Unbundling European operations: regional management and corporate flexibility in American and Japanese MNCS |
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| Institution: | 1. Department of Oncology, University of Cambridge, Cambridge, UK;2. Department of Gynecology and Obstetrics, Ribeirao Preto School of Medicine, University of Sao Paulo, Ribeirao Preto, Brazil;3. Department of Physics (Astrophysics), University of Oxford, Oxford, UK;4. Cancer Research UK, Cambridge Institute, Cambridge, UK;5. University of Southampton, Southampton, UK;6. University of Leeds, Leeds, UK;7. Addenbrookes Hospital NHS Trust, Cambridge, UK;8. Institute of Cancer Research, London, UK;9. Cancer Research UK, London, UK;10. Netherlands Cancer Institute, Antoni van Leeuwenhoek Hospital, Amsterdam, The Netherlands;11. Department of Public Health and Primary Care, University of Cambridge, Cambridge, UK;12. Human Genotyping (CEGEN) Unit, Human Cancer Genetics Program, Spanish National Cancer Research Centre (CNIO), Madrid, Spain;13. Biomedical Network on Rare Diseases (CIBERER), Madrid, Spain;14. Cancer Epidemiology Centre, Cancer Council Victoria, Melbourne, Australia;15. Centre for Epidemiology and Biostatistics, Melbourne School of Population and Global Health, The University of Melbourne, Australia;p. Institute of Clinical Medicine, Pathology and Forensic Medicine, University of Eastern Finland, Finland;q. Department of Laboratory Medicine and Pathology, Mayo Clinic, Rochester, MN, USA;r. Department of Human Genetics & Department of Pathology, Leiden University Medical Center, Leiden, The Netherlands;s. Department of Surgical Oncology, Leiden University Medical Center, Leiden, The Netherlands;t. Sheffield Cancer Research, Department of Oncology, University of Sheffield, Sheffield, UK;u. Academic Unit of Pathology, Department of Neuroscience, University of Sheffield, Sheffield, UK;v. National Cancer Institute, USA;w. Department of Medical Oncology, Family Cancer Clinic, Erasmus MC Cancer Institute, Rotterdam, The Netherlands;x. Division of Clinical Epidemiology and Aging Research, German Cancer Research Center (DKFZ), Heidelberg, Germany;y. Division of Preventive Oncology, German Cancer Research Center (DKFZ), Heidelberg, Germany;z. German Cancer Consortium (DKTK), German Cancer Research Center (DKFZ), Heidelberg, Germany;11. Saarland Cancer Registry, Saarbrücken, Germany |
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| Abstract: | Empirical research on the European operations of 19 American and Japanese multinational companies (MNCs) suggested, first, that the strategic importance of the region did not translate into an enhanced role for regional headquarters, and second, that American and Japanese MNCs are “unbundling” their European operations as a means of enhancing their flexibility. American MNCs preferred to carve up regional tasks for delegation to local subsidiaries, with coordination assured increasingly by “councils” bringing top European managers together. Japanese MNCs have not altered the formal organizational structure; but the recent internationalization of basic research labs in Europe has forced them to modify their previously monolithic approach to European subsidiaries. |
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