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A 3 page paper that provides an historical overview of some of the functions corporate headquarters with examples. Bibliography lists 1 source.
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3 pages (~225 words per page)
File: ME12_PGhqfnco.rtf
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of these is the question: What is the function of headquarters in the multinational corporation? This is a major challenge and it is an issue of controversy. Chandler (1994)
provides an evolution of the multibusiness enterprise noting that the typical and historical hierarchy came about in the 1850s in both the United States and Europe. Advances in transportation and
communication were responsible for expansions of companies. Technology changed how numerous goods were processed and new industries sprung up. Industries that used the new technologies, such as electricity, most effectively
were the businesses that drove economic growth and massive changes in the late 1800s. Technology was already beginning to transform labor and the need for labor. Owners soon learned that
large plants allowed them to gain the cost advantages of scale and scope. That was dependent a great deal on international trade and efficient distribution channels. These were some of
the function of corporate headquarters at that time. Competitive advantage was obtained when owners could balance cost and expenses. Chandler (1994) refers to this as oligopolistic competition. This approach was
being used by the largest industrial firms in Britain, the United States and Germany for sixty years, from the 1880s to the 1940s. By the 1960s, executives realized they had
neither the time nor sufficient information to manage the daily activities of the firm. This led to the development of divisions, each of which was led by a manager or
executive. It also led to the establishment of corporate headquarters. Monitoring, strategic planning and allocation of resources were still essential but they were carried out differently. Even so, as businesses
grew and the market became more international, the corporate office as well as the divisional offices found they were challenged with "decision-making overload" (Chandler, 1994, p 328). DuPont initiated it
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