Size and marketing centralization in multinational companies
Tóm tắt
A large-scale mail survey of some 200 Australian subsidiaries of multinational organizations aimed to identify a possible relationship between organizational size-related variables and the degree of centralization enforced by the multinational in relation to marketing decision making. The findings—that size and centralization are not correlated for each marketing mix variable—enhance previous literature on this issue, whose studies combined all marketing tasks with inconsistent results. This suggests that using organizational size-related variables as means of assigning the appropriate level of decision-making autonomy to each of the traditional marketing areas is not appropriate.
Tài liệu tham khảo
Aylmer, R. J. (1970). ‘Who Makes Marketing Decisions in the Multinational Firm?’ Journal of Marketing 34 (October), 25–30.
Blau, P., and R. Schoenherr. (1971). The Structure of Organizations. New York: Basic Books.
Brandt, W. K., and J. M. Hulbert. (1977). ‘Headquarters Guidance in Marketing Strategy in the Multinational Subsidiary. Columbia Journal of World Business 11 (Winter), 7–14.
Daniels, J. D. (1987). ‘Bridging National and Global Marketing Strategies Through Regional Operations.’ International Marketing Review 4 (Autumn), 29–44.
Douglas, S., and Y. Wind. (1973–1974). ‘Environmental Factors and Marketing Practices.’ Journal of Marketing 7(3) (Winter), 155–165.
Garnier, G. (1982). ‘Context and Decision Making Autonomy in the Foreign Affiliates of U.S. Multinational Corporations.’ Academy of Management Journal 25(4), 893–908.
Gates, S. R., and W. G. Egelhoff. (1986). ‘Centralization in Headquarters-Subsidiary Relationships.’ Journ International Business Studies 17 (Summer), 71–92.
Goehle, D. G. (1980). Decision Making in Multinational Corporations. Ann Arbor: UMI Research Press.
Hedlund, G. (1981). ‘Autonomy of Subsidiaries and Formalization of Headquarters Subsidiary Relationships in Swedish MNCs.’ I Lars Otterbeck (ed.), The Management of Headquarters-Subsidiary Relationships in Multinational Corporations. New York: St. Martin's Press.
Hoffman, R. C. (1988). ‘The General Management of Foreign Subsidiaries in the U.S.A.: An Exploratory Study.’ Managemen International Review 28, 41–55.
Keegan, W. J. (1970). ‘Five Strategies for Multinational Marketing.’ European Business (January), 35–40.
Kirpalani, V. H., M. Laroche, and R. Y. Darmon. (1988). ‘Role of Headquarter Control by Multinationals in International Advertising Decisions.’ International Journal of Advertising 7, 323–333.
Miller, D. (1987). ‘Strategy Making and Structure: Analysis and Implications for Performance.’ Academy of Management Journal 30(1), 7–32.
Ozsomer, A., M. Bodur, and S. T. Cavusgil. (1991). ‘Marketing Standardisation by Multinationals in an Emerging Market.’ European Journal of Marketing 25(12), 50–64.
Picard, J. (1977). ‘Factors of Variance in Multinational Marketing Control’. In L. G. Mattson and F. Widersheim-Paul (eds.), Recent Research on the Internationalization of Business. Uppsala: Almqvist & Wiksel.ar]fla
Pugh, D., D. Hickson, C. Hinings, and C. Turner. (1969). ‘The Context of Organization Structures.’ Administrative Science Quarterly 14, 91–114.
Rau, P. A., and J. F. Preble. (1987). ‘Standardization of Marketing Strategy by Multinationals.’ Internati Marketing Review 3 (Autumn), 18–28.
Sim, A. B. (1977). ‘Decentralized Management of Subsidiaries and Their Performance.’ Management International Review 17(2), 45–51.
Sorenson, R. Z., and U. E. Wiechmann. (1975). ‘How Multinationals View Marketing Standardization.’ Harvard Business Review 53 (May–June), 398–56, 166–167.
Stafford, D. C., and R. H. A. Purkis. (1989). Macmillan Directory of Multinationals (Vols. 1–2). New York: Macmillan.
Terpstra, V., and R. Sarathy. (1990). International Marketing. Orlando, FL: Dryden Press.