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To what extent, why and where do multinational companies locate divisional headquarters (DHQs) abroad? This study of 30 of the largest listed companies in Norway over the 2000–2006 period shows that foreign-located DHQs have become relatively commonplace. A majority of DHQs located abroad are outcomes of foreign acquisitions, which suggests that obtaining legitimacy from local stakeholders such as customers, employees and investors is an important motivation. We also find that Norwegian companies emphasize efficiency and value creation in their location choices, as they tend to prefer other advanced and competitive countries as hosts for their DHQs. Distance from Norway is not significant. The off-shoring of strategic units such as DHQs is a phenomenon that occurs in advanced phases of companies' internationalization, beyond the point when familiarity and proximity still are key decision-making factors.

This study aims to analyze the impact of technology-based corporation relocation on housing price indices during COVID-19 within the metropolitan areas of Austin, Texas and Seattle/Bellevue, Washington.The corporations under observation were Tesla and Amazon, respectively. The analysis intends to understand economic drivers behind the housing market and the radius of its effect while including fixed and random effects.

This study used a difference-in-difference (DID) method to evaluate changes in housing price index near and further away from Tesla’s and Amazon’s new corporate locations. The DID method allows for the capture of unique regional characteristics, as it requires a treatment and control group: housing price index and 5-mile and 10-mile search radii centered from the new corporate location.

The results indicated that corporate relocation announcements had a positive effect on housing price index post-pandemic. Specifically, the effect of Tesla’s relocation in Austin on the housing price index was not concentrated near the relocation site, but beyond the 5- and 10-mile radii. For Seattle/Bellevue, the effect of Amazon’s relocation announcement on housing price index was concentrated near the relocation site as well as beyond a 10-mile radius. Interestingly, these findings suggest housing markets incorporate speculation of prospective economic expansion linked with a corporate relocation.

Previous literature assessed COVID-19 housing market conditions and the economic effects of corporate relocation separately, whereas this study analyzed the housing price effects of corporate relocation during COVID-19. The DID method includes spatial and temporal analyses that allow for the impact of housing price to be observed across specified radii rather than a city-wide impact analysis.

Relocation is a significant event in the course of an organization's lifetime. The purpose of this paper is to focus on the impacts that relocation has on the relocating organization itself and to identify the economic, social, and environmental impacts of office occupier relocation.

Drawing from the existing literature on impacts of occupiers' relocation, a conceptual framework for modelling organizational relocation impacts is developed. The literature review is done by a systematic review of the ten most relevant journals within the corporate real estate, property, and facilities sector.

Relocation has various impacts including relocation costs, disruption, employee reactions to change, altered lease attributes, and changed environmental footprint. Further, the changes in productivity, employee satisfaction, employee turnover, organizational dynamics, ways of working, commuting, accessibility for external stakeholders, and organizational culture and image are all possible impacts of organizational relocation.

The identified impacts are limited to office occupiers' short distance relocations. As the paper is conceptual by nature, there is a need for more empirical research on the impacts of relocation. The framework introduced in the article requires testing with experiences of relocated case companies and accordingly, it is to be developed further.

The paper provides central questions that relocating organizations should ask themselves.

Using the perspective of the relocating organization, the paper provides insight into the impacts of relocation from the expanded spectrum of Triple Bottom Line of sustainability. The study is of value to corporate real estate researchers and practitioners.

The purpose of this paper is to focus on issues of corporate control around the announcement of the decision of Hertz Global Holdings to relocate its corporate headquarters from New Jersey to Florida in 2013. The relocation decision and accounting irregularities discovered after the announcement raised interest from activist investors. The firm responded by enacting a “poison pill,” but control was eventually wrestled away and the CEO was replaced. Examining these events gives students insights into corporate control issues facing a major US corporation.

This case study presents a history of the firm from its founding in 1918 through 2017, with an emphasis on key events from 2012 through 2017. These events include acquisition of a competing firm (Dollar Thrifty), relocation of corporate headquarters, accounting irregularities, restatement of financials, activist investor responses, issuance of a “poison pill,” and turnover in the CEO position.

The case is intentionally written to “tell the story” of events that relate to issues involving control of the company around the decision to relocate its corporate headquarters. The case highlights potential agency problems between management and shareholders and the market’s response to those problems.

No prior case study considers the topic of corporate control from the perspective of Hertz Global Holdings. This case study can be used by instructors in graduate and undergraduate courses to examine corporate control issues from a “real world” perspective.

Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper aims to focus on how political resources and their correlation with business models affected the headquarters location decision making of successful private enterprises established in small cities.

The paper constructed a research model which included political resources and a business model as contributing factors; selected eight companies as the research object; and used cross‐case study method to explore the function of political resources and a business model to the headquarters location decision of private enterprises.

The special political environment during China's economic transformation created substantially different political resources between different regions and governments at different levels, which forced private enterprises to relocate their headquarters in order to chase political resources conveniently. The relevance of a business model and political resources determined the significantly different ways that private enterprises obtained political resources: enterprises which were highly dependent on local political resources found it difficult to make a decision regarding corporate headquarters relocation; those enterprises with a high political resources optimization capability would be driven by the pursuit of political resources to make their headquarters relocation decision; those enterprises with an inconspicuous connection between political resources and a business model would rather be “hermits” in a metropolis and relocate their headquarters.

This paper's research results would be conducive to further study of private enterprises' headquarters location decision making during China's economic transformation.

The paper indicates the importance of political resources and the relevance of corporate business models to the headquarters location decision of private enterprises; the paper further makes clear the status of political resources as an important factor in location theory.

Purpose – To analyse the effect of corporate real estate ownership on the stock performance of firms active in the international retail sector. Design/methodology/approach – A sample of 454 retail companies is separated into three geographical regions and six different sub‐sectors. We measure the corporate real estate holdings using balance sheets information and link these to the risk and return characteristics of the individual firms. Findings – We find that corporate real estate ownership varies greatly across subsectors. This variation is explained by differences in location and customisation demands of real estate. Retailers for which the micro‐location of real estate is a critical value driver tend to own more of it. In general, corporate real estate ownership for retail companies is associated with a strong relative performance, which contrasts markedly with the negative performance effects found for other industrial sectors. Research limitations/implications – Although we include as many firms as possible in our sample, we are still confronted with sample size limitations while performing sub sample comparisons. Practical implications – Our results show how owning real estate instead of renting it will impact the long run profitability of retailers. Originality/value – Where most of the extending literature focuses on sketching the impact of real estate ownership using theory and isolated cases, we no offer numerical proof based on a international dataset.

The purpose of this paper is to highlight how a commonly‐overlooked resource – physical assets – can be used to advantage as both a tactical and strategic tool during mergers and acquisitions (M&A). It aims to present an overview of strategies for managers to consider when faced with M&A – both for deterring and defending against unwanted acquirer attention, and for managing M&A post‐transaction.

Integrating findings from different research streams (e.g. financial, management, geography and real estate), and drawing on interviews and recent M&A reports, the paper distills physical asset strategies into a general overview and a two‐stage framework.

Firms' physical assets can play a significant role in driving, defending and managing M&A. By affecting both financial and organizational outcomes, it is shown how physical assets are a powerful strategic resource within the manager's toolkit. Deter‐and‐defend strategies reduce M&A vulnerability and defend against hostile raiders; Managing M&A strategies improve post‐M&A revenue generation, efficiency gains and increased organizational effectiveness.

For managers facing M&A, this paper highlights a range of strategic options which are often overlooked in M&A research. Beyond M&A, many of these strategies can also be used by any firm facing financial and performance pressures.

The paper highlights a category of M&A strategies that can have a significant impact on M&A outcomes, but is often underplayed in general management and strategy research. It elaborates on a range of strategy options. Also, by integrating findings from diverse research streams, this paper offers a broadened perspective of M&A strategies.

The purpose of this paper is to seek to conribute to debates on disadvantage and social exclusion by examining the evolution of the concept of “periphery”, with specific reference to Paris.

The paper draws on research undertaken on the “suburbs” of Paris in order to highlight some of the socio‐spatial dimensions of social exclusion.

The notion of periphery has evolved from being a purely spatial concept, to a functional concept, and during the crises of the 1980s it became a key social concept in France.

Today, it is the absence of employment, or common values which characterises those who make up a social periphery. It is the unwaged, or the poor (in waged work or retirees), and immigrants, who live in the Parisian socio‐suburban periphery.

This paper aims to comprehend organizational transformation (OT) as a permanent, continuous and iterative system, which integrates large transformations that, in turn, require smaller, additional transformations. For OT implementation, a conceptual model is proposed, called the four orders of OT.

Case study with a qualitative approach, used critical incident interviews, which were applied to describe both successful and unsuccessful events. Participants were chosen by convenience, and information was processed with Nvivo software.

The Colombian family holding studied was founded in 1974, and in its 47 years of existence, has implemented important transformations in its three companies. These showcase the four types of OT proposed, although third order support has been applied most often. The events that triggered said transformations are mainly of exogenous character, and broad responsibility was found on both the upper management and work team levels for implementation processes. This was also found for the indicator use and the various planning approaches used, depending upon the transformation type.

Future research is required, so as to refine and validate the conceptual OT model proposed in other types of companies and development contexts. The proposed construct permits company managers to design and more efficiently manage transformations, while satisfying the diverse orders proposed in the theoretical model.

An integrative conceptual model called “the four orders of OT” is proposed and validated in a Colombian family businesses group, which is composed of three companies.