The Corporate Headquarters in the Contemporary Corporation: Advancing a Multimarket Firm Perspective

References

• Aarland, K., Davis, J. C., Henderson, J. V., & Ono, Y. (2007). Spatial organization of firms: The decision to split production and administration. The RAND Journal of Economics, 38(2), 480–494. doi: 10.1111/j.1756-2171.2007.tb00079.x
   Web of Science ®Google Scholar
• Adner, R., & Helfat, C. E. (2003). Corporate effects and dynamic managerial capabilities. Strategic Management Journal, 24, 1011–1025. doi: 10.1002/smj.331
   Web of Science ®Google Scholar
• Alexander, M. (1992). Brief case: Disintermediation—redefining the role of corporate headquarters. Long Range Planning, 25(6), 110–112. doi: 10.1016/0024-6301(92)90177-4
   Web of Science ®Google Scholar
• Alfoldi, E. A., Clegg, L. J., & McGaughey, S. L. (2012). Coordination at the edge of the empire: The delegation of headquarters functions through regional management mandates. Journal of International Management, 18(3), 276–292. doi: 10.1016/j.intman.2012.06.003
   Web of Science ®Google Scholar
• Ambos, T. C., Andersson, U., & Birkinshaw, J. (2010). What are the consequences of initiative-taking in multinational subsidiaries? Journal of International Business Studies, 41(7), 1099–1118. doi: 10.1057/jibs.2010.19
   Web of Science ®Google Scholar
• Andersson, U., & Holm, U. (Eds.). (2010). Managing the contemporary multinational: The role of headquarters. Cheltenham: Edward Elgar.
   Google Scholar
• Anonymous. (1929). The effect of the subsidiary corporation on the parent company. Harvard Business Review, 7(4), 496–504.
   Google Scholar
• Arrfelt, M., Wiseman, R. M., McNamara, G., & Hult, G. T. M. (2014). Examining a key corporate role: The influence of capital allocation competency on business unit performance. Strategic Management Journal. Advance online publication. doi:10.1002/smj.2264.
   Google Scholar
• Baaij, M. G., Mom, T. J. M., Van Den Bosch, F. A. J., & Volberda, H. W. (2012). Should top management relocate across national borders? MIT Sloan Management Review, 53(2), 17–18.
   Web of Science ®Google Scholar
• Baaij, M. G., Mom, T. J. M., Van Den Bosch, F. A. J., & Volberda, H. W. (2015). Why do multinational corporations relocate core parts of their corporate headquarters abroad? Long Range Planning, 48(1), 46–58. doi: 10.1016/j.lrp.2012.07.001
   Web of Science ®Google Scholar
• Baaij, M. G., & Slangen, A. H. L. (2013). The role of headquarters-subsidiary geographic distance in strategic decisions by spatially disaggregated headquarters. Journal of International Business Studies, 44(9), 941–952. doi: 10.1057/jibs.2013.41
   Web of Science ®Google Scholar
• Baaij, M. G., Van Den Bosch, F. A. J., & Volberda, H. W. (2004). The international relocation of corporate centres: Are corporate centres sticky? European Management Journal, 22(2), 141–149. doi: 10.1016/j.emj.2004.01.015
   Google Scholar
• Balderston, F. E. (1962). Models of multiple branch organization. California Management Review, 4(3), 40–57. doi: 10.2307/41165490
   Web of Science ®Google Scholar
• Baliga, B. R., & Jaeger, A. M. (1984). Multinational corporations: Control systems and delegation issues. Journal of International Business Studies, 15(Fall), 25–40. doi: 10.1057/palgrave.jibs.8490480
   Web of Science ®Google Scholar
• Barney, J. B. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99–120. doi: 10.1177/014920639101700108
   Web of Science ®Google Scholar
• Bartlett, C. A., & Ghoshal, S. (1989). Managing across borders: The transnational solution. Boston, MA: Harvard Business School Press.
   Google Scholar
• Barton, H., Brown, D., Cound, J., Marsh, P., & Willey, K. (1992). Does top management add value to investment decisions? Long Range Planning, 25(5), 43–58. doi: 10.1016/0024-6301(92)90274-6
   Web of Science ®Google Scholar
• Batten, F. (2002). Out of the blue and into the black. Harvard Business Review, 80(4), 112–119.
   Web of Science ®Google Scholar
• Bazzaz, S. J., & Grinyer, P. H. (1981). Corporate planning in the U.K.: The state of the art in the 70s. Strategic Management Journal, 2(2), 155–168. doi: 10.1002/smj.4250020205
   Web of Science ®Google Scholar
• Berg, N. A. (1969). What's different about conglomerate management? Harvard Business Review, 47(6), 112–120.
   Web of Science ®Google Scholar
• Berg, N. A. (1977). The conglomerate—Its strategy and structure. Paper presented at the 23rd annual meeting of the Business History Conference, Columbus, OH.
   Google Scholar
• Berger, P. G., & Ofek, E. (1995). Diversification's effect on firm value. Journal of Financial Economics, 37, 39–65. doi: 10.1016/0304-405X(94)00798-6
   Web of Science ®Google Scholar
• Berle, A. A., & Means, G. C. (1932). The modern corporation and private property. New York, NY: Macmillan.
   Google Scholar
• Birkinshaw, J., Braunerhjelm, P., Holm, U., & Terjesen, S. (2006). Why do some multinational corporations relocate their headquarters overseas? Strategic Management Journal, 27, 681–700. doi: 10.1002/smj.541
   Web of Science ®Google Scholar
• Birkinshaw, J., & Hood, N. (2001). Unleash innovation in foreign subsidiaries. Harvard Business Review, 79(3), 131–137.
   PubMed Web of Science ®Google Scholar
• Boeh, K. K., & Beamish, P. W. (2011). Connecting flights: The time sink that kills profits. Harvard Business Review, 89(12), 30.
   Web of Science ®Google Scholar
• Bouquet, C., & Birkinshaw, J. (2008). Weight versus voice: How foreign subsidiaries gain attention from corporate headquarters. Academy of Management Journal, 51(3), 577–601. doi: 10.5465/AMJ.2008.32626039
   Web of Science ®Google Scholar
• Bowman, C., & Ambrosini, V. (2003). How the resource-based and the dynamic capability views of the firm inform corporate-level strategy. British Journal of Management, 14, 289–303. doi: 10.1111/j.1467-8551.2003.00380.x
   Web of Science ®Google Scholar
• Campbell, A. (1995). Vertical integration: Synergy or seduction? Long Range Planning, 28(2), 126–128. doi: 10.1016/0024-6301(95)00006-5
   Web of Science ®Google Scholar
• Campbell, A. (1999). Tailored, not benchmarked. A fresh look at corporate planning. Harvard Business Review, 77(2), 41–50.
   PubMed Web of Science ®Google Scholar
• Campbell, A., Alexander, M., Goold, M., & Whitehead, J. (2014). Strategy for the corporate level: Where to invest, what to cut back and how to grow organisations with multiple divisions (2nd ed.). San Francisco, CA: Jossey-Bass.
   Google Scholar
• Campbell, A., Goold, M., & Alexander, M. (1995a). Corporate strategy: The quest for parenting advantage. Harvard Business Review, 37( 2), 120–132.
   Google Scholar
• Campbell, A., Goold, M., & Alexander, M. (1995b). The value of the parent company. California Management Review, 38(1), 79–97. doi: 10.2307/41165822
   Web of Science ®Google Scholar
• Campbell, A., Kunisch, S., & Müller-Stewens, G. (2012). Are CEOs getting the best from corporate functions? MIT Sloan Management Review, 53(3), 12–14.
   Web of Science ®Google Scholar
• Chan, C. M., & Makino, S. (2007). Legitimacy and multi-level institutional environments: Implications for foreign subsidiary ownership structure. Journal of International Business Studies, 38(4), 621–638. doi: 10.1057/palgrave.jibs.8400283
   Web of Science ®Google Scholar
• Chandler, A. D. (1962). Strategy and structure: Chapters in the history of the American industrial enterprise. Cambridge, MA: MIT Press.
   Google Scholar
• Chandler, A. D. (1991). The functions of the HQ unit in the multibusiness firm. Strategic Management Journal, 12(1), 31–50. doi: 10.1002/smj.4250121004
   Web of Science ®Google Scholar
• Chandler, A. D. (1994). The functions of the HQ unit in the multibusiness firm. In R. P. Rumelt, D. E. Schendel, & D. J. Teece (Eds.), Fundamental issues in strategy: A research agenda (pp. 323–360). Boston, MA: Harvard Business School Press.
   Google Scholar
• Chandler, A. D. (1992). Corporate strategy, structure and control methods in the United States during the 20th century. Industrial and Corporate Change, 1(2), 263–284. doi: 10.1093/icc/1.2.263
   Google Scholar
• Chen, D., Park, S. H., & Newburry, W. (2009). Parent contribution and organizational control in international joint ventures. Strategic Management Journal, 30(11), 1133–1156. doi: 10.1002/smj.784
   Web of Science ®Google Scholar
• Ciabuschi, F., Dellestrand, H., & Martín, O. M. (2011). Internal embeddedness, headquarters involvement, and innovation importance in multinational enterprises. Journal of Management Studies, 48(7), 1612–1639. doi: 10.1111/j.1467-6486.2011.01014.x
   Web of Science ®Google Scholar
• Ciabuschi, F., Forsgren, M., & Martín, O. M. (2011). Rationality vs. ignorance: The role of MNE headquarters in subsidiaries’ innovation processes. Journal of International Business Studies, 42(7), 958–970. doi: 10.1057/jibs.2011.24
   Web of Science ®Google Scholar
• Coase, R. H. (1937). The nature of the firm. Economica, 4(16), 386–405. doi: 10.1111/j.1468-0335.1937.tb00002.x
   Google Scholar
• Collis, D. (2014). International strategy: Context, concepts and implications. Hoboken, NJ: Wiley.
   Google Scholar
• Collis, D. J., & Montgomery, C. A. (1997). Corporate strategy: Resources and the scope of the firm. Boston, MA: McGraw-Hill.
   Google Scholar
• Collis, D. J., & Montgomery, C. A. (1998). Creating corporate advantage. Harvard Business Review, 76(3), 70–84.
   PubMed Web of Science ®Google Scholar
• Collis, D. J., Young, D., & Goold, M. (2007). The size, structure, and performance of corporate headquarters. Strategic Management Journal, 28, 383–405. doi: 10.1002/smj.595
   Web of Science ®Google Scholar
• Collis, D. J., Young, D., & Goold, M. (2012). The size and composition of corporate headquarters in multinational companies: Empirical evidence. Journal of International Management, 18(3), 260–275. doi: 10.1016/j.intman.2012.06.002
   Web of Science ®Google Scholar
• Creal, D. D., Robinson, L. A., Rogers, J. L., & Zechman, S. L. C. (2014). The multinational advantage. Chicago Booth Research Paper No. 11–37, 1–49.
   Google Scholar
• Crilly, D. (2011). Predicting stakeholder orientation in the multinational enterprise: A mid-range theory. Journal of International Business Studies, 42(5), 694–717. doi: 10.1057/jibs.2010.57
   Web of Science ®Google Scholar
• Darragh, J., & Campbell, A. (2001). Why corporate initiatives get stuck? Long Range Planning, 34(1), 33–52. doi: 10.1016/S0024-6301(00)00095-9
   Web of Science ®Google Scholar
• Datta, D. K., Deepak, K., & Guthrie, J. P. (1994). Executive succession: Organizational antecedents of CEO characteristics. Strategic Management Journal, 15, 569–577. doi: 10.1002/smj.4250150706
   Web of Science ®Google Scholar
• Davis, J. C., & Henderson, J. V. (2008). The agglomeration of headquarters. Regional Science and Urban Economics, 38(5), 445–460. doi: 10.1016/j.regsciurbeco.2008.05.002
   Web of Science ®Google Scholar
• Desai, M. A. (2009). The decentering of the global firm. The World Economy, 32(9), 1271–1290. doi: 10.1111/j.1467-9701.2009.01212.x
   Web of Science ®Google Scholar
• Drucker, P. (1946). The concept of the corporation. New York, NY: John Day.
   Google Scholar
• DuBrule, A., Bouquet, C., & Birkinshaw, J. (2010). Global growth at Irdeto (B): A dual HQ strategy. IMD Case Study (IMD-3–2090), 1–7.
   Google Scholar
• Economist. (2008, November 15). Corporate restructuring – centres of attention: Companies still have too many heads at headquarters. The Economist, p. 68.
   Google Scholar
• Economist. (2014, March 22). Fighting the flab: Corporate headquarters have put on weight, and need to slim down again. The Economist, p. 62.
   Google Scholar
• Eisenhardt, K. M. (1985). Control: Organizational and economic approaches. Management Science, 31(2), 134–149. doi: 10.1287/mnsc.31.2.134
   Web of Science ®Google Scholar
• Fama, E. F. (1970). Efficient capital markets: A review of theory and empirical work. The Journal of Finance, 25(2), 383–417. doi: 10.2307/2325486
   Web of Science ®Google Scholar
• Ferlie, E., & Pettigrew, A. (1996). The nature and transformation of corporate headquarters: A review of recent literature and a research agenda. Journal of Management Studies, 33(4), 495–523. doi: 10.1111/j.1467-6486.1996.tb00166.x
   Web of Science ®Google Scholar
• Fligstein, N. (1985). The spread of the multidivisional form among large firms, 1919–1979. American Sociological Review, 50(3), 377–391. doi: 10.2307/2095547
   Web of Science ®Google Scholar
• Foss, K., Foss, N. J., & Nell, P. C. (2012). MNC organizational form and subsidiary motivation problems: Controlling intervention hazards in the network MNC. Journal of International Management, 18(3), 247–259. doi: 10.1016/j.intman.2012.03.001
   Web of Science ®Google Scholar
• Foss, N. J. (1997). On the rationales of corporate headquarters. Industrial and Corporate Change, 6(2), 313–338. doi: 10.1093/icc/6.2.313
   Google Scholar
• Garvin, D. A., & Levesque, L. C. (2008). The multiunit enterprise. Harvard Business Review, 86(6), 106–117.
   PubMed Web of Science ®Google Scholar
• Ghemawat, P. (2001). Distance still matters. Harvard Business Review, 79(8), 137–147.
   PubMed Web of Science ®Google Scholar
• Goold, M. (1996a). Parenting strategies for multi-business companies. Long Range Planning, 29(3), 419–421. doi: 10.1016/S0024-6301(96)90027-8
   Web of Science ®Google Scholar
• Goold, M. (1996b). Parenting strategies for the mature business. Long Range Planning, 29(3), 358–369. doi: 10.1016/0024-6301(96)00022-2
   Web of Science ®Google Scholar
• Goold, M., & Campbell, A. (1987). Strategies and styles: The role of the centre in managing diversified companies. Oxford: Blackwell.
   Google Scholar
• Goold, M., & Campbell, A. (2002a). Do you have a well-designed organization? Harvard Business Review, 80(3), 117–124.
   PubMed Web of Science ®Google Scholar
• Goold, M., & Campbell, A. (2002b). Parenting in complex structures. Long Range Planning, 35(3), 219–243. doi: 10.1016/S0024-6301(02)00052-3
   Web of Science ®Google Scholar
• Goold, M., Campbell, A., & Alexander, M. (1994). Corporate-level strategy: Creating value in the multibusiness company. New York, NY: John Wiley & Sons.
   Google Scholar
• Goold, M., Pettifer, D., & Young, D. (2001). Redesigning the corporate centre. European Management Journal, 19(1), 83–91. doi: 10.1016/S0263-2373(00)00073-6
   Google Scholar
• Gospel, H., & Sako, M. (2010). The unbundling of corporate functions: The evolution of shared services and outsourcing in human resource management. Industrial and Corporate Change, 19(5), 1367–1396. doi: 10.1093/icc/dtq002
   Web of Science ®Google Scholar
• Govindarajan, V. (1988). A contingency approach to strategy implementation at the business-unit level: Integrating administrative mechanisms with strategy. Academy of Management Journal, 31(4), 828–853. doi: 10.2307/256341
   Web of Science ®Google Scholar
• Granovetter, M. (1973). The strength of weak ties. American Journal of Sociology, 78, 1360–1380. doi: 10.1086/225469
   Web of Science ®Google Scholar
• Grant, R. M. (2003). Strategic planning in a turbulent environment: Evidence from the oil majors. Strategic Management Journal, 24, 491–517. doi: 10.1002/smj.314
   Web of Science ®Google Scholar
• Greenwood, F. (1964). Management in perspective: Effective LRP requires action. Academy of Management Journal, 7(3), 224–228. doi: 10.2307/255170
   Web of Science ®Google Scholar
• Greenwood, R., Hinings, C. R., & Brown, J. (1990). “P2-form” strategic management: Corporate practices in professional partnerships. Academy of Management Journal, 33(4), 725–755. doi: 10.2307/256288
   Web of Science ®Google Scholar
• Guadalupe, M., Li, H., & Wulf, J. (2014). Who lives in the C-suite? Organizational structure and the division of labor in top management. Management Science, 60(4), 824–844. doi: 10.1287/mnsc.2013.1795
   Web of Science ®Google Scholar
• Gupta, A. K. (1987). SBU strategies, corporate-SBU relations, and SBU effectiveness in strategy implementation. Academy of Management Journal, 30(3), 477–500. doi: 10.2307/256010
   Web of Science ®Google Scholar
• Gupta, A. K., & Govindarajan, V. (1991). Knowledge flows and the structure of control within multinational corporations. Academy of Management Review, 16(4), 768–792.
   Web of Science ®Google Scholar
• Hanan, M. (1969). Corporate growth through internal spin-outs. Harvard Business Review, 47(6), 55–67.
   Web of Science ®Google Scholar
• Hansen, O. C., & Peytz, M. (1991). Designing the corporate center. McKinsey Quarterly, 1991(3), 128–139.
   Google Scholar
• Henderson, J. V., & Ono, Y. (2008). Where do manufacturing firms locate their headquarters? Journal of Urban Economics, 63(2), 431–450. doi: 10.1016/j.jue.2007.02.006
   Web of Science ®Google Scholar
• Hill, C. W. L., Hitt, M. A., & Hoskisson, R. E. (1992). Cooperative versus competitive structures in related and unrelated diversified firms. Organization Science, 3(4), 501–521. doi: 10.1287/orsc.3.4.501
   Web of Science ®Google Scholar
• Hill, C. W. L., & Hoskisson, R. E. (1987). Strategy and structure of the multiproduct firm. Academy of Management Review, 12(2), 331–341.
   Web of Science ®Google Scholar
• Hitt, M. A., & Ireland, R. D. (1986). Relationships among corporate level distinctive competences, diversification strategy, corporate structure and performance. Journal of Management Studies, 23(4), 401–416. doi: 10.1111/j.1467-6486.1986.tb00425.x
   Web of Science ®Google Scholar
• Hitt, M. A., & Ireland, R. D. (1987). Building competitive strength in international markets. Long Range Planning, 20(1), 115–122. doi: 10.1016/0024-6301(87)90039-2
   Web of Science ®Google Scholar
• Hoenen, A. K., & Kostova, T. (2015). Utilizing the broader agency perspective for studying headquarters–subsidiary relations in multinational companies. Journal of International Business Studies, 46, 104–113. doi: 10.1057/jibs.2014.31
   Web of Science ®Google Scholar
• Hoskisson, R. E. (1987). Multidivisional structure and performance: The contingency of diversification strategy. Academy of Management Journal, 30, 625–644. doi: 10.2307/256152
   Web of Science ®Google Scholar
• Howard, R. (1991). The designer organization: Italy's GFT goes global. Harvard Business Review, 69(5), 28–44.
   Web of Science ®Google Scholar
• Hungenberg, H. (1993). How to ensure that headquarters add value. Long Range Planning, 26(6), 62–73. doi: 10.1016/0024-6301(93)90207-V
   Web of Science ®Google Scholar
• Jacque, L. L., & Vaaler, P. M. (2001). The international control conundrum with exchange risk: An EVA framework. Journal of International Business Studies, 32(4), 813. doi: 10.1057/palgrave.jibs.8490996
   Web of Science ®Google Scholar
• Jensen, M., & Zajac, E. J. (2004). Corporate elites and corporate strategy: How demographic preferences and structural position shape the scope of the firm. Strategic Management Journal, 25, 507–524. doi: 10.1002/smj.393
   Web of Science ®Google Scholar
• Jensen, M. C., & Meckling, W. (1976). Theory of the firm: Managerial behavior, agency costs, and ownership structure. Journal of Financial Economics, 3, 305–360. doi: 10.1016/0304-405X(76)90026-X
   Web of Science ®Google Scholar
• Joseph, J., & Ocasio, W. (2012). Architecture, attention, and adaptation in the multi-business firm: General Electric from 1951 to 2001. Strategic Management Journal, 33(6), 633–660. doi: 10.1002/smj.1971
   Web of Science ®Google Scholar
• Kaplan, R. S., & Norton, D. P. (2005). The office of strategy management. Harvard Business Review, 83(10), 72–80.
   PubMed Web of Science ®Google Scholar
• Khanna, T., & Palepu, K. (2000). Is group affiliation profitable in emerging markets? An analysis of diversified Indian business groups. The Journal of Finance, 55(2), 867–891. doi: 10.1111/0022-1082.00229
   Web of Science ®Google Scholar
• Kim, W. C., & Mauborgne, R. A. (1991). Implementing global strategies: The role of procedural justice. Strategic Management Journal, 12, 125–143. doi: 10.1002/smj.4250120910
   Web of Science ®Google Scholar
• Kleinbaum, A. M., & Stuart, T. E. (2014). Inside the black box of the corporate staff: Social networks and the implementation of corporate strategy. Strategic Management Journal, 35(1), 24–47. doi: 10.1002/smj.2090
   Web of Science ®Google Scholar
• Knight, F. H. (1921). Risk, uncertainty and profit (Vol. reprinted 1965). New York, NY: Augustus M. Kelley.
   Google Scholar
• Kono, T. (1999). A strong head office makes a strong company. Long Range Planning, 32(2), 225–236. doi: 10.1016/S0024-6301(99)00021-7
   Web of Science ®Google Scholar
• Kownatzki, M., Walter, J., Floyd, S., & Lechner, C. (2013). Corporate control and the speed of strategic business unit decision making. Academy of Management Journal, 56(5), 1295–1324. doi: 10.5465/amj.2011.0804
   Web of Science ®Google Scholar
• Kunisch, S., & Bilhuber Galli, E. (2014). Three traps facing new corporate center executives. The European Business Review, 2014(September–October), 85–88.
   Google Scholar
• Kunisch, S., Menz, M., & Ambos, B. (2014). Changes at corporate headquarters: Review, integration and research agenda. International Journal of Management Reviews. Advance online publication. doi:10.1111/ijmr.12044.
   Web of Science ®Google Scholar
• Kunisch, S., Müller-Stewens, G., & Campbell, A. (2014). Why corporate functions stumble. Harvard Business Review, 92(10), 110–117.
   Google Scholar
• Kunisch, S., Müller-Stewens, G., & Collis, D. J. (2012). Housekeeping at corporate headquarters: International trends in optimizing the size and scope of corporate headquarters, survey report. St. Gallen/Boston, MA: University of St. Gallen/Harvard Business School.
   Google Scholar
• Laamanen, T., Simula, T., & Torstila, S. (2012). Cross-border relocations of headquarters in Europe. Journal of International Business Studies, 43, 187–210. doi: 10.1057/jibs.2011.52
   Web of Science ®Google Scholar
• Lange, D., Boivie, S., & Henderson, A. D. (2009). The parenting paradox: How multi-business diversifiers endorse disruptive technologies while their corporate children struggle. Academy of Management Journal, 52(1), 179–198. doi: 10.5465/AMJ.2009.36462006
   Web of Science ®Google Scholar
• Law, K. S., Song, L. J., Wong, C.-S., & Chen, D. (2009). The antecedents and consequences of successful localization. Journal of International Business Studies, 40(8), 1359–1373. doi: 10.1057/jibs.2009.31
   Web of Science ®Google Scholar
• Lawrence, P. R., & Lorsch, J. W. (1967). Organizations and environment. Boston, MA: Harvard University.
   Google Scholar
• Leontiades, M., & Tezel, A. (1981). Research notes and communications. Some connections between corporate-level planning and diversity. Strategic Management Journal, 2(4), 413–418. doi: 10.1002/smj.4250020408
   Web of Science ®Google Scholar
• Lorsch, J. W., & Allen, S. A. (1973). Managing diversity and interdependence: An organizational study of multidivisional firms. Boston, MA: Graduate School of Business Administration, Harvard University.
   Google Scholar
• MacMillan, I. C., & Meshulach, A. (1983). Replacement versus expansion: Dilemma for mature U.S. businesses. Academy of Management Journal, 26(4), 708–726. doi: 10.2307/255917
   Web of Science ®Google Scholar
• Mahnke, V., Ambos, B., Nell, P. C., & Hobdari, B. (2012). How do regional headquarters influence corporate decisions in networked MNCs? Journal of International Management, 18(3), 293–301. doi: 10.1016/j.intman.2012.04.001
   Web of Science ®Google Scholar
• Markides, C. C. (2002). Corporate strategy: The role of the centre. In A. Pettigrew, H. Thomas, & R. Whittington (Eds.), Handbook of strategy and management (pp. 98–111). London: Sage.
   Google Scholar
• Markides, C. C., & Williamson, P. J. (1994). Related diversification, core competences and corporate performance. Strategic Management Journal, 15( Summer Special Issue), 149–165. doi: 10.1002/smj.4250151010
   Web of Science ®Google Scholar
• Markides, C. C., & Williamson, P. J. (1996). Corporate diversification and organizational structure: A resource-based view. Academy of Management Journal, 39(2), 340–367. doi: 10.2307/256783
   Web of Science ®Google Scholar
• Markovitz, H. (1952). Portfolio selection. Journal of Finance, 7, 77–91.
   Web of Science ®Google Scholar
• Marshall, A. (1890). Principles of economics. London: Macmillan.
   Google Scholar
• Martin, J. A., & Eisenhardt, K. M. (2010). Rewiring: Cross-business-unit collaborations in multibusiness organizations. Academy of Management Journal, 53(2), 265–301. doi: 10.5465/AMJ.2010.49388795
   Web of Science ®Google Scholar
• Martinez, J. I., & Jarillo, J. C. (1989). The evolution of research on coordination mechanisms in multinational corporations. Journal of International Business Studies, 20(3), 489–514. doi: 10.1057/palgrave.jibs.8490370
   Web of Science ®Google Scholar
• Martinez, Z. L., & Ricks, D. A. (1989). Multinational parent companies’ influence over human resource decisions of affiliates: U.S. firms in Mexico. Journal of International Business Studies, 20(3), 465–487. doi: 10.1057/palgrave.jibs.8490369
   Web of Science ®Google Scholar
• McGahan, A. M., & Porter, M. E. (1997). How much does industry matter, really? Strategic Management Journal, 18( Summer Special Issue), 15–30. doi: 10.1002/(SICI)1097-0266(199707)18:1+<15::AID-SMJ916>3.3.CO;2-T
   Web of Science ®Google Scholar
• McGahan, A. M., & Porter, M. E. (2002). What do we know about variance in accounting profitability? Management Science, 48(7), 834–851. doi: 10.1287/mnsc.48.7.834.2816
   Web of Science ®Google Scholar
• McInnes, J. M. (1971). Financial control systems for multinational operations: An empirical investigation. Journal of International Business Studies, 2(1), 11–28. doi: 10.1057/palgrave.jibs.8490734
   Google Scholar
• McKinsey Global Institute. (2013). Urban world: The shifting global business landscape, McKinsey Global Institute report. New York, NY: McKinsey & Company.
   Google Scholar
• Melman, S. (1951). The rise of administrative overhead in the manufacturing industries of the United States 1899–1947. Oxford Economic Papers. New Series, 3, 62–112.
   Web of Science ®Google Scholar
• Menz, M. (2012). Functional top management team members: A review, synthesis, and research agenda. Journal of Management, 38(1), 45–80. doi: 10.1177/0149206311421830
   Web of Science ®Google Scholar
• Menz, M., & Scheef, C. (2014). Chief strategy officers: Contingency analysis of their presence in top management teams. Strategic Management Journal, 35(3), 461–471. doi: 10.1002/smj.2104
   Web of Science ®Google Scholar
• Miller, C. C., Washburn, N. T., & Glick, W. H. (2013). Perspective—The myth of performance. Organization Science, 24(3), 948–964. doi: 10.1287/orsc.1120.0762
   Web of Science ®Google Scholar
• Miller, K. D., & Waller, H. G. (2003). Scenarios, real options and integrated risk management. Long Range Planning, 36(1), 93–107. doi: 10.1016/S0024-6301(02)00205-4
   Web of Science ®Google Scholar
• Mintzberg, H. (1979). The structuring of organizations: A synthesis of the research. Englewood Cliffs, NJ: Prentice-Hall.
   Google Scholar
• Modigliani, F., & Miller, M. H. (1958). The cost of capital, corporation finance and the theory of investment. American Economic Review, 48(3), 261–297.
   Web of Science ®Google Scholar
• Montague, R. (1986). Separate corporate headquarters have an economic impact on plant operations. American Business Review, 4(1), 20–24.
   Google Scholar
• Murdick, R. G. (1964). The long-range planning matrix. California Management Review, 7(2), 35–42. doi: 10.2307/41162163
   Web of Science ®Google Scholar
• Nell, P. C., & Ambos, B. (2013). Parenting advantage in the MNC: An embeddedness perspective on the value added by headquarters. Strategic Management Journal, 34(9), 1086–1103. doi: 10.1002/smj.2058
   Web of Science ®Google Scholar
• Nohria, N., & Ghoshal, S. (1994). Differentiated fit and shared values: Alternatives for managing headquarters-subsidiary relations. Strategic Management Journal, 15(6), 491–502. doi: 10.1002/smj.4250150606
   Web of Science ®Google Scholar
• Nohria, N., & Ghoshal, S. (1997). The differentiated network: Organizing multinational corporations for value creation. San Francisco, CA: Jossey-Bass.
   Google Scholar
• O'Donnell, S. W. (2000). Managing foreign subsidiaries: Agents of headquarters, or an independent network? Strategic Management Journal, 21, 525–548. doi: 10.1002/(SICI)1097-0266(200005)21:5<525::AID-SMJ104>3.0.CO;2-Q
   Web of Science ®Google Scholar
• Ohmae, K. (1989). Planting for a global harvest. Harvard Business Review, 67(4), 136–145.
   PubMed Web of Science ®Google Scholar
• Ouchi, W. G., & Maguire, M. A. (1975). Organizational control: Two functions. Administrative Science Quarterly, 20(4), 559–569. doi: 10.2307/2392023
   Web of Science ®Google Scholar
• Parks, F. N. (1974). What role for the European HQ—and where? Harvard Business Review, 52(4), 6–7.
   Web of Science ®Google Scholar
• Parmigiani, A., & Holloway, S. S. (2011). Actions speak louder than modes: Antecedents and implications of parent implementation capabilities on business unit performance. Strategic Management Journal, 32(5), 457–485. doi: 10.1002/smj.920
   Web of Science ®Google Scholar
• Pasternack, B. A., & Viscio, A. J. (1998). The centerless corporation: A new model for transforming your organization for growth and prosperity. New York, NY: Simon & Schuster.
   Google Scholar
• Penrose, E. T. (1959). The theory of the growth of the firm. Oxford: Blackwell.
   Google Scholar
• Pettifer, D. (1998). Measuring the performance of the corporate centre. Long Range Planning, 31(5), 783–785. doi: 10.1016/S0024-6301(98)00090-9
   Web of Science ®Google Scholar
• Pfeffer, J., & Salancik, G. (1978). The external control of organizations: A resource-dependence theory. New York, NY: Harper & Row.
   Google Scholar
• Pitts, R. A. (1976). Diversification strategies and organizational policies of large diversified firms. Journal of Economics and Business, 28, 181–188.
   Google Scholar
• Pitts, R. A. (1977). Strategies and structures for diversification. Academy of Management Journal, 20, 197–208. doi: 10.2307/255394
   Web of Science ®Google Scholar
• Plourde, Y., Parker, S. C., & Schaan, J.-L. (2014). Expatriation and its effect on headquarters’ attention in the multinational enterprise. Strategic Management Journal, 35(6), 938–947. doi: 10.1002/smj.2125
   Web of Science ®Google Scholar
• Poppo, L. (2003). The visible hands of hierarchy within the M-form: An empirical test of corporate parenting of internal product exchanges. Journal of Management Studies, 40(2), 403–430. doi: 10.1111/1467-6486.00345
   Web of Science ®Google Scholar
• Porter, M. E. (1987). From competitive advantage to corporate strategy. Harvard Business Review, 65(3), 43–59.
   Web of Science ®Google Scholar
• Porter, M. E. (1990). The competitive advantage of nations. New York, NY: Free Press.
   Google Scholar
• Prahalad, C. K., & Bettis, R. A. (1986). The dominant logic: A new linkage between diversity and performance. Strategic Management Journal, 7(6), 485–501. doi: 10.1002/smj.4250070602
   Web of Science ®Google Scholar
• Prahalad, C. K., & Doz, Y. (1987). The multinational mission. New York, NY: Free Press.
   Google Scholar
• Rajagopalan, N., & Datta, D. K. (1996). CEO characteristics: Does industry matter? Academy of Management Journal, 39(1), 197–215. doi: 10.2307/256636
   Web of Science ®Google Scholar
• Rajan, R. G., & Wulf, J. (2006). The flattening firm: Evidence from panel data on the changing nature of corporate hierarchies. Review of Economics and Statistics, 88, 759–773. doi: 10.1162/rest.88.4.759
   Web of Science ®Google Scholar
• Raynor, M. E., & Bower, J. L. (2001). Lead from the center: How to manage divisions dynamically. Harvard Business Review, 79(5), 92–100.
   PubMed Web of Science ®Google Scholar
• Roth, K., & Nigh, D. (1992). The effectiveness of headquarters-subsidiary relationships: The role of coordination, control, and conflict. Journal of Business Research, 25(4), 277–301. doi: 10.1016/0148-2963(92)90025-7
   Web of Science ®Google Scholar
• Roth, K., & O'Donnell, S. (1996). Foreign subsidiary compensation strategy: An agency theory perspective. Academy of Management Journal, 39(3), 678–703. doi: 10.2307/256659
   Web of Science ®Google Scholar
• Rugman, A. M., & Verbeke, A. (2001). Subsidiary-specific advantages in multinational enterprises. Strategic Management Journal, 22, 237–250. doi: 10.1002/smj.153
   Web of Science ®Google Scholar
• Rumelt, R. P., Schendel, D. E., & Teece, D. J. (1994). Fundamental issues in strategy. In R. P. Rumelt, D. E. Schendel, & D. J. Teece (Eds.), Fundamental issues in strategy: A research agenda (pp. 9–47). Boston, MA: Harvard Business School Press.
   Google Scholar
• Russo, M. V. (1992). Bureaucracy, economic regulation, and the incentive limits of the firm. Strategic Management Journal, 13(2), 103–118. doi: 10.1002/smj.4250130203
   Web of Science ®Google Scholar
• Rutenberg, D. P. (1969). Planning for a multinational synergy. Long Range Planning, 2(2), 24–26. doi: 10.1016/0024-6301(69)90005-3
   Web of Science ®Google Scholar
• Scharfstein, D. S. (1998). The dark side of internal capital markets II: Evidence from diversified conglomerates ( NBER Working Paper 6352). Cambridge, MA: National Bureau of Economic Research (pp. 1–38).
   Google Scholar
• Scharfstein, D. S., & Stein, J. C. (2000). The dark side of internal capital markets: Divisional rent-seeking and inefficient investment. Journal of Finance, 55(6), 2537–2564. doi: 10.1111/0022-1082.00299
   Web of Science ®Google Scholar
• Schollhammer, H. (1971). Organization structures of multinational corporations. Academy of Management Journal, 14(3), 345–365. doi: 10.2307/255079
   Web of Science ®Google Scholar
• Semadeni, M., & Cannella, A. A. Jr. (2011). Examining the performance effects of post spin-off links to parent firms: Should the apron strings be cut? Strategic Management Journal, 32(10), 1083–1098. doi: 10.1002/smj.928
   Web of Science ®Google Scholar
• Sengul, M., & Gimeno, J. (2013). Constrained delegation: Limiting subsidiaries’ decision rights and resources in firms that compete across multiple industries. Administrative Science Quarterly, 58(3), 420–471. doi: 10.1177/0001839213500272
   Web of Science ®Google Scholar
• Short, J. (2009). The art of writing a review article. Journal of Management, 35(6), 1312–1317. doi: 10.1177/0149206309337489
   Web of Science ®Google Scholar
• Sloan, A. P. (1964). My years with General Motors. Garden City, NY: Doubleday.
   Google Scholar
• Song, J. (2002). Firm capabilities and technology ladders: Sequential foreign direct investments of Japanese electronics firms in East Asia. Strategic Management Journal, 23(3), 191–210. doi: 10.1002/smj.219
   Web of Science ®Google Scholar
• Song, J. H. (1982). Diversification strategies and the experience of top executives of large firms. Strategic Management Journal, 3(4), 377–380. doi: 10.1002/smj.4250030411
   Web of Science ®Google Scholar
• Spender, J.-C. (1989). Industry recipes: The nature and sources of managerial judgment. Oxford: Basic Blackwell.
   Google Scholar
• Stalk, G. Jr. (2005). Rotate the core. Harvard Business Review, 83(3), 18–19.
   Web of Science ®Google Scholar
• Strauss-Kahn, V., & Vives, X. (2009). Why and where do headquarters move? Regional Science and Urban Economics, 39(2), 168–186. doi: 10.1016/j.regsciurbeco.2008.07.001
   Web of Science ®Google Scholar
• Stubbart, C. (1982). Are environmental scanning units effective? Long Range Planning, 15(3), 139–145. doi: 10.1016/0024-6301(82)90035-8
   PubMed Web of Science ®Google Scholar
• Summers, C. W. (1965). Labor relations in the common market. Harvard Business Review, 43(2), 148–160.
   Web of Science ®Google Scholar
• Surroca, J., Tribo, J. A., & Zahra, S. A. (2013). Stakeholder pressure on MNEs and the transfer of socially irresponsible practices to subsidiaries. Academy of Management Journal, 56(2), 549–572. doi: 10.5465/amj.2010.0962
   Web of Science ®Google Scholar
• Takeuchi, R., Shay, J. P., & Li, J. (2008). When does decision autonomy increase expatriate managers’ adjustment? An empirical test. Academy of Management Journal, 51(1), 45–60. doi: 10.5465/AMJ.2008.30696751
   Web of Science ®Google Scholar
• Tan, B., & Vertinsky, I. (1996). Foreign direct investment by Japanese electronics firms in the United States and Canada: Modelling the timing of entry. Journal of International Business Studies, 27(4), 655–681. doi: 10.1057/palgrave.jibs.8490148
   Web of Science ®Google Scholar
• Tanriverdi, H., & Venkatraman, N. (2005). Knowledge relatedness and the performance of multi-business firms. Strategic Management Journal, 26(2), 97–119. doi: 10.1002/smj.435
   Web of Science ®Google Scholar
• Teece, D. J. (1980). Economies of scope, and the scope of the enterprise. Journal of Economic Behavior and Organization, 1, 223–247. doi: 10.1016/0167-2681(80)90002-5
   Web of Science ®Google Scholar
• Teece, D. J. (1982). Towards an economic theory of the multiproduct firm. Journal of Economic Behavior and Organization, 3, 39–63. doi: 10.1016/0167-2681(82)90003-8
   Web of Science ®Google Scholar
• Teece, D. J. (2014). A dynamic capabilties-based entrepreneurial theory of the multinational enterprise. Journal of International Business Studies, 45, 8–37. doi: 10.1057/jibs.2013.54
   Web of Science ®Google Scholar
• Thurm, D. (2005). Master of the house. Harvard Business Review, 83(10), 120–129.
   PubMed Web of Science ®Google Scholar
• Tomassen, S., Benito, G. R. G., & Lunnan, R. (2012). Governance costs in foreign direct investments: A MNC headquarters challenge. Journal of International Management, 18(3), 233–246. doi: 10.1016/j.intman.2012.02.002
   Web of Science ®Google Scholar
• Vahlne, J.-E., Schweizer, R., & Johanson, J. (2012). Overcoming the liability of outsidership—the challenge of HQ of the global firm. Journal of International Management, 18(3), 224–232. doi: 10.1016/j.intman.2012.04.002
   Web of Science ®Google Scholar
• Van Oijen, A., & Douma, S. (2000). Diversification strategy and the roles of the centre. Long Range Planning, 33(4), 560–578. doi: 10.1016/S0024-6301(00)00063-7
   Web of Science ®Google Scholar
• Vancil, R. F., & Lorange, P. (1975). Strategic planning in diversified companies. Harvard Business Review, 53(1), 81–90.
   Web of Science ®Google Scholar
• Walter, S. G., Heinrichs, S., & Walter, A. (2014). Parent hostility and spin-out performance. Strategic Management Journal, 35(13), 2031–2042. doi: 10.1002/smj.2201
   Web of Science ®Google Scholar
• Webster, J., & Watson, R. T. (2002). Analyzing the past to prepare for the future: Writing a literature review. MIS Quarterly, 26(2), XIII–XXIII.
   Web of Science ®Google Scholar
• Wernerfelt, B. (1984). A resource-based view of the firm. Strategic Management Journal, 5, 171–180. doi: 10.1002/smj.4250050207
   Web of Science ®Google Scholar
• Williamson, O. E. (1975). Markets and hierarchies: Analysis and antitrust implications: A study in the economics of internal organization. New York, NY: Free Press.
   Google Scholar
• Williamson, O. E. (1981). The economics of organization: The transaction cost approach. American Journal of Sociology, 87, 548–577. doi: 10.1086/227496
   Web of Science ®Google Scholar
• Williamson, O. E. (1985). The economic institutions of capitalism. New York, NY: Free Press.
   Google Scholar
• Williamson, O. E. (1991). Strategizing, economizing, and economic organization. Strategic Management Journal, 12, 75–94. doi: 10.1002/smj.4250121007
   Web of Science ®Google Scholar
• Yavitz, B., & Newman, W. H. (1982). What the corporation should provide its business units. Journal of Business Strategy, 3(1), 14–19. doi: 10.1108/eb038952
   Google Scholar
• Young, D. (1993). Brief case: Headquarters staff—products of history or sources of distinctive skills? Long Range Planning, 26(5), 139–141. doi: 10.1016/0024-6301(93)90086-U
   Web of Science ®Google Scholar
• Young, D., & Goold, M. (1993). Effective headquarters staff—A guide to the size, structure and role of corporate headquarters staff. London: Ashridge Strategic Management Centre.
   Google Scholar
• Young, D. J. (1998). Benchmarking corporate headquarters. Long Range Planning, 31(6), 933–936. doi: 10.1016/S0024-6301(98)00112-5
   Web of Science ®Google Scholar