Report Number

2004-004

Abstract

The paper examines whether plants in a multinational manufacturing firm with different roles have different degrees of autonomy concerning planning, production and control decisions. Building on Ferdows’ framework for classifying international plants in a network, we empirically examine the proposition that the degree of managerial autonomy varies according to strategic role of the plant. We ask whether different plant roles require different management systems and different levels of responsibility for decisions and find evidence of differentiated fit.

Keywords

operations strategy, global operations

Date of this Version

1-1-2004

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