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Intro ......

 

Responsiveness,Managing Integration,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization, and Flexibility.Developing Transnational Organization, Responsiveness, and Flexibility.pptx.S-based MNEs For many companies, Dividends back …(생략) Developing Transnational Organization,Managing Integration, Responsiveness, Responsiveness, and relationships Restructuring efforts often proved harmful How administrative heritage influences its organization and its ability and willingness to change Building Organizational Capability Administrative Heritage A company’s history and its administrative systems One of the company’s greatest assets The underlying source of its management A Significant Liability Because it resists change and thereby prevents realignment 1920s~1930s typical European MNE 1950s ......

 

 

Index & Contents

Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down

 

Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx 자료문서 (압축문서).zip

 

 

Developing Transnational Organization

Managing Integration, Responsiveness, and Flexibility

 

Beyond Structural Fit

MNE tried to find which

“Formal Structure” provided the right “Fit”

in various conditions

Management

Process

in an MNE

Choice of

a basic

Organizational

Structure

Stopford & Wells’s International Structural Stages Model

 

 

 

Stopford & Wells’s International Structural Stages Model

 

Adopt different organizational structures at different stages of international expansion

 

Research on the 187 largest U.S-based MNEs

 

For many companies,

It seems that structure followed “fashion”

more than strategy.

 

Limitation of International Structural Stages Model

 

 

Change in the 1980s,

Managers looked for ways to restructure.

The model’s solution was “Global Matrix”

But,

 

Limitation of International Structural Stages Model

Global Matrix

 

Promised Land

Organiza- tional quagmire

 

 

The basic problem was that

It focused on only ‘formal structure’

 

Force managers to ignore the multidimensionality

Define a static set of roles, responsibilities,

and relationships

Restructuring efforts often proved harmful

 

How administrative heritage influences its organization and its ability and willingness to change

Building Organizational Capability

 

Administrative Heritage

A company’s history and its administrative systems

One of the company’s greatest assets

The underlying source of its management

A Significant Liability

Because it resists change and thereby prevents realignment

1920s~1930s typical European MNE

 

1950s~1960s typical American MNE

 

1970s~1980s typical Japanese MNE

 

 

Corporate management treats

Subsidiaries as independent national business

Most Key assets

And resources

decentralized

Loose, personal controls.

Financial flow:

Capital out,

Dividends back …(생략)

 

Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx

 

IC and Flexibility IC Organization Integration Down Developing Transnational Transnational Responsiveness Developing Flexibility IC Integration Developing Responsiveness Organization Down Managing Integration Responsiveness Flexibility and Organization Down Managing Transnational Managing and

 

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Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW .S-based MNEs For many companies, It seems that structure followed “fashion” more than strateg eveloping Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility. Limitation of International Structural Stages Model Change in the 1980s, Managers looked for ways to restructure.pptx. Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW .pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility. Financial flow: Capital out, Dividends back …(생략) Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx 자료문서 (압축문서). The model’s solution was “Global Matrix” But, Limitation of International Structural Stages Model Global Matrix Promised Land Organiza- tional quagmire The basic problem was that It focused on only ‘formal structure’ Force managers to ignore the multidimensionality Define a static set of roles, responsibilities, and relationships Restructuring efforts often proved harmful How administrative heritage influences its organization and its ability and willingness to change Building Organizational Capability Administrative Heritage A company’s history and its administrative systems One of the company’s greatest assets The underlying source of its management A Significant Liability Because it resists change and thereby prevents realignment 1920s~1930s typical European MNE 1950s~1960s typical American MNE 1970s~1980s typical Japanese MNE Corporate management treats Subsidiaries as independent national business Most Key assets And resources decentralized Loose, personal controls..zip Developing Transnational Organization Managing Integration, Responsiveness, and Flexibility Beyond Structural Fit MNE tried to find which “Formal Structure” provided the right “Fit” in various conditions Management Process in an MNE Choice of a basic Organizational Structure Stopford & Wells’s International Structural Stages Model Stopford & Wells’s International Structural Stages Model Adopt different organizational structures at different stages of international expansion Research on the 187 largest U. Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW .pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility. Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW . Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW .zip Developing Transnational Organization Managing Integration, Responsiveness, and Flexibility Beyond Structural Fit MNE tried to find which “Formal Structure” provided the right “Fit” in various conditions Management Process in an MNE Choice of a basic Organizational Structure Stopford & Wells’s International Structural Stages Model Stopford & Wells’s International Structural Stages Model Adopt different organizational structures at different stages of international expansion Research on the 187 largest U.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility. Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW .pptx. The model’s solution was “Global Matrix” But, Limitation of International Structural Stages Model Global Matrix Promised Land Organiza- tional quagmire The basic problem was that It focused on only ‘formal structure’ Force managers to ignore the multidimensionality Define a static set of roles, responsibilities, and relationships Restructuring efforts often proved harmful How administrative heritage influences its organization and its ability and willingness to change Building Organizational Capability Administrative Heritage A company’s history and its administrative systems One of the company’s greatest assets The underlying source of its management A Significant Liability Because it resists change and thereby prevents realignment 1920s~1930s typical European MNE 1950s~1960s typical American MNE 1970s~1980s typical Japanese MNE Corporate management treats Subsidiaries as independent national business Most Key assets And resources decentralized Loose, personal controls. Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW .pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility. Financial flow: Capital out, Dividends back …(생략) Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility. eveloping Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility. Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW .pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx 자료문서 (압축문서).. Limitation of International Structural Stages Model Change in the 1980s, Managers looked for ways to restructure.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.S-based MNEs For many companies, It seems that structure followed “fashion” more than strateg.. Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW .pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility.Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW . Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW .pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility. Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibility Down CW .pptx Developing Transnational Organization,Managing Integration, Responsiveness, and Flexibilit.