MAKING GLOBAL STRATEGIES WORK

WHAT MOST MOTIVATES THE TOP MANAGERS OF MULTINATIONAL SUBSIDIARIES TO EXECUTE THE GLOBAL STRATEGIES FORMULATED AT HEADQUARTERS? IS IT compen sation, monitoring systems, or the magnitude and precision of rewards and punishment? It's none of these, argue the authors. Subsidiary top managers are most concerned that the global strategic decision-making process employs due process. That is, they want an open process that i s consistent and fair and that allows for their input. The authors des cribe their research on this subject and urge companies to pay more at tention to how they make strategic decisions.