In 2005, Vice President of Lundbeck, a Danish-based central nervous system (CNS), a pharmaceutical company, it was necessary to decide what to do with one of their most promising subsidiaries, Lundbeck Korea. In its short life, under manager of the country and Asia regional manager, support has grown far beyond the original goals set for it. Vice President wanted to create a reporting structure and management mix that would balance the local requirements that Lundbeck Korea needed to grow with the overall strategy of specialization Lundbeck, speed, integration and results. Focusing on Lundbeck Korea, also traced the case Lundbeck internationalization efforts in Asia over the past 20 years. During this time the company has grown from pure licensing arrangements to establish their own child at the country level. This case is a dynamic tension between using local knowledge of management and implementation of corporate strategies developed for the global group. In addition, it illustrates the importance, but the difficulties to be sensitive to the local management objectives, and to promote global corporate culture. "Hide
by Paul Beamish, Michael J. Roberts Source: Richard Ivey School of Business Foundation 19 pages. Publication Date: February 11, 2010. Prod. #: 910M12-PDF-ENG
