcontrol,whilelittleconsiderationwasgiventotheresistanceheadquarters
3、mayfacewhenimplementingtheirdecisions.Theformulationoftheintegration-responsivenessframeworkmarkedasignificantturningpointintheensuingdebateonMNCheadquarterfunctions.Inexplicatingthedualpressuresforlocaladaptationandglobalintegration,researchersopenedthedoortoamorethoroughinvestigationof
4、headquarters-subsidiaryrelationships.Similarly,thereconceptualizationofMNCsasnetworksledscholarstotakeamoreactiveinterestintheroleofindividualsubsidiariesaswellastheirdifferenceswithintheMNC.Resultingsubsidiarytypologieswereinstrumentalinadvancingresearchbyprovidingcontingenciesfortheirm
5、anagementbyheadquarters.Inabroaderframework,thesestudiesalsohelpedtoimproveourunderstandingofthesubtlenotionsofinformalcontrolandthenon-hierarchicalaspectsofmultinationalmanagement.Onthedownside,however,theshiftinresearchemphasisledtoadecreasinginterestintheroleofheadquarters.Forsomescho
6、lars,theadventofsophisticatedsubsidiarychartersandnetwork-likestructuresintheMNCmarkedtheendofcorporateheadquartersaltogether.Suchscholarsproposedthatheadquarterswouldnotdiffersignificantlyfromanyotherunitinthenetwork.However,regardlessofwhethersuchextremepositionsarejustifiedintheory,mo
7、stcontemporaryMNCshaveheadquartersfunctionsinpractice.Irrespectiveofwhetherfirmsestablishoverseascentersofexcellence,orfostersubsidiaryinnovationandknowledgeflows,mostfirmsmaintainaformalheadquartersontheirorganizationalchartsandtrainmanagersforheadquarters’functions,whic
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