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论文作者:www.51lunwen.org论文属性:作业 Assignment登出时间:2016-03-09编辑:zhaotianyun点击率:14574
论文字数:3476论文编号:org201603071846533223语种:英语 English地区:英国价格:免费论文
摘要:摘要:本文主要讲述了全球竞争环境下需要组织竞争的能力进入新市场的能力,实现规模经济,迎接挑战。
In order to develop an innovation capability that fits a fast-moving environment, there is a need of an organization that is able to sense consumer pReferences in one country, link it to the resources developed in another country, to then disseminate it to all the subsidiaries around the organization, namely a transnational organization solution, allowing locally leveraged and globally linked innovation (Barlett and Beamish, 2011). The decision making process must be balanced between global managers and national managers to develop a multidimensional organisation, where the capabilities and influences of national managers are taken into account. Each subsidiary must become responsible for a certain activity, which must share with the rest of the organization so that the whole company benefits from this expertise, therefore communication channels, administrative systems and information flows must be adapted to favour coordination, cooperation among subsidiaries and avoidance of duplication of efforts (Barlett and Beamish, 2011).
This organizational structure follows the N-form (network) as opposed to the M-form (multi-divisional) since it focuses on integration, combination, multiplication of resources and capabilities, and managing assets and core competencies as a network of alliances, as opposed to functional or geographical division (Segal-Horn and Faulkner, 1999). The ultimate objective is to have access and make efficient use of all the resources the company has at its disposal globally, including both globalized knowledge and localized tacit knowledge (Barlett and Ghoshal, 1989). By achieving this, a multidimensional and flexible organization will be built, with higher interdependence between subsidiaries that will raise the competitive advantage.
According to Barlett and Ghosal (2002) a company should assess the nature and strength of the forces shaping the industry and competitive environment in which it operates. For example: Unilever analyzed the market of the packed goods and managed to build competitive advantage by supplementing the company's well-developed ability to sense and respond to local marker with new strategic capabilities. Therefore, it is not only the environment that should be considered, but also the company's ability to create and most importantly manage such capabilities. Another option to adopt the transnational model is when the industry in which the company operates becomes transnational. Companies should build sensitivity and responsiveness to worldwide markets quickly and control the cost by starting offshore operations. Lastly, before the implementation of the transnational model every aspect should be assessed to facilitate the change in the mindset, creating the 'matrix in the minds of managers' (Barlett and Ghosal, 2002).
Accomplishing the transnational model is not a simple task, as the 本论文由英语论文网提供整理,提供论文代写,英语论文代写,代写论文,代写英语论文,代写留学生论文,代写英文论文,留学生论文代写相关核心关键词搜索。