Operations in growing markets such as China often draw substantial attention from corporate headquarters. Unfortunately, that attention does not always add value — and can even impede performance.
Cyril Bouquet, Jean-Louis Barsoux and Orly Levy
In the far-flung subsidiaries of global corporations, getting attention from headquarters can often be an asset. Country managers in neglected outposts often envy their counterparts in “hot markets,” who seem to be able to attract all the high-level support, interest and resources they need. However, such attention from headquarters can have a downside as well, sometimes triggering a dynamic that hampers performance.
The pervasiveness of these negative ...