The Managerial Complexities of Coordinating a Global Product Launch Process - A Qualitative Case Study on the Interplay between the HQ and its Local Markets

Abstract

Decision-making within multinational enterprises (MNEs) requires a balancing act between global strategies and local adaptation, especially during new product launches. This study explores the managerial complexities MNEs encounter in the global business landscape in executing global launch processes. Particularly, it examines the interplay between headquarters (HQ) and local markets in an MNE during this critical process. By employing a qualitative case study approach, the study investigates the insights of 16 employees from different organizational units within the European region about their experience of globally launching a high technological product. The findings highlight the significant impact that the level of interplay has between HQ and local markets during a global product launch. The study suggests that limited market engagement in the global launch process is a consequence of the constrained interplay. Knowledge exchange between HQ and markets is important for the interplay, but the fear of knowledge leakage hinders this process. Despite managerial complexities, market autonomy in launch activities is essential for local sales success. However, this approach may reduce the product’s innovative significance if market-level capabilities are lacking. Future research should consider external environmental factors and compare global launch processes across different MNEs and industries.