Beruflich Dokumente
Kultur Dokumente
2. Multinational
Mentality
begins
as
managers
recognize
the
differences
among
national
markets
- growing
importance
of
sales
and
profits
from
foreign
markets;
more
than
marginal
- success
of
local
competitors
in
foreign
market
accelerate
learning
that
of
companies
that
otherwise
would
remain
unresponsive
with
international
mentality
- adapt
a
more
flexible
approach
by
modifying
products,
strategies
and
management
practices
to
the
local
environment
Establish
multiple,
nationally
responsive
strategies
of
the
companys
worldwide
subsidiaries.
-
Managers
are
highly
independent
entrepreneurs
with
local
market
knowledge
that
are
able
to
establish
a
considerable
independence
from
headquarters.
Downside:
rises
inefficient
manufacturing
structure;
no
linkages;
inefficiency
in
design,
production,
logistics,
distribution
etc.
3. Global
Mentality
views
the
world
as
its
basic
unit
of
analysis,
not
individual
national
markets
falling
trade
barriers:
creating
products
for
a
world
market
and
manufacturing
them
on
a
global
scale
in
a
few
highly
efficient
plants
improves
on
transportation
and
communication
- underlying
assumption:
national
tastes
and
preferences
are
more
similar
than
different
can
provide
standardized
products
at
adequate
cost
and
quality
- central
coordination
and
control
- managers
have
worldwide
responsibility;
R&D
managed
from
headquarters
and
strategic
decisions
take
place
at
the
center.
Downside:
success
created
countervailing
forces
of
localization:
- host
governments
saw
global
companies
getting
too
powerful
and
threatening:
increased
restrictions
and
demands
on
them
- customers
rejected
homogenized
global
products
and
went
back
to
national
preferences
- increasing
volatility
in
international
economic
and
political
environment
these
problems
lead
to
inefficiency
of
a
centralized
global
approach
4. Transnational
Mentality
more
responsive
to
local
needs
while
capturing
the
benefits
of
global
efficiency
- key
activities
and
resources
neither
centralized
nor
too
decentralized
that
each
subsidiary
carries
out
own
tasks.
resources
and
activities
are
dispersed
but
specialized
to
achieve
efficiency
and
flexibility
at
the
same
time.
Resources
are
integrated
into
an
interdependent
network
of
worldwide
operations.
- intensive,
organizationwide
coordination
and
shared
decision
making
- In
contrast
to
Global
Mentality:
recognizes
importance
of
flexible
and
country
level
operations
- In
contrast
to
Multinational
Mentality:
provides
links
to
coordinate
operations
to
retain
competitive
effectiveness
and
efficiency
most
companies
exhibit
some
attributes
of
each
of
these
different
strategic
approaches
Administrative
heritage:
The
unique
and
deeply
embedded
structural,
processes
and
cultural
biases
that
play
an
important
part
in
shaping
every
companys
strategic
and
organizational
capabilities.