The role of marketing in multinational subsidiaries: standardization versus localization

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dc.contributor.authorKarlíček, Miroslav
dc.contributor.authorChytková, Zuzana
dc.contributor.authorHořejš, Nikola
dc.contributor.authorMohelská, Hana
dc.contributor.authorFischer, Jakub
dc.date.accessioned2016-01-19T10:43:28Z
dc.date.available2016-01-19T10:43:28Z
dc.date.issued2013
dc.description.abstract-translatedThis study focuses on differences between the character of marketing activities in subsidiaries governed primarily by the philosophy of standardization and those governed primarily by the philosophy of localization. 87 Czech marketing managers who were in charge of marketing departments in multinational subsidiaries were asked about the activities their department was involved most of the time. In case of high parent control, marketing managers’ involvement with strategic marketing activities, such as brand strategy, positioning and new brand development, tended to be limited. On the other hand reporting to the headquarters was quite often mentioned as one of the most frequent activities of the marketing department. Opposite pattern was typical for marketing managers working in subsidiaries with low parent control. At the same time both group of marketers differed also in ambitions they had, as well as in knowledge and skills gaps of their junior colleagues they perceived. The findings are of high importance especially for HR managers of multinational corporations and for business faculties. Working in subsidiaries with high parent control will be more suitable for employees who prefer standardized tasks and who do not mind following strict regulations. On the other hand, working in subsidiaries with low parent control should be more suitable for employees who appreciate less structured tasks, who enjoy complexity of marketing and who are strong in strategic and creative thinking. However the findings of the study can be useful also for top management of multinationals who compare pros and cons of strategies of standardization and localization.en
dc.format11 s.cs
dc.format.mimetypeapplication/pdf
dc.identifier.citationE+M. Ekonomie a Management = Economics and Management. 2013, č. 1, s. 138-148.cs
dc.identifier.issn1212-3609 (Print)
dc.identifier.issn2336-5604 (Online)
dc.identifier.urihttp://www.ekonomie-management.cz/download/1404736397_4594/2013_1+The+Role+of+Marketing+in+Multinational+Subsidiaries+...pdf
dc.identifier.urihttp://hdl.handle.net/11025/17490
dc.language.isoenen
dc.publisherTechnická univerzita v Libercics
dc.relation.ispartofseriesE+M. Ekonomie a Management = Economics and Managementcs
dc.rights© Technická univerzita v Libercics
dc.rightsCC BY-NC 4.0cs
dc.rights.accessopenAccessen
dc.subjectnadnárodní dceřiné společnostics
dc.subjectmezinárodní marketingcs
dc.subjectrole marketingucs
dc.subjectmarketingové oddělenícs
dc.subject.translatedmultinational subsidiariesen
dc.subject.translatedinternational marketingen
dc.subject.translatedrole of marketingen
dc.subject.translatedmarketing departmenten
dc.titleThe role of marketing in multinational subsidiaries: standardization versus localizationen
dc.typečlánekcs
dc.typearticleen
dc.type.statusPeer-revieweden
dc.type.versionpublishedVersionen

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