Developing Regional Structures

  • Björn Ambos
  • Bodo B. Schlegelmilch

Abstract

From the preceding chapters, we learned that many multinationals today are better off developing a regional strategy than going for a pure global or multidomestic strategy. The bare necessity, however, does say little about how managers can actually build successful strategies for a region such as Europe. This overarching question will guide us through the remainder of this book.

Keywords

Regional Strategy Regional Management Multinational Firm North American Free Trade Agreement Soft Factor 
These keywords were added by machine and not by the authors. This process is experimental and the keywords may be updated as the learning algorithm improves.

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Notes

  1. 1.
    The concept of the triad was first initiated by Kenichi Ohmae in 1985, but has assumed centre stage in the work by Rugman and colleagues. See Ohmae, K. (1985) Triad Power: The Coming Shape of Global Competition, New York, The Free Press.Google Scholar
  2. 3.
    See, for example, Håkanson, Lars and Ambos, Björn (2008, July 1–3) “The Antecedents of Psychic Distance,” presented at the Academy of International Business, Milan, Italy.Google Scholar
  3. 4.
    See Ghemawat, Pankaj (2001, September) “Distance Still Matters: The Hard Reality of Global Expansion,” Harvard Business Review, 79(8), pp. 137–47.Google Scholar
  4. 5.
    See Birkinshaw, Julian, Bouquet, Cyril, and Ambos, Tina (2007) “Managing Executive Attention in the Global Company,” Sloan Management Review, 48(49), pp. 39–45.Google Scholar
  5. 7.
    See Ghemawat, Pankaj (2005) “Regional Strategies for Global Leadership,” Harvard Business Review, 83(12), pp. 98–109.Google Scholar
  6. 8.
    See Schütte, H. (1996) Regional Headquarters of Multinational Corporations. Ph.D. dissertation, Universität St. Gallen, St. Gallen, Switzerland.Google Scholar
  7. 9.
    Andersson, Ulf and Forsgren, Mats (1996) “Subsidiary Embeddedness and Control in the Multinational Corporation,” International Business Review, 14(5), pp. 473–86;Google Scholar
  8. Andersson, Ulf, Forsgren, Mats, and Holm, Ulf (2002) “The Strategic Impact of External Networks: Subsidiary Performance and Competence Development in the Multinational Corporation,” Strategic Management Journal, 23(11), pp. 979–96.CrossRefGoogle Scholar

Copyright information

© Björn Ambos and Bodo B. Schlegelmilch 2010

Authors and Affiliations

  • Björn Ambos
    • 1
  • Bodo B. Schlegelmilch
    • 1
  1. 1.Vienna University of Economics and Business Institute for International Marketing and ManagementAustria

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