||Peter Richl |
|Author's Email Address
||This thesis had been viewed 5372 times. Download 44 times.|
||Master of Business Administration Program in International Business|
|Type of Document
||From Single Production Sites to a Truly Global Company|
|Date of Defense
||The following Master Thesis was developed with the intention of providing recommendation to global companies on how to organize coordination processes between headquarters and subsidiaries. Companies that have acquired their subsidiaries without coordination strategies often act as loosely organized corporate systems consisting of single operation plants and can miss out on potential synergies. Therefore, theories about coordination and communication structures are presented in order to investigate potential weaknesses in these type of corporations. |
Insight gathered from interviews with ten management representatives from a globally operated company highlighted the reality of such issues. To tackle these issues, eight major recommendations are proposed in order to foster coordination within the corporation. First, an employee exchange program between the different affiliates would increase knowledge sharing. Second, guideline processes should be implemented. The third recommendation is that communication processes between subsidiaries and headquarters could be enhanced by using the HR departments as the primary communication facilitators. Furthermore, video messages from the CEO to all subsidiaries encourages the commitment to the corporate identity. During General Manager meetings, action plans must be formalized in order to transform strategy into action processes. Enforcing the utilization of the Intranet in order to enhance knowledge-sharing between the individual entities is recommended, and finally, the internal newsletter (Quicknews) should provide brief but informative content, and should be issued more often.
This thesis has implications for all businesses that acquired previously independently-operated subsidiaries. It investigates potential issues in corporations with weak ties to their subsidiaries and lists remedies to create synergies by focusing more on coordination and communication processes and their structures.
||Ying-Chun Li - chair|
Wei-Lun Chang - co-chair
Chao-Hsien Sung - advisor
T. M. Chang - advisor
Indicate in-campus at 99 year and off-campus access at 99 year.|
|Date of Submission