Global Management 6

Global management: the internal organisation and external relationships of MNEs and smaller companies ,[object Object],[object Object],[object Object],[object Object]

Developing the internal organisation structure-1 ,[object Object],Environment Cultural factors specific to the organisation Identification of the basic cultural style of the organisation Analysis of the strategic implications Source: Lynch Ch 16 Turbulent? Culture? etc. History and home country? Products and technology? Size Leadership? Cultural web? Power? Role? Task? Personal? Prescriptive or emergent? Competitive advantage? Strategic change?

Developing the internal organisation structure-2 ,[object Object],Foreign product diversity Foreign sales as % of total sales International Division Area division Worldwide product division Global matrix or grid Patterns of development See Lynch Ch 19

Developing the internal organisation structure-3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Moving towards a trans-national structure-1 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],See: Lynch Ch 19

Moving towards a trans-national structure-2

Moving towards a trans-national structure-3 Building and managing the trans-national

Moving towards a trans-national structure-4 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Developing the external relationships of the MNE and smaller companies-1 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Developing the external relationships of the MNE and smaller companies-2 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Developing the external relationships of the MNE and smaller companies-3 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Developing the external relationships of the MNE and smaller companies-4 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Developing the external relationships of the MNE and smaller companies-5 ,[object Object],[object Object],[object Object],[object Object],[object Object],Coordination Mutual forbearance

Developing the external relationships of the MNE and smaller companies-6 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Synergy Lower capital investment Neutralise competition Joint R&D Overcome government pressures Market access

Developing the external relationships of the MNE and smaller companies-7 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Developing the external relationships of the MNE and smaller companies-8 ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]

Global Management 6

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