W. Chan Kim
Professor of Strategy and International Management
Affiliate Professor of Strategy
Journal Article | MIT Sloan Management Review | | January 1993
Making Global Strategies Work
What most motivates the top managers of multinational subsidiaries to execute the global strategies formulated at headquarters? The authors argue that subsidiary top managers are less concerned with compensation, monitoring systems, or the magnitude and precision of rewards and punishment than with a consistent, fair and open process that allows for their input. The authors describe their research into this subject and urge companies to pay more attention to strategic decision-making processes.