MIT Sloan

Sloan Management Review 
Issue Date:  Spring  1993, 34:3 
Pages:  11-27

Making Global Strategies Work 
 
W. Chan Kim and Renée Mauborgne
 
  

    What most motivates the top managers of multinational subsidiaries to execute the global strategies formulated at headquarters?  Is it compensation, monitoring systems, or the magnitude and precision of rewards and punishment?  It is none of these, argue the authors. Subsidiary top managers are most concerned that the global strategic decision-making process employs due process.  That is, they want an open process that is consistent and fair and that allows for their input.  The authors describe their research on this subject and urge companies to pay more attention to how they make strategic decisions.

 

W. Chan Kim is The Boston Consulting Group Bruce D. Henderson Chair Professor of International Management at INSEAD, France. 

Renée Mauborgne is The INSEAD Distinguished Fellow and a professor of strategy and management at INSEAD, and a Fellow of the World Economic Forum. 

For a complete list of Professor W. Chan Kim's articles in:

 Sloan Management Review