Cross‐national strategy as opposed to country‐by‐country strategy may take place on a regional or on a global basis. This paper examines the European regional office experience of 16 large U.S. firms in terms of (1) the types of responsibilities they handle and why, (2) the problems of removing control and/or duties from country subsidiaries, and (3) the relationship between a regional and global strategy and implementation. The companies' experiences have been quite diverse, thus highlighting multiple opportunities but the need to approach the development of regional operations cautiously. In spite of some problems, the future for European regional management seems bright.
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