ORCHESTRATING GLOBALLY: MANAGING THE MULTINATIONAL ENTERPRISE AS A NETWORK

MNEs can usefully be conceptualized as intraorganizational networks; structurally, they often resemble loosely coupled systems. With subsidiaries possessing assets, resources, and capabilities crucial to the worldwide network, management by fiat is unlikely to be effective, and an integration of headquarters/subsidiary perspectives is necessary. Yet the MNE literature is surprisingly silent on the who, what, and how of such integration. This paper introduces the notion of “orchestration” and suggests that high performance requires headquarters to effectively manage the orchestration processes of mobilizing resources, appropriating value, and ensuring global network stability. Research propositions are developed and managerial implications are discussed.