chp9
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Management of international businessTRANSCRIPT
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Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Organizing strategy
Chapter 9
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Slide 9.2
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Organizing strategy
• Objectives• Introduction• Organizational structures• Strategic management and organizing strategy.
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Slide 9.3
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Introduction
• The FSA and CSA framework is related to the issues of organizational structure.– A centralized and hierarchical structure is usually
followed by firms in cell 1 pursuing economic integration.
– In cell 4, the strategy of national responsiveness may require a decentralized organizational structure.
– In cell 3, it may be necessary to combine the advantages of both a centralized and de-centralized organizational structure.
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Slide 9.4
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
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Slide 9.5
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Organizational structures
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Slide 9.6
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Early organization structures
• When a company first begins international operations, it is typical for these activities to be extensions of domestic operations. – Primary focus continues to be the local market.
• As international operations increase, however, the MNE will take steps to address this growth structurally. – For instance, by having a marketing or export
department handle international sales or by using an overseas subsidiary.
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Slide 9.7
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Figure 9.1 An export department structure
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Slide 9.8
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Figure 9.2 Use of subsidiaries during the early stages of internationalization
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Slide 9.9
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
The international division
• The international division structure centralizes all the international operations.
Advantages:• It reduces the CEO’s burden of direct operation
of overseas subsidiaries and domestic operations.
• It raises the status of overseas operations to that of the domestic divisions.
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Slide 9.10
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Figure 9.3 An international division structure
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Slide 9.11
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Global organization structures
• As MNEs generate more and more revenues from their overseas operations, their strategies and the structures used to implement these strategies become more global in focus.
• There are six basic types of global structures.
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Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
1. Global product structure
• An arrangement in which domestic divisions are given worldwide responsibility for product groups.
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Slide 9.13
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Figure 9.4 A global product structure
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Slide 9.14
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
2. Global area structure
• Primary operational responsibility is delegated to area managers, each of whom is responsible for a specific geographic region.
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Slide 9.15
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Figure 9.5 A global area structure
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Slide 9.16
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
3. Global functional structure
• Builds around the basic tasks of the organization. For example, in manufacturing firms, production, marketing and finance are the three primary functions that must be carried out for the enterprise to survive.
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Slide 9.17
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Figure 9.6 A global functional structure
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Slide 9.18
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
4. Matrix structure
• An organizational arrangement that blends two organizational responsibilities such as functional and product structures or regional and product structures.
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Slide 9.19
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Figure 9.7 Geographic matrix structure
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Slide 9.20
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Figure 9.8 A multinational matrix structureSource: Allan R. Janger, Matrix Organizations of Complex Business (New York: The Conference Board, 1979), p. 31
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Slide 9.21
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
5. Mixed structure
• A hybrid organization design that combines structural arrangements in a way that best meets the needs of the enterprise.
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Slide 9.22
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Figure 9.9 A mixed structure
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Slide 9.23
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
6. Transnational network structure
• Designed to help MNEs take advantage of global economies of scales while also being responsive to local customer demands.– Relies on a network arrangement to link the various
worldwide subsidiaries. • Three components:
(1) Dispersed subunits(2) Specialized operation(3) Interdependent relationships
• At the center of the transnational network structure are nodes, which are units charged with coordinating product, functional, and geographic information.
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Slide 9.24
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Figure 9.10 Transnational network structure
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Slide 9.25
Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Strategic management andorganizing strategy
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Alan M Rugman and Simon Collinson, International Business, 5th Edition, © Pearson Education Limited 2009
Table 9.1 Factors that encourage centralization or decentralization of decision making in multinational operations