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This book describes the use of matrix structures in large, complex organizations such as MNCs. Using an information-processing perspective of organization design, it develops a more comprehensive theory for fitting the structural configurations of matrix structures to key characteristics of firm strategy. Empirical research by the authors supports this theoretical framework. In addition to structural configuration, Understanding Matrix Structures identifies and develops the mode of decision making within a matrix as an important second dimension of matrix structure design. It can be either balanced (joint) decision making by the two dimensions of a matrix or rule-based decision making, where rules pre-assign certain decisions to one dimension or the other for unitary decision making. Recent exploratory research by the authors supports this conceptual framework and provides the potential to create a more flexible matrix structure- one that facilitates a more ambidextrous organization

This book describes the use of matrix structures in large, complex organizations such as MNCs. Using an information-processing perspective of organization design, it develops a more comprehensive theory for fitting the structural configurations of matrix structures to key characteristics of firm strategy. Empirical research by the authors supports this theoretical framework. In addition to structural configuration, Understanding Matrix Structures identifies and develops the mode of decision making within a matrix as an important second dimension of matrix structure design. It can be either balanced (joint) decision making by the two dimensions of a matrix or rule-based decision making, where rules pre-assign certain decisions to one dimension or the other for unitary decision making. Recent exploratory research by the authors supports this conceptual framework and provides the potential to create a more flexible matrix structure- one that facilitates a more ambidextrous organization.

PurposeThe current paper seeks to analyze to what degree theories from different fields of social science are able to explain the home‐region orientation of MNCs. This is necessary since there has been only a relatively narrow, economics‐oriented explanation for such an orientation.Design/methodology/approachThe analysis is based on a thorough review of the literature that refers to a MNC's home‐region orientation and on different theories from the social sciences.FindingsThe paper shows that several theories from economics, psychology, and sociology are able to explain an MNC's home‐region orientation.Research limitations/implicationsThe paper contributes to the development of a more multi‐faceted explanation of why MNCs generally prefer a home‐region orientation. The paper derives propositions that are consistent with each theory. These propositions can be tested empirically in subsequent research studies.Originality/valueThe paper discusses a number of different theories and streams of research that can be used to conceptually explain and gain insight into the phenomenon of a home‐region orientation for MNCs

Intro -- Half Title -- Title Page -- Copyright Page -- Table of Contents -- Foreword Pierre Aigrain -- Acknowledgements -- Microelectronics -- 1 Introduction and Executive Summary -- 2 Interdependence: The Technological Dimension -- 3 The Economic Structure of the Industry -- 4 International Trade in Semiconductor Products -- 5 Technical Alliances in the Semiconductor Industry -- 6 Patterns of Competitive Strategy -- 7 Government Policies towards the Microelectronics Industry -- 8 Interdependence and Competition: What Does it All Mean? -- Bibliography -- Index