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dc.contributor.authorJakobsen, Stig-Erik
dc.contributor.authorOnsager, Knut
dc.date.accessioned2006-06-27T10:36:34Z
dc.date.available2006-06-27T10:36:34Z
dc.date.issued2003
dc.identifier.issn1503-2140
dc.identifier.urihttp://hdl.handle.net/11250/165618
dc.description.abstractThere is a shortage of studies of what a head office is actually doing. In this paper we offer new insight into the operations of head offices by outlining three core functions; the strategy role, the co-ordination role and the control and policy role. In addition, we discuss how existing role are alternated and new tasks and functions are introduced. In a knowledge intense economy, in which competence and learning are pre-requisites for competitiveness, head offices are characterised by both increased complexity and tendency towards decentralisation of authority. Thus, there is a need for more sensitive management styles within large companies. Our discussion is based on empirical data from a postal survey among the largest companies in Norway and intensive case studies from a selection of these companies. Survey data are available from 123 head offices. In addition, case studies are conducted in 21 of these companies.en
dc.format.extent267823 bytes
dc.format.mimetypeapplication/pdf
dc.language.isoengen
dc.publisherSNFen
dc.relation.ispartofseriesWorking paperen
dc.relation.ispartofseries2003:32en
dc.titleThe role and functions of head offices : towards increased complexity?en
dc.typeWorking paperen


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