The role of foreign subsidiaries in strategic decision‐making in swedish multinational corporations
研究了六家大型瑞典跨国公司如何确保总部与外国子公司的战略整合，发现公司倾向于非正式管理并给予子公司较大自主权，但整合常不充分，并提出了让子公司更多参与战略决策的建议。
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.