1. Shaping, Building, Directing
1.1. Setting the Course
1.2. Building Differentiation
1.2.1. Allocating Roles
1.2.2. Allocating Power
1.2.2.1. Create new channels of communication instead of trying to tweak the old ones
1.3. Directing the Process
1.3.1. Unit with Lead Role
1.3.2. Unit with Contributor Role
1.3.3. Unit with Implementer Role
1.3.4. Black Hole
2. United Nations Model & HQ Syndrome
2.1. U.N. Model
2.1.1. HQ Syndrome
3. Dispersed Responsibility
3.1. Benefits
3.1.1. Relations are built on interdependence
3.1.2. Captures knowledge, expertise and commitment of subsidiary managers
3.2. Roles of national subsidiaries
3.2.1. High Strategic Importance of Local Environment High Competence of Local Organization
3.2.1.1. Strategic Leader
3.2.2. Low Strategic Importance of Local Environment High Competence of Local Organization
3.2.2.1. Contributor
3.2.3. Low Strategic Importance of Local Environment Low Competence of Local Organization
3.2.3.1. Implementer
3.2.4. High Strategic Importance of Local Environment Low Competence of Local Organization
3.2.4.1. Black Hole