International Strategies and Structure Group E Allan McGavin Fanny Tham Matthias Schmid Uppsala, 08.03.2007 Managing the Multinational Corporation
International Strategies and Structure
Group EAllan McGavinFanny ThamMatthias Schmid
Uppsala, 08.03.2007
Managing the Multinational Corporation
Structure of Presentation
Matthias Bartlett & Ghoshal‘s global, multidomestic and transnational firm Comparison with Perlmutter‘s types of MNC (EPG perspective)
Allan Definition of Administrative Heritage Pros and cons of Administrative Heritage
Fanny Comparison of Embedded Multinational w/ other typologies Theoretical contributions of the Embedded MNC concept
Discussion
HQ
Subsidiary Subsidiary
Subsidiary Subsidiary
The Global Firm
Global firm – Efficient, but lack Local responsiveness
Main task: Be efficient Main advantage: earn cost advantages through
centralized scale operations
Vertical top-down flows subsidiary as receiving unit Information flow HQ - subsidiary and its related problem Need for more national responsiveness
Example: Kao
HQ
Subsidiary Subsidiary
Subsidiary Subsidiary
The Multidomestic Firm
Multidomestic firm – Responsive to the environment, but Costly
Subsidiaries much more autonomous Main task / advantage: natural fit to the environment
Example: washing machine business, Philips
Related problems:
cost issues
lack of sharing information (isolation)
HQ
SubsidiarySubsidiary
Subsidiary Subsidiary
The Transnational Firm
Transnational firm – Responsive and Efficient, but Costly and hard to Coordinate
Interdependence with other units The role of the subsidiary depends upon its position within the
network of organizational units Main task: interaction between units Main advantage: high integration, shared decision-making Related problems:
amount of information
QUESTION: how to store the information and how to distribute it?
Ethnocentric firm –
Home Standards applied Similarities to the global firm existent
Ethnocentrism: strong top-down commands high control by HQ home standards
Difference: focus of the two perspectives
Polycentric firm – Local Standards applied
Similarities to the multidomestic firm existent
Polycentrism: power in the polycentric view rest with the subsidiaries authority and decision making low in HQ loosely coupled
Difference: communication between subsidiaries (confederation-like)
Geocentric firm – (Global) Firm Standards applied
Similarities to the transnational firm existent
Geocentrism: high information flows (both vertical and horizontal) increasing in complexity strong interdependence
Administrative Heritage - Definition
Definition:
term given to conceptualize: the organizational structure distribution of managerial responsibilities set of ongoing business relationships
that have all developed over the entire life of the organization
Administrative Heritage – The Double-Edged Sword
Can serve as a key competitive advantage Can also pose great obstacle as it resists change Prevents the realignment or broadening of strategies
Related factors: Mission / philosophy Appropriateness of culture (home country, social
systems) Internationalization history of a firm Emulation of competitors
A.H. – Mission & Philosophy
Harold Geneen & ITT Subsidiary autonomy Traditions give stability, guidance Stubborn habits Increased need for global integration…
A.H. – Culture
Kao Face-to-face group decision making Tight control Industry shift towards decentralization…
A.H. – Era of Development
Philips WWII Decentralized Push to centralize embitters subsidiaries
A.H. – Emulation of Competitors
Philips & Matsushita Mutual admiration Attempt to copy other‘s style Mutual initial failure Later realization of A.H. importance
Centralized Decentralized
Administrative Heritage – Conclusion
Need to leverage and build on your existing administrative heritage instead of abandoning it
Adoption of new practices, not an abandonment of your company’s key competencies
Be proud of your heritage!
The Embedded Subsidiary – The Subsidiary’s Conflicting role
The Subsidiary’s conflicting role:
Corporate Context
Business Network
The Embedded Subsidiary – Ethnocentric perspective dominates the Global and International firm
Instructions and information flows from the head quaters to the subsidiaries
The corporate context is most important for the opertations of the subsidiaries
HQ
Subsidiary Subsidiary
Subsidiary Subsidiary
The Global Firm
HQ
Subsidiary Subsidiary
Subsidiary Subsidiary
The International Firm
The Embedded Subsidiary – The Polycentric perspective dominates the Multidomestic firm
Loosely coupled entities, with no or little communication
Surrounding busienss network has a greater influence on the subsidiary’s operations
HQ
Subsidiary Subsidiary
Subsidiary Subsidiary
The Multidomestic Firm
The Embedded Subsidiary – The Geocentric perspective dominates the Transnational firm
Aims to balance the influence of all actors to best achieve the MNC’s goals
Both the corporate context and surrounding business network is important for the subsidiary
HQ
SubsidiarySubsidiary
Subsidiary Subsidiary
The Transnational Firm
The Embedded Multinational – Emphazises that the MNC exists in an open environment
The Conficting role of the Subsidiary (business network and corporate context)
Helps us: to understand different roles within the MNC why some subsidiaries are more influnential
Questions (1)
What do you feel are some of the ways for a MNC to change without sacrificing its administrative heritage?
Consider the case of a transnational corporation. How should you store information and how should it be distributed?
Questions (2)
What do you think are the main obstacles of the transformation from ethnocentrism via polycentrism to geocentrism?
The case of Aspa emphasizes the importance of choosing your acquisitions carefully. What do you feel are the main issues in deciding which companies to buy?
Questions (3)
How would a MNC handle a unit that is reluctant to participate in the transnational network?
Is it possible to create a ”perfect” transnational firm?
THANKS FOR YOUR ATTENTION
Allan, Fanny, Matthias