Presentation on theme: "International Business"— Presentation transcript:
1 International Business Chapter FifteenThe Organization of International Business
2 Chapter ObjectivesTo profile the evolving understanding of the organization of international businessTo describe traditional and contemporary organizational structuresTo study the systems used to coordinate and control operationsTo profile the role of organizational cultureTo examine special situations in the organization of international business
3 IntroductionOrganization: the complementary mix of formal structure, coordination and control systems, and cultural values needed to create value and implement an organization’s strategyAn insightful strategy is a necessary but insuf-ficient condition for long-term organizational success.Building an organization to implement an effective strategy requires the integration of different people, teams, groups, and units into a smoothly functioning whole.
4 Fig. 15.1: The Organization of International Business
5 The Causes of Organizational Change Revolutionary changes in the environment and the nature of work challenge managers to downsize, delayer, restructure, reengineer, and reinvent the organization.globalization: changes the opportunity set and efficiency frontier for firmsknowledge: an increasingly important engine of sus-tainable comparative advantagethe Internet: an efficient and effective global organi-zation of knowledge, people, and other resources that challenge conventional notions of control[continued]
6 the conduct and context of employees’ jobs: the creation of value that exhibits astonishing variability, problem solving, and intellectual contentworldwide employee empowerment: decentralized decision-making and the development of common ideas and ideals to ensure that all employees act in the best interests of the firman expanded social contract between employees and organizations: includes greater employee participation in problem-solving and decision-makingincreasingly sophisticated corporate strategies: new combinations of key activities leading to new organi-zational requirements
7 Organizational Structure Organizational structure: the formal arrangement of roles, responsibilities, and relationships within an organizationOrganizational differentiation: the way in which different units and subunits within a firm are organized and assigned to work on different levels and kinds of tasksA company’s choice of structure depends upon:the configuration of its value chain in terms of the location(s) and type(s) of its foreign facilitiesthe impact of international operations on total corporate performance
8 Vertical Differentiation Vertical differentiation: the way in which an organization balances centralized vs. decentralized decision-making alternatives [the locus of power]Centralization: the degree to which high-level managers (usually above the country level) make decisions and then pass them down to lower levels for implementationDecentralization: the degree to which lower-level managers (at or below the country level) make and implement important decisionsUsually, centralized decision-making is associated with an international or global strategy, decentralized decision-making with a multidomestic strategy, and a combination of the two with a transnational strategy.All organizations must determine who will have what authority to make which decisions.[continued]
9 [see Chapter Two regarding the cultural environment] The reason for choosing one type of decision-making authority over another is partly a function of attitude.[see Chapter Two regarding the cultural environment]ethnocentric attitude: encourages an international or global firm to develop core competencies in its home country and then closely supervise their transfer and use abroad i.e., centralized decision-makingpolycentric attitude: encourages a multidomestic firm to grant decision-making authority to foreign subsidiaries, i.e., decentralized decision-makinggeocentric attitude: encourages a transnational firm to creatively balance the competing needs for centralized and decentralized decision-making in order to respond to both global and local pressuresDecision-making should occur at the level of the people most directly affected and who have the most intimate knowledge about the problem—the current trend is toward more decentralized structures.
10 The Principles and Practice of Centralization and Decentralization CENTRALIZATION DECENTRALIZATIONPremises PremisesDecisions should be made by Decisions should be made by senior managers lower-level employees.The effectiveness of the value The effectiveness of the value chain depends on headqtrs.’ chain depends on local retaining authority. managers’ authority.Centralized decisions ensure Decentralized decisions ensure that operations in different that operations in different countries help achieve global countries help achieve global objectives. objectives by first meeting national goals.[continued]
11 The Principles and Practice of Centralization and Decentralization CENTRALIZATION DECENTRALIZATIONAdvantages AdvantagesCoordination of the value chain Decisions are made by those is facilitated who are directly involved.Decisions are consistent with Lower-level managers are corporate objectives. allowed to exercise initiative.Duplicate activities are pre Lower-level employees are empted. motivated to perform better.The risk of costly, wrong, lower- Flexible responses to rapid level decisions is reduced. changes are enabled.Consistent dealing with stake Subsidiary managers are held holders is ensured more accountable.[continued]
12 The Principles and Practice of Centralization and Decentralization CENTRALIZATION DECENTRALIZATIONDisadvantages DisadvantagesInitiative among lower-level The organization is put at risk employees is discouraged. if bad, lower-level decisions are made.Demoralized lower-level workers Cross-unit coordination and wait for instructions strategic fit are impeded.Information flows from the top Subsidiaries likely favor their down; thus, bottom-up own projects at the expense innovation is pre-empted. of global performance.[continued]
13 The Principles and Practice of Centralization and Decentralization CENTRALIZATION DECENTRALIZATIONEncouraging Factors Encouraging FactorsCorporate policies call for global Conditions call for local re- integration and uniformity sponsiveness and adaptation.Interdependent subsidiaries The firm is geographically share value activities. dispersed.Firms need to move resources Economies of scale can be from one activity to another. achieved nationally.Upper-level managers are more Lower-level managers are more experienced decision-makers. capable decision-makers.Decisions are important and Decisions are relatively minor the risk of loss is great. but must be made quickly.The need for foreign nationals to reach headqtrs. is low.
14 Horizontal Differentiation Horizontal differentiation: the way in which a firm is divided into discrete units and sub-units that are assigned responsibility for specialized tasks• Horizontal differentiation describes the way in which a firm designs its formal structure in order to:specify the total set of organizational taskslogically divide those tasks into jobs, departments, subsidiaries, and/or divisionsassign authority and reporting relationships in ways that are designed to support the firm’s strategiesTraditionally MNEs have resolved these issues on the basis of function, type of business/product, geographic region, or some combination of the three.
15 The Design of the Formal Structure Functional Structure:groups specialized jobs according to traditional business functions [specifies roles and relationships according to inputs]maximizes scales economies by arranging work responsibilities and relationships in the most efficient formatis ideal when a company’s products share a common technology (a narrow product line) and competitive pressures push for a cost-leadership strategyThe long chain of command that spans many levels of hierarchy does not build the knowledge-generating and decision-making relationships necessary to respond to environmental changes requiring coordination across departments.[continued]
16 The Design of the Formal Structure Divisional Structures:establish groups according to units, products, customers, or regions [specifies roles and relationships according to outputs]International Division: creates a critical mass of international expertise, but may struggle to get resourcesProduct Division: creates synergies between foreign and domestic operations, is well-suited for diverse product lines, but lacks the means for one division to learn from anotherGeographic Division: creates economies of scale on a regional basis, works well when foreign operations are large but not dominated by a single region or country, but leads to the costly duplication of similar value-added activities [continued]
17 The Design of the Formal Structure Matrix Structure:simultaneously attains the benefits of the functional and divisional forms [theoretically equips an MNE to capture the benefits of both integration and responsiveness]gives functional, product, and geographic groups a common focushas dual reporting relationships rather than a single chain of command, thus ensuring the exchange of information and resourcesBlurred lines of responsibility and relationships confuse the clarity of the chain of command, even though groups are required to compete for resources and control.Mixed Structure: each is idiosyncratic, reflecting legacies, executive preferences, and/or circumstances [a combi- nation of functional, regional, and product dimensions]
18 Fig. 15.2: Placement of International Activities within the Organizational Structures for International Businesses
19 Contemporary Structures Contemporary Structures: learning organizations that champion limitless spans of control, ad hoc teams, and self-organizing groups by eliminating vertical, horizontal, and external boundaries that hinder information flows• Network Structure: a small, core organization that outsources certain value activities to key partners in order to focus on those activities in which it creates maximum valueJapanese keiretsus rely heavily upon long-term personal relationships among high-level managers in different companies.Virtual Organization: a temporary arrangement among partners that can be easily reassembled to adapt to market changes [permits organizations to acquire resources and/or strategic capabilities by creating a temporary cluster of partners]Project Structure: all work is project based—teams form, disband, and form again as the flow of work requires
20 Fig. 15.3: A Simple Depiction of the Network Structure
21 Coordination SystemsCoordination systems: link the operations of inter-dependent units and individuals of a firmCoordination by standardization:sets universal rules and procedures that apply to units worldwide [a prescriptive, day-to-day infrastructure]enforces consistency in the performance of activities across geographically dispersed unitshelps a firm leverage its core competencies and bring the advantages of scale to its operationsis ideally suited for strategies that champion constancy and predictability in industries that are more stable than volatile, i.e., an international or geocentric strategy[continued]
22 Coordination by mutual adjustment: Coordination by plan:requires interdependent units to meet common deadlines and objectivesis ideally suited for firms that create value by adapting operations to local conditions, i.e., a multidomestic strategyCoordination by mutual adjustment:requires managers to interact with counterparts to enable the flexible exchange of ideasrequires that firms adopt a formal structure and install standardization and planning systemsis ideally suited for firms that find value in creating more opportunities and incentives for interdependent parties to communicate with one another, i.e., when firms face new problems that cannot be defined with customary rules or procedures
23 Control SystemsControl process: directs and monitors the activities of individuals in order to compel actions that support the goals of the firmControl methods:market control: uses external market mechanisms to establish internal performance benchmarks and standards [complements a geocentric strategy]bureaucratic control: uses centralized authority to install an extensive set of rule and procedures to govern a broad range of activitiesclan control: relies upon share values among all employees to idealize and moderate preferred employee behaviors [complements a transnational strategy][continued]
24 Control mechanismsreports: should be timely to allow an effective responsesubsidiary visits: should balance information collection and sharing with the offering of advise and directivesmanagement performance evaluation: should separate a manager’s performance from a subsidiary’s performancecost and accounting comparability: should interpret different costs and accounting practices fairlyevaluative measurements: should include a reliable combination of financial and non-financial indicatorsinformation systems: should periodically reevaluate information needs in order to minimize costs and ensure relevancy
25 Organization CultureOrganization culture: the set of fundamental assumptions about an organization, its goals, and its practices that employees shareKey features of a firm’s organization culture include:managerial values and principlesthe work climate and atmospherepatterns of “how things are done around here”traditionsethical standardsStudies confirm a significant link between organization culture and the financial performance of a firm.
26 Strategy and Organization Culture The shared values of an organization influence both employees’ perceptions as well as the ways in which they respond to the world.Sustainable benefits and lasting competitive advantage can only be realized when a firm exhibits a complemen-tary organization culture:an international strategy: requires rules, regulations, and uniformitya global strategy: requires standardizing employees’ viewsa multidomestic strategy: requires greater tolerance of the local interpretation of corporate goalsa transnational strategy: requires a strategic blending of standardization and adaptation, i.e., dynamic flexibility
27 Fig. 15.4: Organizational Culture Aspects of Types of Strategies
28 Special SituationsAcquisitions: the culture of an acquired organi-zation may differ because of both company and national practicesShared ownership: decision-making is limited and assumptions and behavior will likely differ when two or more entities share ownershipDynamic nature of performance: as a firm’s international business evolves, both its organiza-tional structure and its coordination and control systems must also evolve
29 The Role of Legal Structures When operating abroad, firms choose among legal forms that affect their decision-making power, their tax exposure, their ability to protect intellectual property, and their legal liability.Foreign branch: a wholly-owned foreign oper-ation that remains legally part of the parent companySubsidiary: a legally separate company, i.e., a foreign direct investment, whose liability is usually limited to the subsidiary’s assets[continued]
30 Types of subsidiaries and operating form, i. e Types of subsidiaries and operating form, i.e., distinc-tions to be heeded in designing a foreign operation:the ability of the parent to sell its ownershipthe number of stockholders required to establish a subsidiarythe percentage of foreigners who can serve on the board of directorsthe amount of required public disclosurewhether equity may be acquired by noncapital contribu-tions such as goodwillthe types of businesses (products) that are eligiblethe minimum capital required for establishing a subsidiary
31 Implications/Conclusions Organization is an integrated function of formal structure, coordination and control systems, and organizational culture.• The degree of centralization in an MNE is influenced by pressures for global integration versus local responsiveness, the competence of headquarters versus subsidiary personnel, as well as decision importance, expediency, and quality expectations.
32 Artfully engineering an organization that configures globally dispersed resources to meet the mandates of multinational operations is the frontier of inter-national business.While traditional organizational structures rely on hierarchical formats, contemporary structures eliminate the horizontal, vertical, and/or external boundaries that block the development of knowledge-generating and decision-making relationships.MNEs need to develop coordination and control mechanisms that prevent the duplication of efforts, ensure that headquarters does not withhold the best resources from international operations, and include insights from across the entire firm.
33 Value Creation V - P P - C V P V - C C V = Consumer Value P = Market PriceC = Cost of ProductionV-P = Consumer SurplusP-C = Profit MarginV-C = Value AddedV - PP - CV - CVPC
34 The Firm as a Value Chain Support ActivitiesCompany InfrastructureInformation SystemsHuman ResourcesMaterials ManagementR & DProductionMarketing & SalesServicePrimary Activities
35 Location Economies Pontiac LeMans Creating a Global Web Assembly Parts SalesDesignAdvertisingPartsPontiac LeMansParts
36 The Experience Curve Strategic Significance BAAccumulated OutputUnit CostsStrategic SignificanceMoving down the curve reducesthe cost of creating value.
37 The Advantages and Disadvantages of the Four Strategies StrategyAdvantagesDisadvantagesGlobalExploit experience curve effectsLack of localresponsivenessExploit location economiesLack of localInternationalresponsivenessInability to realizeTransfer distinctivecompetencies tolocation economiesForeign MarketsFailure to exploit experience curveeffects
38 The Advantages and Disadvantages of the Four Strategies StrategyAdvantagesDisadvantagesMulti-domesticCustomize product offeringsand marketing in accordancewith local responsivenessInability to realize locationeconomiesFailure to exploitexperience curve effectsFailure to transferdistinctive competenciesto foreign marketsTransnationalExploit experience curveeffectsExploit location economiesReap benefits of global learningDifficult to implement dueto organizationalproblems