Firms’ headquarters [HQ] support their production activity, by gathering information and outsourcing business services, as well as, managing, evaluating, and coordinating internal firm activities. In search of locations for these functions, firms often separate the HQ function physically from their production facilities and construct stand-alone HQs. By locating its HQ in a large, service oriented metro area away from its production facilities, a firm may be better able to out-source service functions in that local metro market and also to gather information about market conditions for their products. However if the firm locates the HQ away from its production activity, that increases the coordination costs in managing plant activities. In this paper we empirically analyze the trade-off of these two considerations.
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Paper provided by Center for Economic Studies, U.S. Census Bureau in its series Working Papers with number
05-17.
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Esteban Rossi-Hansberg & Pierre-Daniel Sarte & Raymond Owens III, 2005.
"Firm Fragmentation and Urban Patterns,"
NBER Working Papers
11839, National Bureau of Economic Research, Inc.
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Esteban Rossi-Hansberg & Pierre-Daniel Sarte & Raymond Owens iii, 2009.
"Firm Fragmentation And Urban Patterns,"
International Economic Review,
Department of Economics, University of Pennsylvania and Osaka University Institute of Social and Economic Research Association, vol. 50(1), pages 143-186, 02.
[Downloadable!] (restricted)