Managing the Contemporary Multinational
Show Less

Managing the Contemporary Multinational

The Role of Headquarters

Edited by Ulf Andersson and Ulf Holm

Managing the Contemporary Multinational explores the role of headquarters in different structures of multinational firms and shows how this role is affected by the complexity of contemporary research.
Buy Book in Print
Show Summary Details
You do not have access to this content

Chapter 6: A Critical Assessment of the Business Network Perspective on HQ Control in Multinational Companies

Mohammed Yamin and Pervez N. Ghauri


Mohammad Yamin and Pervez N. Ghauri INTRODUCTION The business network (henceforth, network) approach has emerged as an influential perspective for studying managerial and organizational issues in relation to the multinational companies (MNCs). An increasing number of publications have cumulatively demonstrated that a network approach provides a rigorous framework for studying such questions as the strategic roles of subsidiaries, organizational power and knowledge transfer in the MNC (for example Forsgren and Johanson, 1992; Holm et al., 1995; Forsgren et al., 2005; Andersson et al., 2001, 2002 and 2007). In the contingency perspective (for example Ghoshal and Nohria, 1997) the organization of the MNC ultimately reflects top management’s perception of environmental imperatives, and the primary focus of the analysis is therefore on top management (‘strategic’) decision making. In sharp contrast, network studies look at the MNC from the perspective of middle or lower management (Forsgren and Johanson, 1992). The network of business relationships between a subunit and its important customers and/or suppliers is regarded as critical to the development of the subsidiary (Ghauri, 1992), to its ability to contribute to the rest of the MNC, to its relationship with the HQs and ultimately to the possibilities for overall performance of the MNC. Such networks are created, developed and evolve primarily through the work of lower and middle management in the organization. The network approach is thus concerned with providing a thorough treatment of the network-embedded operational life of the MN. However network studies do not ignore the MNC headquarters. On the contrary...

You are not authenticated to view the full text of this chapter or article.

Elgaronline requires a subscription or purchase to access the full text of books or journals. Please login through your library system or with your personal username and password on the homepage.

Non-subscribers can freely search the site, view abstracts/ extracts and download selected front matter and introductory chapters for personal use.

Your library may not have purchased all subject areas. If you are authenticated and think you should have access to this title, please contact your librarian.

Further information

or login to access all content.