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"Morrison, Allen J"
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Configurations of Strategy and Structure in Subsidiaries of Multinational Corporations
A three-fold typology of subsidiary roles (world mandate, specialized contributor, local implementer) was induced from the literature and its empirical validity was confirmed. Adopting a configurational approach, we then explored the ways in which subsidiary 'structural context' varied across subsidiary role types. Structural context characteristics were determined through a discussion of the underlying principles of the 'hierarchy' and 'heterarchy' models of multinational organization. The key findings were: (a) higher strategic autonomy in world mandates than in local implementers; (b) a more internationally configured value-chain in world mandates and specialized contributors than local implementers; (c) lower levels of internal product flows in world mandates than the other two types; and (d) a significantly lower performance in specialized contributors. Implications for a configurational model of subsidiary management, and for heterarchy as a higher level conceptualization, are discussed.
Journal Article
Implementing Global Strategy: Characteristics of Global Subsidiary Mandates
Implementing a global strategy requires coordinating subsidiary activities across country locations. The assumption often made is that such coordination must be managed at headquarters. However, an alternate approach is decentralized-centralized responsibilities in which different subsidiaries within the multi-national are given worldwide mandates to manage specific products or product lines. This study identifies subsidiary characteristics that are associated with receiving a global mandate by examining foreign subsidiaries located in France, Germany, Japan, U.K., U.S., and Canada.
Journal Article
An Empirical Analysis of the Integration-Responsiveness Framework in Global Industries
In this study, businesses competing in global industries were categorized into three groups according to the integration-responsiveness framework for conceptualizing industry pressures confronting businesses competing internationally. Using this framework, contextual conditions associated with each group were examined. Competitive attributes distinguishing each group were then identified to clarify alternate business-level strategies for competing within a global industry context. Beyond providing additional insight into the nature of competition in global industries, several broad extensions to the integration-responsiveness framework are suggested.
Journal Article
Developing a Global Leadership Model
Much of the challenge of developing more and better global leaders has fallen on human resource managers who have largely been oriented to domestic leadership models. This article reviews the latest thinking on global leadership and presents a framework for developing company-specific competency models. By embracing a systematic approach to structuring a global leadership competency model, human resource managers can have a huge impact on the globalizaiton of their companies. The article also suggest where additional research can contribute to the understanding of how cultural leadership differences can best be dismantled as companies move along the path to globalization.
Journal Article
International Attention and Multinational Enterprise Performance
This study examines the performance consequences of international attention, defined as the extent to which headquarters executives in the multinational enterprise (MNE) invest time and effort in activities, communications, and discussions aimeda at improving their understanding of the global marketplace. Using detailed questionnaire and archival data on 135 MNEs, our analysis revealed three significant findings. First, international attention can be operationalized as a meta-construct that consists of three interrelated and reinforcing dimensions. Second, international attention has a curvilinear (inverted U-shape) relationship with MNE performance. Third, the performance benefits of international attention increase with three categories of moderating factors: the international assignment experience of top executives, the independence of value-adding activities across country locations, and the degree of industry dynamism.
Journal Article
A taxonomy of business-level strategies in global industries
This study presents a taxonomy of business-level strategies in global industries. Empirical data suggest there are four broad strategies: domestic product niche, exporting high quality offerings, international product innovation, and quasi-global combination. A discussion of the characteristics and performance differentials of each strategy type is provided as well.
Journal Article
Global Strategy Implementation at the Business Unit Level: Operational Capabilities and Administrative Mechanisms
The study examines the impact of international strategy on organizational design and the influence of the organizational design on effectiveness at the business unit level. The empirical findings are based on survey responses from eighty-two business units competing in global industries. The findings are supportive of the contingency notion which suggests that business unit effectiveness is a function of the fit between the international strategy and the organizational design.
Journal Article
An Analysis of Significant Contributions to the International Business Literature
The growing interest in international business has been accompanied by a dramatic rise in the volume of international business research. This note examines the international business publication records for both authors and academic institutions for the ten-year period 1980-1989. Nine separate publications were reviewed containing some 659 international business articles. Weighted and unweighted rankings are reported.
Journal Article
Business-Level Competitive Strategy: A Contingency Link to Internationalization
The contingency fit between the organization and its environment suggests strategic adaptation to contextual conditions. Thus, it may be expected that businesses will use different strategic positioning when confronting an international context. To determine if such a difference does exist, an analysis of the business-level strategy of domestic businesses was compared to businesses engaged in domestic and international activities. Group differences existed suggesting the importance of internationalization as a contingency variable to examining the content of business-level strategy.
Journal Article