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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)
  1. a We subsume practice studies of the CHQ by consultancies such as McKinsey & Company, the Boston Consulting Group, and Roland Berger here