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Published byNoah Lester Modified over 9 years ago
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Designing Organizations for the International Environment
Chapter Six Designing Organizations for the International Environment
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Four Stages of International Evolution
Domestic II. International III. Multinational IV. Global Strategic Orientation Domestically oriented Export-oriented, multidomestic Stage of Development Initial foreign involvement Competitive positioning Explosion Structure Domestic structure plus export department Domestic structure plus international division Worldwide geographic, product Matrix, trans-national Market Potential Moderate, mostly domestic Large, multidomestic Very large, multinational Whole world Sources: Based on Nancy J. Adler, International Dimensions of Organizational Behavior (Boston: PWS-KENT, 1991), 7-8; and Theodore T. Herbert, “Strategy and Multinational Organization Structure: An Interorganizational Relationships Perspective,” Academy of Management Review 9 (1984):
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Matching Organizational Structure to International Advantage
When Forces for Global Integration are . . . And Forces for National Responsiveness are . . . Strategy Structure Low Export International Division High Globalization Global Product Structure Multidomestic Global Geographic Structure Globalization and Multidomestic Global Matrix Structure
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Domestic Hybrid Structure with International Division
CEO Human Resources Corporate Finance Research & Development Electrical Products Division Scientific Products Division Medical Products Division International Division Europe (Sales) Brazil (Subsidiary) Mid East (Sales) Staff (Legal, Licensing)
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Partial Global Product Structure Used by Eaton Corporation
Chairman Law & Corporate Relations Engineering President Finance & Administration International Regional Coordinators Global Automotive Components Group Global Industrial Group Global Instruments Product Group Global Materials Handling Group Global Truck Components Group Source: Based on New Directions in Multinational Corporate Organization (New York: Business International Corp., 1981).
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Global Matrix Structure
International Executive Committee Country Managers Germany Norway Argentina/ Brazil Spain/ Portugal Business Areas Power Transformers Transportation Industry Local Companies
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Building Global Capabilities
The Global Organizational Challenge Increased Complexity and Differentiation Need for Integration Knowledge Transfer Global Coordination Mechanisms Global Teams Headquarters Planning Expanded Coordination Roles
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Cultural Differences in Coordination and Control
National Value Systems Power Distance Uncertainty Avoidance Three National Approaches to Coordination and Control Centralized Coordination in Japanese Companies European Firms’ Decentralized Approach The United States: Coordination and Control through Formalization
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Transnational Model of Organizations
Assets and resources are dispersed worldwide into highly specialized operations that are linked together through interdependent relationships. Structures are flexible and ever-changing. Subsidiary managers initiate strategies and innovations that become strategy for the corporation as a whole. Unification and coordination are achieved primarily through corporate culture, shared visions and values, and management style rather than through formal structures and systems
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