A case study and interview with Jill McDonald CEO and President of McDonald's Northern Europe Division

Purpose – The purpose of this paper is to demonstrate how strategy is developed and implemented within a subsidiary of a global organization, the relationship between subsidiary and headquarters and the need for continuous change and adaption to remain relevant. Furthermore, this case study describes a successful process of invention and adoption. Design/methodology/approach – The paper draws on documentary evidence and a semistructured interview with Jill McDonald CEO and President of McDonald’s Northern Europe Division with responsibility for the UK, Sweden, Finland, Denmark, Norway and the Republic of Ireland. Management research rarely captures the views of the top executive, yet the top executives have a broad picture and are key strategic decision makers. Findings – The case study and interview offers a unique insight into factors contributing to McDonald’s unprecedented success (it has paid an increased dividend for the past 37 years). It also sheds light on its successful internationalization strategy. Originality/value – The case study draws on published material and augments this with an in-depth interview with the Chief Executive. Very few case studies offer insight into the thinking of a Chief Executive managing a subsidiary of a global organization. Its value lies in the lessons that managers and students of management can draw on the approach adopted by a highly successful global organization.

Graduate School and University Center Archives Finding Aid - Record Group VI: Vice-President for Finance and Administration

This is part of the finding aid to the Graduate School and University Center (GSUC) Archives. Record Group VI is the files of the Vice-Presidents for Finance and Administration.

Pro-premiär eller pro-president? : Om distinktionen mellan parlamentarism, presidentialism och semi-presidentialism

Propremiar or pro-president? On the distinction between parliamentarism, presitentialism and semi-presidentialism. From comparative research on the constitutional development in Central and Eastern Europe and also from the longstanding debate on whether parliamentarism or presidentialism best facilitates democracy, it is apparent that there has been and continues to be, a certain degree of confusion concerning the concepts of semi-presidentialism and presidentialism. Different scholars mean different things by the terms and therefore classify countries differently. In this article I argue that the conceptual dichotomy between pro-premiär (premier-presidentialism) and pro-president systems (presidentparliamentary systems) provide the best solution to several of the problems related to categorising constitutional types, most importantly perhaps to the presidential power dilemma. I, furthermore, employ these concepts on the post-communist constitutional systems and try to reveal patterns with regard to presidential power, geographical region and democratisation.