Decision-Making in an Increasingly Integrated Regional Structure: A single case study - Beiersdorf

Sammanfattning

This thesis examines how increasing regional integration influences decision-making processes withina multinational corporation (MNC), based on a qualitative case study of Beiersdorf’s Nordicorganization. As firms reorganize toward more integrated regional structures, decision-makingbecomes more complex, involving multiple organizational levels and increased interdependenceacross markets.The findings show that regional integration primarily strengthens coordination and alignment ratherthan increasing local decision-making authority. Decision-making remains largely centralized, whilecoordination relies on both formal mechanisms, such as meetings and reporting systems, and informalinteractions between employees. Although increased collaboration improves alignment and decisionquality, it also slows down decision-making due to higher coordination demands.Based on these findings, the study recommends improving knowledge-sharing practices, clarifyingroles and responsibilities, and supporting informal network building across markets to enhancecoordination. However, these recommendations may also create challenges, as increased coordinationefforts require additional time and resources, and greater structure may reduce flexibility.Overall, the study highlights that managing the balance between coordination and efficiency is centralto decision-making in increasingly integrated regional structures.