Democratizing the Multinational Corporation (MNC)

Interaction Between Intent at Headquarters and Autonomous Subsidiary Initiatives

    Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

    Abstract

    Contemporary organizations with multinational business activities must strive to achieve strategic responsiveness to thrive and survive as they operate across a highly dynamic and complex global business environment. Here we emphasize the importance of combining the slow analytical strategy processes at headquarters with the fast autonomous responses taken by frontline agents in the subsidiaries in view of the changing conditions. New business developments are observed first in the fast activities around the multinational periphery where updated experiences from ongoing responses create useful insights that can be used strategically if management at headquarters is cognizant about its existence and able to collect this information. We introduce the notion of democratizing the strategic engagement of managers and employees at all levels and locations of the multinational corporation (MNC) as an essential leadership paradigm. The implied interaction between slow central analytical reasoning at headquarters and updated insights from fast decentralized initiatives in local subsidiaries constitutes an effective dynamic responsive mechanism. This dynamic interaction implies that critical strategic decisions made in the MNC must be informed by the diverse updated insights of managers and employees operating on the corporate frontlines tapping into the crowd wisdom readily available in and around the organization.
    Original languageEnglish
    Title of host publicationThe Responsive Global Organization : New Insights from Global Strategy and International Business
    EditorsTorben Juul Andersen
    Place of PublicationBingley
    PublisherEmerald Group Publishing
    Publication date2017
    Pages71-86
    Chapter3
    ISBN (Print)9781787148321
    ISBN (Electronic)9781787148314, 9781787432673
    DOIs
    Publication statusPublished - 2017
    Series Emerald Studies in Global Strategic Responsiveness
    Volume1

    Keywords

    • Autonomous initiatives
    • Collective intelligence
    • Decentralization
    • Predictions
    • Strategic decision-making

    Cite this

    Andersen, T. J., & Hallin, C. A. (2017). Democratizing the Multinational Corporation (MNC): Interaction Between Intent at Headquarters and Autonomous Subsidiary Initiatives. In T. J. Andersen (Ed.), The Responsive Global Organization: New Insights from Global Strategy and International Business (pp. 71-86). Bingley: Emerald Group Publishing. Emerald Studies in Global Strategic Responsiveness , Vol.. 1 https://doi.org/10.1108/9781787148314
    Andersen, Torben Juul ; Hallin, Carina Antonia. / Democratizing the Multinational Corporation (MNC) : Interaction Between Intent at Headquarters and Autonomous Subsidiary Initiatives. The Responsive Global Organization: New Insights from Global Strategy and International Business. editor / Torben Juul Andersen. Bingley : Emerald Group Publishing, 2017. pp. 71-86 ( Emerald Studies in Global Strategic Responsiveness , Vol. 1).
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    Andersen, TJ & Hallin, CA 2017, Democratizing the Multinational Corporation (MNC): Interaction Between Intent at Headquarters and Autonomous Subsidiary Initiatives. in TJ Andersen (ed.), The Responsive Global Organization: New Insights from Global Strategy and International Business. Emerald Group Publishing, Bingley, Emerald Studies in Global Strategic Responsiveness , vol. 1, pp. 71-86. https://doi.org/10.1108/9781787148314

    Democratizing the Multinational Corporation (MNC) : Interaction Between Intent at Headquarters and Autonomous Subsidiary Initiatives. / Andersen, Torben Juul; Hallin, Carina Antonia.

    The Responsive Global Organization: New Insights from Global Strategy and International Business. ed. / Torben Juul Andersen. Bingley : Emerald Group Publishing, 2017. p. 71-86 ( Emerald Studies in Global Strategic Responsiveness , Vol. 1).

    Research output: Chapter in Book/Report/Conference proceedingBook chapterResearchpeer-review

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    AB - Contemporary organizations with multinational business activities must strive to achieve strategic responsiveness to thrive and survive as they operate across a highly dynamic and complex global business environment. Here we emphasize the importance of combining the slow analytical strategy processes at headquarters with the fast autonomous responses taken by frontline agents in the subsidiaries in view of the changing conditions. New business developments are observed first in the fast activities around the multinational periphery where updated experiences from ongoing responses create useful insights that can be used strategically if management at headquarters is cognizant about its existence and able to collect this information. We introduce the notion of democratizing the strategic engagement of managers and employees at all levels and locations of the multinational corporation (MNC) as an essential leadership paradigm. The implied interaction between slow central analytical reasoning at headquarters and updated insights from fast decentralized initiatives in local subsidiaries constitutes an effective dynamic responsive mechanism. This dynamic interaction implies that critical strategic decisions made in the MNC must be informed by the diverse updated insights of managers and employees operating on the corporate frontlines tapping into the crowd wisdom readily available in and around the organization.

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    Andersen TJ, Hallin CA. Democratizing the Multinational Corporation (MNC): Interaction Between Intent at Headquarters and Autonomous Subsidiary Initiatives. In Andersen TJ, editor, The Responsive Global Organization: New Insights from Global Strategy and International Business. Bingley: Emerald Group Publishing. 2017. p. 71-86. ( Emerald Studies in Global Strategic Responsiveness , Vol. 1). https://doi.org/10.1108/9781787148314