Table 1 Research on CHQ design in various fields
From: Corporate headquarters in the twenty-first century: an organization design perspective
| Strategic managementa | Organizational economics | International business | Organization studies | Corporate finance | |
|---|---|---|---|---|---|
| General concerns |
Corporate advantage Resource allocation Organization Structure |
Scope and boundaries of the firm Transactions costs Agency and incentives Governance |
International advantage Location Operating unit/CHQ relationships |
Differentiation–integration Authority Information-processing |
Corporate governance Corporate diversification Resource allocation |
| Foundational studies |
Chandler (1962) Bower (1970) Goold and Campbell (1987) |
Coase (1937) Williamson (1975, 1985) |
Perlmutter (1969) Stopford and Wells Jr. (1972) Hedlund (1984) |
Lawrence and Lorsch (1967) Mintzberg (1979) |
Jensen and Meckling (1976) Lang and Stulz (1994) Berger and Ofek (1995) |
| Contributions related to CHQ design |
Roles Size Functions |
Roles Control Incentives |
Location Policies/delegation Internal relations |
Policies–coordination Structure |
Roles Policies and incentives |
| Exemplary references |
Arrfelt et al. (2015) Chandler (1991) Collis et al. (2007) Feldman (in press) Rumelt et al. (1994) |
Foss (1997) Morikawa (2015) |
Coeurderoy and Verbeke (2016) Collis et al. (2012) Egelhoff (2010) Meyer and Benito (2016) |
Poppo (2003) Sengul and Gimeno (2013) |
Scharfstein and Stein (2000) Matolcsy and Wakefield (2017) |
