国际商务 查尔斯希尔IMChapter13.docx

国际商务 查尔斯希尔IMChapter13.docx

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国际商务查尔斯希尔IMChapter13

13

TheOrganizationofInternationalBusiness

Learningobjectives

∙Identifythedifferentkindsoforganizationalstructuresandinternalcontrolmechanismsthatinternationalbusinessescanusetomanageglobaloperations.

∙Discusstheadvantagesanddisadvantagesofcentralizedanddecentralizeddecisionsystems.

∙Presentthebasictypesoforganizationalformsthatmultinationalfirmsuse.

∙Describethecontrolsystemsandintegratingmechanismsavailabletomultinationalfirms

∙Showhowtheorganizationalarchitecture,controlsystems,integratingsystems,anddecisionmakingchoicesmultinationalfirmshaveavailablemustbeconsistentwiththeirstrategyandindustryenvironment

Thischapteridentifiestheorganizationalarchitecturethatinternationalbusinessesusetomanageanddirectglobaloperations.Thecoreargumentoutlinedinthischapteristhatsuperiorenterpriseprofitabilityrequiresthreeconditions:

First,thedifferentelementsofafirm’sorganizationalarchitecturemustbeinternallyconsistent.

Second,theorganizationalarchitecturemustmatchorfitthestrategyofthefirm—strategyandarchitecturemustbeconsistent.

Third,thestrategyandarchitectureofthefirmmustbeconsistentwithcompetitiveconditionsprevailinginthefirm’smarkets.

OUTLINEOFCHAPTER13:

THEORGANIZATIONOFINTERNATIONALBUSINESS

OpeningCase:

ADecadeofOrganizationalChangeatUnilever

Introduction

OrganizationalArchitecture

OrganizationalStructure

VerticalDifferentiation:

CentralizationandDecentralization

HorizontalDifferentiation:

TheDesignofStructure

IntegratingMechanisms

ControlSystemsandIncentives

TypesofControlSystems

IncentiveSystems

ControlSystems,Incentives,andStrategyintheInternationalBusiness

Processes

OrganizationalCulture

CreatingandMaintainingOrganizationalCulture

OrganizationalCultureandPerformanceintheInternationalBusiness

Synthesis:

StrategyandArchitecture

LocalizationStrategy

InternationalStrategy

GlobalStandardizationStrategy

TransnationalStrategy

Environment,Strategy,Architecture,andPerformance

OrganizationalChange

OrganizationalInertia

ImplementingOrganizationalChange

ChapterSummary

CriticalThinkingandDiscussionQuestions

ClosingCase:

StrategicandOrganizationalChangeatBlack&Decker

TEACHINGSUGGESTIONS

Inordertogetstudentsthinkingaboutthetrade-offimplicitinanystrategicchoice,thissmallgrouporindividualexercisecanbeusedatthebeginningofclass.

You’vedevelopedverypopularup-scalebutreasonablypricedclothingfashionlineforyoungpeople,producingdesignsinanumberofcountries,manufacturinginlow-costlocations,andwithretailoutletsinmajorUSandEuropeancities.Demandispoppingandyouhaveaccesstoplentyofproductioncapacityandcapital.HowshouldyouorganizethebusinessoutsidetheU.S.?

Shouldyousetupreasonablyindependentcompanies,subsidiaries,ineachforeignmarket?

Whatwouldthatdoandnotdoforyou?

Ordoyouwanttoimposeastrictbrandimage,procedures,andcentralplanningfromheadquarters,whereyourofficesare?

Whataretheplussesandminusesofthatapproach?

TRANSITION

TheconnectionwiththeUnileverOpeningCaseisclear.Theybeganwithadecentralizedsystemandhavebeenrapidlymovingtowardsincreasingintegration.

∙Unileverisa$50billioncompanysellingmorethan1000productsinvirtuallyeverycountry.

∙HistoricallyUnileverwasorganizedintodecentralizedsubsidiariesineachmajornationalmarket.Intheearly1990stherewere17UnileversubsidiariesinEurope.

∙Decentralizationallowedlocalmanagerstorespondtoitsuniquemarketconditionsandwasasourceofstrength.

∙Unileverworkedhardtobuildacommonculturetoknittogetheradecentralizeddisparateorganization.

∙Bythemid1990sUnilever’sdecentralizedstructurewasworkingagainstitseffortstobuildglobalbrandsandcutcostsinthefaceofcompetition.

∙In1996Unileverintroducedanewstructurebasedonregionalbusinessgroups.

∙The17Europeancompaniesrelinquishedautonomyintheirmarketstohelpdevelopaunifiedpan-Europeanstrategy.

LECTUREOUTLINEFORCHAPTER13

ThisteachingoutlinefollowsthePowerPointpresentationprovidedalongwiththisinstructor’smanual.ThePPTslidesincludeextensivenotesthatareprintableunderview—notespage.Whatfollowsisasummary.

Slide13-3OpeningCase:

OrganizationalChangeatUnilever

Whenitsstructurewasdecentralized,Unileverusedmeetingsandconferencetocreateacommonculture.However,therewasstillalotofwasterelatedtoredundancyintheorganization.The1996reorganizationbyregionalbusinessgroupsandtheuseofprogramssuchasLeverEuropedevelopednewcapabilitiesincostreductionaswellasglobalproductintroduction.

Slide13-4Introduction

Organizationarchitectureincludesstructure,controlsystems,incentives,processes,cultureandpeople.Threeconsistencyconditionsmustbesatisfiedforanorganizationtodeliverprofitability:

architecturemustbeinternallyconsistent;strategyandarchitecturemustbeconsistent;strategyandarchitecturetogethermustbeconsistentwiththecompetitiveenvironmentofthefirm.

Slides13-5,13-6,13-7OrganizationalArchitecture

Structureandcontrolsystemsestablishdecision-makingresponsibilitiesandintegrationmechanisms.Controlsystemsmeasureandevaluatemanagerialperformanceandtheperformanceofsub-units.Incentivesconnecttocontrolsystems,andprocessesneedtobeconsistentwiththestrategicobjectivesoftheorganization.Effortstoshapevaluesandnormsinanorganizationareintricatelylinkedtohumanresourcepractices,especiallyattheselectionandrecruitmentstages.

Slide13-8OrganizationalStructure

Verticaldifferentiationlocatesdescision-making.Horizontaldifferentiationlocatescontrolboundaries（units/sub-units）.Integratingmechanismsprovideforcoordination.

Slide13-9Centralizationv.Decentralization

Thetrade-offsherearecontrolandlocalresponsiveness.

Slide13-10HorizontalDifferentiation（HD）

Thetypicalentrepreneurialfirmbeginswithnoformalstructure.Asthefirmgrows,whenthedecisionloadbecomestoointenseforonepersontohandle,thefirmissplitintofunctionsrepresentingvaluecreationactivities.Ifgrowthcontinues,eventuallythecomplexitiesofsizepushforthere-structuringofthefirmintoadivisionalform.

Slide13-11TypicalFunctionalStructure

Slide13-12,13-13InternationalDivision

TheInternationalDivisionstructureisorganizedbygeography.

Slide13-14ProblemswiththeInternationalStructure

Thesehavetodowithconflictbetweenforeignanddomestic,foreignmanagersgivenasecondaryrole,andlackofcoordination.

Slide13-15InternationalStructuralStagesModel

Slides13-16,13-17WorldwideAreaStructure

Theworldisdividedintoareas.Anareamaybeacountryoragroupofcountries.Eachareaisself-containedandautonomous.Whilethisstructuresupportslocalresponsiveness,itcanleadtofragmentationbecauseoflackofcoordinationacrosstheareas.

Slides13-18,13-19WorldwideProductDivisionalStructure

Somefirmsshifttoaworldwideproductdivisionalstructureasinternationalgrowthincreases.Eachproductdivisionisautonomousandresponsibleforitsownvaluecreationactivities.Thisgivesmanagerslatitudetorealizelocationandexperiencecurveeconomies.However,areaorcountrymanagerstendtohavelittlevoiceinthisstructureandthiscanhaveadevastatingeffectonlocalresponsiveness.

Slides13-20,13-21GlobalMatrixStructure

Whenafirm’sstrategysimultaneouslydemandslocationandexperiencecurveeconomies,localresponsiveness,andinternaltransferofcorecompetenciestheglobalmatrixstructuredoesthebestjob.Itisanattempttosimultaneouslycapturethebenefitsoftheworldwideareastructureandtheworldwideproductdivisionalstructure.Thebalancingactoftheglobalmatrixstructurecomeswithitsownchallenges.Itslowsdowndecisionmaking,increasesthelikelihoodofconflictbetweentheareastructureandtheproductstructure,andaccountabilityisalwaysachallengewheneachmanagerhastowear2hats–onearea-specificandoneproduct-specific.

Slide13-22IntegratingMechanisms

Differentstrategiesmakedifferentdemandsonthemanagerintermsoftheneedforcoordination.

Slide13-23ImpedimentstoCoordination

Differinggoalsandlackofrespect;differentorientationsduetodifferenttasks;differencesinnationality,timezoneanddistance.

Slides13-24,13-25FormalIntegratingSystems

Directcontact,liaisonroles,teams,andmatrixstructures

Slides13-26,13-27InformalIntegratingMechanisms

Informalintegrationisawayaroundproblemswiththeformalsystems.Itrequirestheorganizationhaveateamworkspiritthatembracesasmanymanagersaspossibleinordertomakeinformalmechanismswork.Twocommontechniquesthatareusedtoestablishinformalnetworksare;

（1）theuseofanappropriatelydesignedinformationsystem

（2）theuseofmanagementdevelopmentpoliciesthatpromotenetworkbehavior.

Slide13-28Controlsystemsandincentives

Slide13-29FactorsthatInfluenceIncentiveSystems

（1）Theseniorityoftheemployeeandthenatureofworkdone

（2）Theoutputtargetsetfortheemployeeandthedegreeofinfluence（3）Theamountofcooperationbetweensubunitmanagers（4）Nationaldifferencesininstitutionsandculture.

Slides13-30,13-31PerformanceAmbiguity

Performanceambiguityexistswhenthecausesofasubunit’spoorperformancearenotclearanditiscausedbythehighdegreeofinterdependencebetweensubunitswithinthe