The Influence of Organizational Structure on the Information Received by Corporate Strategists of Multinational Enterprises

■ This study examined the extent to which formal structure actually affects the information flows from divisions to corporate strategists in multinational enterprises (MNEs). ■ The effects of divisional structure on the volume of information corporate strategists receive from various sources about country and product matters and the level of importance they attach to different sources were studied.

[1]  D. Teece,et al.  Organizational Structure and Economic Performance: A Test of the Multidivisional Hypothesis , 1978 .

[2]  S. Ghoshal,et al.  Horses for Courses: Organizational Forms for Multinational Corporations , 1993 .

[3]  Alfred Dupont Chandler,et al.  战略与结构 : 美国工商企业成长的若干篇章=strategy and structure : chapters in the history of the American industrial enterprise , 1962 .

[4]  C. Prahalad,et al.  Competing for the Future , 1994 .

[5]  Bruce T. Lamont,et al.  Performance During “M-Form” Reorganization and Recovery Time: The Effects of Prior Strategy and Implementation Speed , 1994 .

[6]  M. Porter,et al.  How Information Gives You Competitive Advantage , 1985 .

[7]  Yves L. Doz,et al.  Patterns of Strategic Control Within Multinational Corporations , 1984 .

[8]  Mzamo P. Mangaliso,et al.  The Strategic Usefulness of Management Information as Perceived by Middle Managers. , 1995 .

[9]  M. Porter What is strategy , 2000 .

[10]  C. Bartlett Multinational structural evolution : the changing decision environment in international divisions , 1979 .

[11]  J. Kotter The General Managers , 1982 .

[12]  Jay R. Galbraith Organization Design , 1977 .

[13]  Marietta J. Tretter,et al.  Organizing for Dual Strategies of Product Diversity and International Expansion , 1985 .

[14]  Richard A. D'Aveni,et al.  Top Managerial Prestige, Power and Tender Offer Response: A Study of Elite Social Networks and Target Firm Cooperation during Takeovers , 1993 .

[15]  Louis T. Wells,et al.  Managing the multinational enterprise , 1972 .

[16]  M. Hitt Twenty-First-Century Organizations: Business Firms, Business Schools, and the Academy , 1998 .

[17]  Theodore T. Herbert,et al.  Strategy and Multinational Organization Structure: An Interorganizational Relationships Perspective , 1984 .

[18]  C. Bartlett,et al.  The Multinational Corporation as an Interorganizational Network , 1990 .

[19]  Robert N. Stern,et al.  The Structure of Organizations. , 1971 .

[20]  C. Bartlett,et al.  Managing across Borders: The Transnational Solution , 1990 .

[21]  William G. Egelhoff Strategy and Structure in Multinational Corporations: An Information- Processing Approach , 1982 .

[22]  G. DeSanctis,et al.  Electronic Communication and Changing Organizational Forms , 1995 .

[23]  Lawrence G. Franko,et al.  The European multinationals : a renewed challenge to American and British big business , 1976 .

[24]  Anil K. Gupta,et al.  Knowledge Flows and the Structure of Control Within Multinational Corporations , 1991 .

[25]  William G. Egelhoff STRATEGY AND STRUCTURE IN MULTINATIONAL CORPORATIONS: A REVISION OF THE STOPFORD AND WELLS MODEL , 1988 .

[26]  H. Barkema,et al.  International Expansion Through Start-Up or Acquisition: A Learning Perspective , 1998 .

[27]  Graham J. Hooley,et al.  The future that has already happened , 2001 .

[28]  B. Golden,et al.  SBU strategy and performance: The moderating effects of the corporate‐SBU relationship , 1992 .

[29]  I. Nonaka,et al.  The Knowledge Creating Company , 2008 .

[30]  William G. Egelhoff,et al.  Centralization in Headquarters–Subsidiary Relationships , 1986 .