This book gives details how the competitive MNC can fully tap the value potential of its globally distributed companies. The authors build on the fundamental notion that the units of an MNC should be organized as a differentiated network in order to optimize use of resources, encourage knowledge enhancement and development and also increase creations. The book systematically grounding this core concept in organization theory and rigorously testing its validity using large sample data which then able to offer practical application strategies. The book draws from in-depth case studies of the organization, structures, systems, and management practice in 9 large MNC; a detail survey of headquarters-subsidiary relations in three of these companies; and wide-ranging surveys completed by the chairs of CEOs of 66 north American and European MNCs. From that finding they explore the function of national subsidiary, between headquarters and subsidiary and among the subsidiaries themselves. The book divides into 3 parts :
Part 1 : Distributed Innovations in the differentiated network
Part 2 : Differentiation and Integration
Part 3 : Limits and extentions of the differentiated network