In the early 1990s, the idea of a new organizational form for multinational companies began to take shape. According to this concept, these companies should organize themselves as integrated networks if they want to succeed in the globalization process. However, the concrete implementation of such a strategy has only been successful in rare cases, such as with ABB. The author examines the paths of three international corporations (BASF, Hoechst, and Schering AG) in their efforts to align their management processes and organization with the demands of globalization. It is shown whether and to what extent this vision has already become a reality for German companies.