Presentation is loading. Please wait.

Presentation is loading. Please wait.

Repetition: Chapter 7: Global Alliances and Strategy Implementation PowerPoint by Hettie A. Richardson Louisiana State University.

Similar presentations


Presentation on theme: "Repetition: Chapter 7: Global Alliances and Strategy Implementation PowerPoint by Hettie A. Richardson Louisiana State University."— Presentation transcript:

1 Repetition: Chapter 7: Global Alliances and Strategy Implementation PowerPoint by Hettie A. Richardson Louisiana State University

2 Strategic Alliances Partnerships between two or more firms that combine financial, managerial, and technological resources and their distinctive competitive advantages to pursue mutual goals Also referred to as cooperative strategies

3 Categories of Alliances Joint Ventures PSA Peugeot-Citroen Group and Toyota Equity strategic alliances TCL-Thompson Electronics Non-equity strategic alliances UPS and Nike Global strategic alliances Covisint

4 Motivations and Benefits of Global and Cross-Border Alliances To avoid import barriers, licensing requirements, and other protectionist legislation To share costs of research and development Toshiba To gain access to markets that favor domestic companies To reduce political risk To gain rapid entry into a new or consolidating industry

5 Challenges in Implementing Global Alliances Many alliances fail or end up in takeover Choosing the right form of governance The benefits of cooperation vs. the dangers of new competition

6 Guidelines for Successful Alliances Choose a partner with compatible strategic goals and objectives Seek complementary skills, products, and markets Work out how each partner will deal with proprietary knowledge or competitively sensitive information Recognize that most alliances only last a few years

7 Knowledge Management in IJVs

8 Repetition: Chapter 8: Organization Structure and Control Systems PowerPoint by Hettie A. Richardson Louisiana State University

9 Organizational Structure Must evolve to accommodate internationalization Must “fit” with strategy Should be contingency based

10 1. Modernismens strukturtænkning Differentiering Dele hovedopgaven op i underopgaver Integrering Koordinere udførelsen af disse underopgaver, så de tilsammen løser hovedopgaven Differentiering sker i funktionerne, og jo større differentiering, jo større integrationspres Typisk en ledelsesfunktion

11 ”After the task has been divided into specialist subtasks, the problem is to integrate the subtasks around the completion of the global task. This is the problem of organization design.” Jay Galbraith (1974), Organization Design – An Information Processing View DifferentieringIntegrering Formaliseringens cirkelbevægelse Problemet er at finde den rette balance hvis ikke organisation skal drukne i kompleksitet

12 Choice of Organizational Form Multidomestic Strategy International Strategy Globalization Strategy Transnational Strategy Exhibit 8-7


Download ppt "Repetition: Chapter 7: Global Alliances and Strategy Implementation PowerPoint by Hettie A. Richardson Louisiana State University."

Similar presentations


Ads by Google