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1、Copyright 2009 Cengage.All rights reserved.101OutlineMultinational strategies and structuresA comprehensive model of multinational strategy,structure,and learningWorldwide learning,innovation,and knowledge managementDebates and extensionsThe savvy strategistToyota as(Almost)No.1For 30 years Toyota h
2、as been widening the gap between itself and rivalsAlmost the No.1 by volume2007 70th anniversary of founding and 50th since starting to import into the US2007 only 3000 sales away from GM which has held top spot since 1931Copyright 2009 Cengage.All rights reserved.102Toyota as(Almost)No.1May be deli
3、berately holding back to avoid possible protectionism in the USTo avoid employees from becoming too arrogantStarted with and export strategyNow manufactures a full vehicle range in 21 countries,including ChinaCopyright 2009 Cengage.All rights reserved.103Toyota as(Almost)No.1In US Toyota:1970=2%of s
4、ales(GM 40%)1980=3%1990=8%2000=9%2006=13%(GM 26%)2007=16%(GM 24%)1995=26 factories2007=63 factoriesCopyright 2009 Cengage.All rights reserved.104Toyota as(Almost)No.1How to keep Toyota,Toyota?2007 quality problemsConsumer Reports magazine drops Camry V6 sedan,Lexus GS,Tundra pickup from recommended
5、listWould no longer recommend Toyota without reliability dataNo longer assumption of quality or reliabilityCopyright 2009 Cengage.All rights reserved.105Toyota as(Almost)No.1Toyota steps to address growing pains1.Documented the Toyota Way previously explicit2.Increased training3.More learning and kn
6、owledge transfer among overseas subsidiaries,especially from Canada and KentuckyCopyright 2009 Cengage.All rights reserved.106Copyright 2009 Cengage.All rights reserved.107Multinational Strategies and StructuresPressures for cost reductions and local responsivenessFour strategic choices for MNEs(1)h
7、ome replication,(2)multidomestic,(3)global,and(4)transnationalHome replication strategy emphasizes the international replication of home country-based competenciesLocalization(multidomestic)strategy is an extension of the home replication strategyGlobal standardization strategy is the opposite of th
8、e multidomestic strategyTransnational strategy aims to capture“the best of both worlds”by endeavoring to be both cost efficient and locally responsiveCopyright 2009 Cengage.All rights reserved.108Multinational Strategies and Structures:The IntegrationResponsiveness FrameworkFigure 10.14 Strategic Ch
9、oice for Multinationals109Strategic ChoiceADVANTAGESDISADVANTAGESHome replication-Leverage home country-based advantages-Relatively easy to implement-Lack of local responsiveness-May result in foreign customer alienation4 Strategic Choice for Multinationals1010Strategic ChoiceADVANTAGESDISADVANTAGES
10、Localization-Maximizes local responsiveness-High costs due to duplication of efforts in multiple countries-Too much local autonomy4 Strategic Choice for Multinationals1011Strategic ChoiceADVANTAGESDISADVANTAGESGlobal Standardization-Leverage low-cost advantage-Lack of local responsiveness-Too much c
11、entralized control4 Strategic Choice for Multinationals1012Strategic ChoiceADVANTAGESDISADVANTAGESTransnational-Cost efficient while being locally responsive-Engages in global learning and diffusion of innovations-Organizationally complex-Difficult to implementCopyright 2009 Cengage.All rights reser
12、ved.1013Multinational Strategies and Structures:Four Organizational StructuresFour organizational structures that are appropriate for the four strategic choices:International division Geographical area Global product division Global matrix Copyright 2009 Cengage.All rights reserved.1014International
13、 Division Structure at Cardinal HealthFigure 10.2Source:Based on authors interview and (accessed August 10,2004).Cardinal Health is headquartered in Dublin,Ohio.Also see Integrative Case 3.1.Copyright 2009 Cengage.All rights reserved.1015Multinational Strategies and Structures:Organizational Structu
14、res(contd)International DivisionTypically set up when firms initially expand abroad,often when engaging in a home replication strategyProblems:Foreign subsidiary managers in the international division are not given sufficient voice relative to the heads of domestic divisionsThe“silo”effect:Internati
15、onal division activities are not coordinated with the rest of the firm,which focuses on domestic activitiesFirms often phase out this structure after their initial overseas expansionCopyright 2009 Cengage.All rights reserved.1016Geographic Area Structure at IspatFigure 10.3Source:Adapted from .Avon
16、is headquartered in New York,Avon Products is the company behind numerous“Avon Ladies”.AvonCentral&EasternEuropeAvonWestern EuropeMiddle EastAfricaAvonAsia PacificAvonLatin AmericaAvonNorth AmericaCopyright 2009 Cengage.All rights reserved.1017Multinational Strategies and Structures:Organizational S
17、tructures(contd)Geographic Area StructureOrganizes the MNE according to different geographic areas(countries and regions)Is the most appropriate for a multidomestic strategy Its ability to facilitate local responsiveness is both a strength and a weaknessProblems:While being locally responsive can be
18、 a virtue,it may also encourage the fragmentation of the MNE into highly autonomous,hard-to-control“fiefdoms”Copyright 2009 Cengage.All rights reserved.1018Global Product Division Structure at European Aeronautic Defense and Space Company(EADS)Figure 10.4Source:Adapted from (accessed June 30,2004).E
19、ADS is headquartered in Munich,Germany and Paris,France.Copyright 2009 Cengage.All rights reserved.1019Multinational Strategies and Structures:Organizational StructuresGlobal Product Division StructureSupports a global strategy in treating each product division as a stand-alone entity with full worl
20、dwideas opposed to domesticresponsibilities for its activitiesFacilitates attention to pressures for cost efficiencies in allowing for consolidation on a worldwide(or regional)basis and reduction of inefficient duplication in multiple countriesProblems:It is the opposite of the geographic area struc
21、ture:Little local responsivenessCopyright 2009 Cengage.All rights reserved.1020A Hypothetical Global Matrix StructureFigure 10.5Copyright 2009 Cengage.All rights reserved.1021Multinational Strategies and Structures:Organizational StructuresGlobal MatrixIs often used to alleviate the disadvantages as
22、sociated with both geographic area and global product division structuresIs intended to support the goals of the transnational strategyin practice,it is often difficult to deliver ProblemsMay add layers of management,slow down decision speed,and increase costs while not showing significant performan
23、ce improvementA Comprehensive Model of Multinational Structure,Learning,and Innovation1022MULTINATIONAL STRATEGY,STRUCTURE&LEARNINGINDUSTRY-BASED-Nature of Industry-Interfirm rivalry on integration,responsiveness and learning-Entry barriers-Power of suppliers and buyers-Threat of substitutes RESOURC
24、E-BASED-Value-Rarity-Imitability-Organization INSTITUTION-BASED-Formal/informal external institutions governing MNEs and home/host country environments-Formal/informal institutions on MNE governance Copyright 2009 Cengage.All rights reserved.1023Industry-based ConsiderationsIndustry characteristicsI
25、ndustrial products firms:Favor global product divisionsConsumer goods firms:Favor geographic areasPorters forcesInterfirm rivalry increasingly focuses on innovationNeed to heighten entry barriers:Behind some recent moves to phase out multidomestic strategy and to erect world-scale facilities to dete
26、r entrantsBargaining power of suppliers and buyers:They also have to internationalize if the focal MNE goes overseasMNE R&D often generates competing substitute products Copyright 2009 Cengage.All rights reserved.1024Resource-based ConsiderationsValueDoes any new structure(such as matrix)really add
27、value?Does innovation really add value?Not always!RarityWhen all rivals adopt a“global strategy,”it is not rareImitabilityIt is easier to imitate formal structure.But how to imitate an elusive,informal matrix which is a“philosophy”?OrganizationSome MNEs are better able to take advantage of complex o
28、rganizational structures such as matrix than others Copyright 2009 Cengage.All rights reserved.1025External External InstitutionsInstitutionsFormal government requirements to generate technology spilloversInformal norms governing relationships with home and host governments Numerous informal rules(e
29、.g.,those governing the nationality of subsidiary and top managers)Formal rules,regulations,and power structures captured by organizational chartsInternalInternal InstitutionsInstitutionsInstitution-based ConsiderationsCopyright 2009 Cengage.All rights reserved.1026Institution-based ConsiderationsFo
30、rmal and informal external institutionsFormal InstitutionsvExternally,MNEs,are subject to the formal institutional frameworks erected by various home-and host-country governmentsvHost-country governments often encourage,or coerce MNEs into undertaking certain activitiesInformal InstitutionsvStrategi
31、sts weigh the informal backlash against activities which result in domestic job lossesCopyright 2009 Cengage.All rights reserved.1027Institution-based ConsiderationsFormal and informal internal institutionsFormal organizational charts do not necessarily reveal the informal rules of the gameThree cho
32、ices:(1)a home-country national as the head of a subsidiary,(2)a host-country national,or(3)a third country nationalCopyright 2009 Cengage.All rights reserved.1028Worldwide Learning,Innovationand Knowledge Management:Knowledge Management in MNEsKnowledge management can be defined as the structures,p
33、rocesses,and systems that actively develop,leverage,and transfer knowledge.Some argue that knowledge management is the defining feature of MNEs Knowledge management is considered by some writers the defining feature of MNEsExplicit knowledge(e.g.,a driving manual):Captured by ITTacit knowledge(e.g.,
34、knowledge about how to drive)vIts acquisition and transfer require hands-on experienceKM in 4 Types of MNEsStrategyHome ReplicationLocalizationGlobal Standardiz-ationTrans-nationalInter-dependenceModerateLowModerateHighCopyright 2009 Cengage.All rights reserved.1029KM in 4 Types of MNEsStrategyHome
35、ReplicationLocalizationGlobal Standard-izationTrans-nationalRole of foreign subsidiariesAdapting and levering parent company competenciesSensing and exploiting local opportunitiesImplementing parent company initiativesDifferentiated contributions by subsidiaries to integrate worldwide operationsCopy
36、right 2009 Cengage.All rights reserved.1030KM in 4 Types of MNEsStrategyHome ReplicationLocalizationGlobal Standard-izationTrans-nationalDevelopment and diffusion of knowledgeKnowledge developed at the centre and transferred to subsidiaries Knowledge developed and retained within each subsidiaryKnow
37、ledge mostly developed and retained at the centre and key locationsKnowledge developed jointly and shared worldwideCopyright 2009 Cengage.All rights reserved.1031KM in 4 Types of MNEsStrategyHome ReplicationLocalizationGlobal Standard-izationTrans-nationalFlow of knowledgeExtensive flow of knowledge
38、 and people from HQ to subsidiariesLimited flow of knowledge and people in both directions(to and from the centre)Extensive flow of knowledge and people from centre and key locations to subsidiariesExtensive flow of knowledge and people in multiple directionsCopyright 2009 Cengage.All rights reserve
39、d.1032Siemans ShareNetHow can Siemans tap into and rejuvenate the knowledge of 475,000 employees in 190 countries?Since 1998 Siemans has been developing a KMS(ShareNet)Copyright 2009 Cengage.All rights reserved.1033Siemans ShareNet4 Steps of DevelopmentConcept definitionGlobal rollout in 39 countrie
40、s in 1999Generating momentumSustaining performanceCopyright 2009 Cengage.All rights reserved.1034Siemans ShareNetConcept definitionHandling explicit and tacit knowledgeCapable of integrating interactive componentsGlobal rollout in 39 countries in 1999ShareNet managers appointed to local subsidiaries
41、Local WorkshopsCopyright 2009 Cengage.All rights reserved.1035Siemans ShareNetGenerating momentumInitial resistanceBut eventual acceptanceEnglish basedIncentivesSustaining performance2002 19,000 users in more than 80 countriesSupported by 53 ShareNet managersReduced to 10,post 9/11Copyright 2009 Cen
42、gage.All rights reserved.1036Copyright 2009 Cengage.All rights reserved.1037Worldwide Learning,Innovationand Knowledge Management:Globalizing Research and Development A crucial arena for knowledge management Driven by the intensification of competition for innovationProvides a vehicle for access to,
43、or extract benefits from,a foreign countrys local talents and expertiseThe resource-based view:A fundamental source for competitive advantage is being different(the assumption of heterogeneity)vDecentralized R&D work performed by different locations and teams around the world means that there will b
44、e persistent heterogeneity(differences)in the solutions generatedProblems in KMElements of KMCommon ProblemsAcquisitionFailure to share and integrate external knowledgeRetentionEmployee turnover and knowledge leakageOutflowHow does it help me?Syndrome and knowledge is power mentalityTransmissionInap
45、propriate channelsInflowNot invented here syndrome and absorptive capacityCopyright 2009 Cengage.All rights reserved.1038Copyright 2009 Cengage.All rights reserved.1039Problems and Solutions inKnowledge Management For large firms,there are actually diminishing returns for R&D.Consequently,a new mode
46、l,called“open innovation,”is emerging.This model relies on more collaborative research among various internal units and with external organizationsIn knowledge retention,there is the problem of employee turnover which may lead to knowledge leakageGlobal virtual teams,which do not meet face to face,m
47、ay have communication and relationship barriersThe“not invented here”syndrome causes some managers to resist accepting ideas from other unitsCopyright 2009 Cengage.All rights reserved.1040Problems and Solutions inKnowledge ManagementAs solutions to combat these problems,corporate headquarters can ma
48、nipulate the formal rules of the game through individual and organizational incentives as well as investing in tacit knowledgeMNEs often must rely on a great deal of informal integrating mechanismsSome try to develop informal social capitalOverall,the micro,informal interpersonal relationships among
49、 managers of various units may create a micro-macro linkCopyright 2009 Cengage.All rights reserved.1041Debates and ExtensionsCorporate controls versus subsidiary initiativesArguments in favor of centralizationvCapability to facilitate corporate-wide coordinationvConsistency in decision-makingvSuffic
50、ient power for corporate-level managers to initiate necessary actionsArguments against centralization and in favor of decentralizationvDecentralization reduces corporate-level managers overload of responsibilities and improves decision qualityvBetter motivates subsidiary-level managers and employees