Multinational Corporate Strategy-Making: Integrating International Business and Strategic Management

Abstract

This chapter contends that the international business (IB) and strategic management (SM) fields have many commonalities that should be considered in a turbulent globalized business context. IB studies refer to the need for local integration and local adaptation whereas empirics in SM pinpoint the complementary effects of central planning and decentralized decision-making. We present and synthesize these rather field specific perspectives and try to synthesize insights from both fields in an adaptive strategy-making model including the effects of autonomous subsidiary initiatives and intended mandates from corporate headquarters. The model considers local subsidiary actions of both operational and strategic nature and we argue that it may be futile to distinguish between these effects as incremental operational responses can cumulate into more substantial changes over time with dimensions of strategic adaptation. The model provides a foundation for further considerations about how to combine central intent and direction with decentralization and autonomous initiatives in the multinational corporation.

Citation

Andersen, T.J. and Andersson, U. (2017), "Multinational Corporate Strategy-Making: Integrating International Business and Strategic Management", Andersen, T.J. (Ed.) The Responsive Global Organization (Emerald Studies in Global Strategic Responsiveness), Emerald Publishing Limited, Leeds, pp. 13-34. https://doi.org/10.1108/978-1-78714-831-420171001