全球戰(zhàn)略管理課件

1GLOBALSTRATEGICMANAGEMENT10-MultinationalStrategies,Structures,andLearningCopyright?2009Cengage.Allrightsreserved.10–2OutlineMultinationalstrategiesandstructuresAcomprehensivemodelofmultinationalstrategy,structure,andlearningWorldwidelearning,innovation,andknowledgemanagementDebatesandextensionsThesavvystrategistToyotaas(Almost)No.1For30yearsToyotahasbeenwideningthegapbetweenitselfandrivalsAlmosttheNo.1byvolume2007–70thanniversaryoffoundingand50thsincestartingtoimportintotheUS2007only3000salesawayfromGMwhichhasheldtopspotsince1931Copyright?2009Cengage.Allrightsreserved.10–3Toyotaas(Almost)No.1MaybedeliberatelyholdingbacktoavoidpossibleprotectionismintheUSToavoidemployeesfrombecomingtooarrogantStartedwithandexportstrategyNowmanufacturesafullvehiclerangein21countries,includingChinaCopyright?2009Cengage.Allrightsreserved.10–4Toyotaas(Almost)No.1InUSToyota:1970=2%ofsales(GM40%)1980=3%1990=8%2000=9%2006=13%(GM26%)2007=16%(GM24%)1995=26factories2007=63factoriesCopyright?2009Cengage.Allrightsreserved.10–5Toyotaas(Almost)No.1HowtokeepToyota,Toyota?2007qualityproblemsConsumerReportsmagazinedropsCamryV6sedan,LexusGS,TundrapickupfromrecommendedlistWouldnolongerrecommendToyotawithoutreliabilitydataNolongerassumptionofqualityorreliabilityCopyright?2009Cengage.Allrightsreserved.10–6Toyotaas(Almost)No.1Toyotastepstoaddress‘growingpains’1.Documentedthe‘ToyotaWay’previouslyexplicit2.Increasedtraining3.Morelearningandknowledgetransferamongoverseassubsidiaries,especiallyfromCanadaandKentuckyCopyright?2009Cengage.Allrightsreserved.10–7Copyright?2009Cengage.Allrightsreserved.10–8MultinationalStrategiesandStructuresPressuresforcostreductionsandlocalresponsivenessFourstrategicchoicesforMNEs(1)homereplication,(2)multidomestic,(3)global,and(4)transnationalHomereplicationstrategyemphasizestheinternationalreplicationofhomecountry-basedcompetenciesLocalization(multidomestic)strategyisanextensionofthehomereplicationstrategyGlobalstandardizationstrategyistheoppositeofthemultidomesticstrategyTransnationalstrategyaimstocapture“thebestofbothworlds”byendeavoringtobebothcostefficientandlocallyresponsiveCopyright?2009Cengage.Allrightsreserved.10–9MultinationalStrategiesandStructures:

TheIntegration–ResponsivenessFrameworkFigure10.14StrategicChoiceforMultinationals10–10StrategicChoiceADVANTAGESDISADVANTAGESHomereplication-Leveragehomecountry-basedadvantages-Relativelyeasytoimplement-Lackoflocalresponsiveness-Mayresultinforeigncustomeralienation4StrategicChoiceforMultinationals10–11StrategicChoiceADVANTAGESDISADVANTAGESLocalization-Maximizeslocalresponsiveness-Highcostsduetoduplicationofeffortsinmultiplecountries-Toomuchlocalautonomy4StrategicChoiceforMultinationals10–12StrategicChoiceADVANTAGESDISADVANTAGESGlobalStandardization-Leveragelow-costadvantage-Lackoflocalresponsiveness-Toomuchcentralizedcontrol4StrategicChoiceforMultinationals10–13StrategicChoiceADVANTAGESDISADVANTAGESTransnational-Costefficientwhilebeinglocallyresponsive-Engagesingloballearninganddiffusionofinnovations-Organizationallycomplex-DifficulttoimplementCopyright?2009Cengage.Allrightsreserved.10–14MultinationalStrategiesandStructures:

Four

OrganizationalStructuresFourorganizationalstructuresthatareappropriateforthefourstrategicchoices:InternationaldivisionGeographicalareaGlobalproductdivisionGlobalmatrixCopyright?2009Cengage.Allrightsreserved.10–15InternationalDivisionStructureatCardinalHealthFigure10.2Source:Basedonauthor’sinterviewand

(accessedAugust10,2004).CardinalHealthisheadquarteredinDublin,Ohio.AlsoseeIntegrativeCase3.1.Copyright?2009Cengage.Allrightsreserved.10–16MultinationalStrategiesandStructures:

OrganizationalStructures(cont’d)InternationalDivisionTypicallysetupwhenfirmsinitiallyexpandabroad,oftenwhenengaginginahomereplicationstrategyProblems:ForeignsubsidiarymanagersintheinternationaldivisionarenotgivensufficientvoicerelativetotheheadsofdomesticdivisionsThe“silo”effect:Internationaldivisionactivitiesarenotcoordinatedwiththerestofthefirm,whichfocusesondomesticactivitiesFirmsoftenphaseoutthisstructureaftertheirinitialoverseasexpansionCopyright?2009Cengage.Allrightsreserved.10–17GeographicAreaStructureatIspatFigure10.3Source:Adaptedfromwww.avon.AvonisheadquarteredinNewYork,AvonProductsisthecompanybehindnumerous“AvonLadies”.AvonCentral&EasternEuropeAvonWesternEuropeMiddleEastAfricaAvonAsiaPacificAvonLatinAmericaAvonNorthAmericaCopyright?2009Cengage.Allrightsreserved.10–18MultinationalStrategiesandStructures:

OrganizationalStructures(cont’d)GeographicAreaStructureOrganizestheMNEaccordingtodifferentgeographicareas(countriesandregions)IsthemostappropriateforamultidomesticstrategyItsabilitytofacilitatelocalresponsivenessisbothastrengthandaweaknessProblems:Whilebeinglocallyresponsivecanbeavirtue,itmayalsoencouragethefragmentationoftheMNEintohighlyautonomous,hard-to-control“fiefdoms”Copyright?2009Cengage.Allrightsreserved.10–19GlobalProductDivisionStructureat

EuropeanAeronauticDefenseandSpaceCompany

(EADS)Figure10.4Source:Adaptedfrom

(accessedJune30,2004).EADSisheadquarteredinMunich,GermanyandParis,France.Copyright?2009Cengage.Allrightsreserved.10–20MultinationalStrategiesandStructures:

OrganizationalStructuresGlobalProductDivisionStructureSupportsaglobalstrategyintreatingeachproductdivisionasastand-aloneentitywithfullworldwide—asopposedtodomestic—responsibilitiesforitsactivitiesFacilitatesattentiontopressuresforcostefficienciesinallowingforconsolidationonaworldwide(orregional)basisandreductionofinefficientduplicationinmultiplecountriesProblems:Itistheoppositeofthegeographicareastructure:LittlelocalresponsivenessCopyright?2009Cengage.Allrightsreserved.10–21AHypotheticalGlobalMatrixStructureFigure10.5Copyright?2009Cengage.Allrightsreserved.10–22MultinationalStrategiesandStructures:

OrganizationalStructuresGlobalMatrixIsoftenusedtoalleviatethedisadvantagesassociatedwithbothgeographicareaandglobalproductdivisionstructuresIsintendedtosupportthegoalsofthetransnationalstrategy—inpractice,itisoftendifficulttodeliverProblemsMayaddlayersofmanagement,slowdowndecisionspeed,andincreasecostswhilenotshowingsignificantperformanceimprovementAComprehensiveModelofMultinationalStructure,Learning,andInnovation10–23MULTINATIONALSTRATEGY,STRUCTURE&LEARNINGINDUSTRY-BASED-NatureofIndustry-Interfirmrivalryonintegration,responsivenessandlearning-Entrybarriers-Powerofsuppliersandbuyers-Threatofsubstitutes

RESOURCE-BASED-Value-Rarity-Imitability-Organization

INSTITUTION-BASED-Formal/informalexternalinstitutionsgoverningMNEsandhome/hostcountryenvironments-Formal/informalinstitutionsonMNEgovernance

Copyright?2009Cengage.Allrightsreserved.10–24Industry-basedConsiderationsIndustrycharacteristicsIndustrialproductsfirms:FavorglobalproductdivisionsConsumergoodsfirms:FavorgeographicareasPorter’sforcesInterfirmrivalryincreasinglyfocusesoninnovationNeedtoheightenentrybarriers:Behindsomerecentmovestophaseoutmultidomesticstrategyandtoerectworld-scalefacilitiestodeterentrantsBargainingpowerofsuppliersandbuyers:TheyalsohavetointernationalizeifthefocalMNEgoesoverseasMNER&DoftengeneratescompetingsubstituteproductsCopyright?2009Cengage.Allrightsreserved.10–25Resource-basedConsiderationsValueDoesanynewstructure(suchasmatrix)reallyaddvalue?Doesinnovationreallyaddvalue?Notalways!RarityWhenallrivalsadopta“globalstrategy,”itisnotrareImitabilityItiseasiertoimitateformalstructure.Buthowtoimitateanelusive,informalmatrixwhichisa“philosophy”?OrganizationSomeMNEsarebetterabletotakeadvantageofcomplexorganizationalstructuressuchasmatrixthanothersCopyright?2009Cengage.Allrightsreserved.10–26ExternalInstitutionsFormalgovernmentrequirementstogeneratetechnologyspilloversInformalnormsgoverningrelationshipswithhomeandhostgovernmentsNumerousinformalrules(e.g.,thosegoverningthenationalityofsubsidiaryandtopmanagers)Formalrules,regulations,andpowerstructurescapturedbyorganizationalchartsInternal

InstitutionsInstitution-basedConsiderationsCopyright?2009Cengage.Allrightsreserved.10–27Institution-basedConsiderationsFormalandinformalexternalinstitutionsFormalInstitutionsExternally,MNEs,aresubjecttotheformalinstitutionalframeworkserectedbyvarioushome-andhost-countrygovernmentsHost-countrygovernmentsoftenencourage,orcoerceMNEsintoundertakingcertainactivitiesInformalInstitutionsStrategistsweightheinformalbacklashagainstactivitieswhichresultindomesticjoblossesCopyright?2009Cengage.Allrightsreserved.10–28Institution-basedConsiderationsFormalandinformalinternalinstitutionsFormalorganizationalchartsdonotnecessarilyrevealtheinformalrulesofthegameThreechoices:(1)ahome-countrynationalastheheadofasubsidiary,(2)ahost-countrynational,or(3)athirdcountrynationalCopyright?2009Cengage.Allrightsreserved.10–29WorldwideLearning,Innovation

andKnowledgeManagement:

KnowledgeManagementinMNEsKnowledgemanagementcanbedefinedasthestructures,processes,andsystemsthatactivelydevelop,leverage,andtransferknowledge.SomearguethatknowledgemanagementisthedefiningfeatureofMNEsKnowledgemanagementisconsideredbysomewritersthedefiningfeatureofMNEsExplicitknowledge(e.g.,adrivingmanual):CapturedbyITTacitknowledge(e.g.,knowledgeabouthowtodrive)Itsacquisitionandtransferrequirehands-onexperienceKMin4TypesofMNEsStrategyHomeReplicationLocalizationGlobalStandardiz-ationTrans-nationalInter-dependenceModerateLowModerateHighCopyright?2009Cengage.Allrightsreserved.10–30KMin4TypesofMNEsStrategyHomeReplicationLocalizationGlobalStandard-izationTrans-nationalRoleofforeignsubsidiariesAdaptingandleveringparentcompanycompetenciesSensingandexploitinglocalopportunitiesImplementingparentcompanyinitiativesDifferentiatedcontributionsbysubsidiariestointegrateworldwideoperationsCopyright?2009Cengage.Allrightsreserved.10–31KMin4TypesofMNEsStrategyHomeReplicationLocalizationGlobalStandard-izationTrans-nationalDevelopmentanddiffusionofknowledgeKnowledgedevelopedatthecentreandtransferredtosubsidiariesKnowledgedevelopedandretainedwithineachsubsidiaryKnowledgemostlydevelopedandretainedatthecentreandkeylocationsKnowledgedevelopedjointlyandsharedworldwideCopyright?2009Cengage.Allrightsreserved.10–32KMin4TypesofMNEsStrategyHomeReplicationLocalizationGlobalStandard-izationTrans-nationalFlowofknowledgeExtensiveflowofknowledgeandpeoplefromHQtosubsidiariesLimitedflowofknowledgeandpeopleinbothdirections(toandfromthecentre)ExtensiveflowofknowledgeandpeoplefromcentreandkeylocationstosubsidiariesExtensiveflowofknowledgeandpeopleinmultipledirectionsCopyright?2009Cengage.Allrightsreserved.10–33Sieman’sShareNetHowcanSieman’stapintoandrejuvenatetheknowledgeof475,000employeesin190countries?Since1998Sieman’shasbeendevelopingaKMS(ShareNet)Copyright?2009Cengage.Allrightsreserved.10–34Sieman’sShareNet4StepsofDevelopmentConceptdefinitionGlobalrolloutin39countriesin1999GeneratingmomentumSustainingperformanceCopyright?2009Cengage.Allrightsreserved.10–35Sieman’sShareNetConceptdefinitionHandlingexplicitandtacitknowledgeCapableofintegratinginteractivecomponentsGlobalrolloutin39countriesin1999ShareNetmanagersappointedtolocalsubsidiariesLocalWorkshopsCopyright?2009Cengage.Allrightsreserved.10–36Sieman’sShareNetGeneratingmomentumInitialresistanceButeventualacceptanceEnglishbasedIncentivesSustainingperformance200219,000usersinmorethan80countriesSupportedby53ShareNetmanagersReducedto<10,post9/11Copyright?2009Cengage.Allrightsreserved.10–37Copyright?2009Cengage.Allrightsreserved.10–38WorldwideLearning,Innovation

andKnowledgeManagement:

GlobalizingResearchandDevelopment

AcrucialarenaforknowledgemanagementDrivenbytheintensificationofcompetitionforinnovationProvidesavehicleforaccessto,orextractbenefitsfrom,aforeigncountry’slocaltalentsandexpertiseTheresource-basedview:Afundamentalsourceforcompetitiveadvantageisbeingdifferent(theassumptionofheterogeneity)DecentralizedR&Dworkperformedbydifferentlocationsandteamsaroundtheworldmeansthattherewillbepersistentheterogeneity(differences)inthesolutionsgeneratedProblemsinKMElementsofKMCommonProblemsAcquisitionFailuretoshareandintegrateexternalknowledgeRetentionEmployeeturnoverandknowledgeleakageOutflowHowdoesithelpme?SyndromeandknowledgeispowermentalityTransmissionInappropriatechannelsInflowNotinventedheresyndromeandabsorptivecapacityCopyright?2009Cengage.Allrightsreserved.10–39Copyright?2009Cengage.Allrightsreserved.10–40ProblemsandSolutionsin

KnowledgeManagementForlargefirms,thereareactuallydiminishingreturnsforR&D.Consequently,anewmodel,called“openinnovation,”isemerging.ThismodelreliesonmorecollaborativeresearchamongvariousinternalunitsandwithexternalorganizationsInknowledgeretention,thereistheproblemofemployeeturnoverwhichmayleadtoknowledgeleakageGlobalvirtualteams,whichdonotmeetfacetoface,mayhavecommunicationandrelationshipbarriersThe“notinventedhere”syndromecausessomemanagerstoresistacceptingideasfromotherunitsCopyright?2009Cengage.Allrightsreserved.10–41ProblemsandSolutionsin

KnowledgeManagementAssolutionstocombattheseproblems,corporateheadquarterscanmanipulatetheformalrulesofthegamethroughindividualandorganizationalincentivesaswellasinvestingintacitknowledgeMNEsoftenmustrelyonagreatdealofinformalintegratingmechanismsSometrytodevelopinformalsocialcapitalOverall,themicro,informalinterpersonalrelationshipsamongmanagersofvariousunitsmaycreateamicro-macrolinkCopyright?2009Cengage.Allrightsreserved.10–42DebatesandExtensionsCorporatecontrolsversussubsidiaryinitiativesArgumentsinfavorofcentralizationCapabilitytofacilitatecorporate-widecoordinationConsistencyindecision-makingSufficientpowerforcorporate-levelmanagerstoinitiatenecessaryactionsArgumentsagainstcentralizationandinfavorofdecentralizationDecentralizationreducescorporate-levelmanagers’overloadofresponsibilitiesandimprovesdecisionqualityBettermotivatessubsidiary-levelmanagersandemployeesPermitsgreaterspeed,flexibility,andinnovationSomesubsidiary-levelstrategiesmaycontributetoentrepreneurship(orempirebuilding)Theidealrelationshipisan“integratednetwork”modelor“N-form”HoneywellCanadaMid80satraditionalbranchplantproducingforthelocalmarketVolumes1/10thofMinneapolisLate80sNAFTAthreatenedsurvivalofHCInefficientplantUSmadeproductscouldenterCanadaduty-freePlantproposedtoproduceforsomeproductsforallNthAm.Copyright?2009Cengage.Allrightsreserved.10–43HoneywellCanadaProposaleventuallyadoptedHCbecameaCentreofExcellenceHCnowaleadingcontrolscompanyButcanselfinterestofthesubsidiary–power,prestige,theirjobsbetheover-ridingfactorHQroletodeterminewhetheropportunisticorgoodfaithCopyright?2009Cengage.Allrightsreserved.10–44Copyright?2009Cengage.Allrightsreserved.10–45DebatesandExtensionsCustomer-focuseddimensionsversusintegration,responsiveness,andlearningThreeprimarycustomer-focuseddimensionsGlobalaccountstructuretosupplycustomersacrossvariouscountriesAnindust