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

Abstract

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