Showing papers by "Stockholm School of Economics published in 1980"
TL;DR: How six large Swedish multinational corporations manage the task of assuring strategic integration between headquarters and foreign subsidiaries is described and some suggestions are advanced about how to involve subsidiaries more in strategic decision making.
Abstract: The paper describes how six large Swedish multinational corporations manage the task of assuring strategic integration between headquarters and foreign subsidiaries. Swedish companies are shown to address the problem in an informal way and by leaving their foreign subsidiaries a great deal of autonomy. However, in many instances the necessary integration is not assured. Cases of strategic conflict between parts of companies are analysed, characteristics of and trends in the environment of multinational corporations are identified, and theoretical considerations are applied. With this discussion as a basis, some suggestions are advanced about how to involve subsidiaries more in strategic decision making.
80 citations
TL;DR: Each movement technology alters the effective distances among places by changing the effort required to move things, people, and information among those places as mentioned in this paper, and each movement technology changes the effective distance among places.
Abstract: Each movement technology alters the effective distances among places by changing the effort required to move things, people, and information among those places. Intercommunications media (postal, t...
53 citations
TL;DR: In this article, the authors define the activities that go on in an organization can be divided into a strategic level, an administrative level and a production level, and suggest that a high degree of participation would mean that the individual can influence the quality of the work environment and conditions of work.
Abstract: to influence, what is going on within an organization and what is being produced by it. More specifically, a high degree of participation would mean that the individual can influence the quality of the work environment and conditions of work, how work is carried out, tasks are allocated, how resources are distributed and how the network of individual work-roles is defined and redefined. The opportunity for participation is to a large extent determined by factors external to the actual work situation. The activities that go on in an organization can be divided into a strategic level, an administrative level and a production level. Decisions on the administrative level, for example to introduce a certain budget system, will set boundaries for decisions that can be taken on the production level. Strategic decisions, e.g. about type of products to be marketed, will be related both to what actual production work has to be carried out and to what administrative structure will be appropriate. Therefore, in order to achieve a high degree of participation on the production level, workers must also have in-
9 citations