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英国硕士Management Essay:全球竞争环境 [3]

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:14575

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

关键词:组织竞争跨国企业(竞争环境

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。

structure and organizational strategy is complex and challenging for managers, due to the organizational problems it can create, the enormous control systems that are needed to coordinate all activities and to promote cooperation between subsidiaries to benefit from interdependence and increase performance (Hill, 2011). However, this strategy is still primarily considered an idealistic framework, or idea rather than an organization structure (Segal-Horn and Faulkner, 1999).


挑战——Challenges

'In various MNEs three assumptions have blocked the organizational capability necessary for managing such transnational operations. 1) An assumption that the roles of units are uniform and symmetrical allowing them to manage different businesses functions and national operations in the same way. 2) An assumption that headquarter-subsidiary relationships should be based on clear and unambiguous patterns of dependence and interdependence. 3) Management has the responsibility to exercise decision making and control uniformly' (Bartlett and Beamish, 2011 pages).

To overcome these setbacks the following is needed: differentiation between subsidiaries (by product, function and geography), building interdependence among company units, i.e. not having a centralized or decentralized resource structure, but a dispersed and specialized one, and finally changing centralized control for coordination and cooperation among units with a shared vision of the organizational objectives.


知识转移中的挑战——Challenges in Knowledge Transfer

As one of the main competitive advantages of a firm employing a transnational structure is identification and transfer of strategic knowledge, setbacks and obstacles in knowledge transfer can pose great challenges for the company. On the other hand, the complications in knowledge transfer can also benefit the company, as it is unlikely that the external knowledge transfer mechanisms will be more efficient than the internal ones. The increasing number of transnationals' calls for more efficient knowledge transfer arrangements (Bartlett, 1986). Intellectual knowledge generated within the company can be subdivided further into human, structural and relational capital. Knowledge can be idiosyncratic (low value, high uniqueness), ancillary (low value, low uniqueness), core (high value, high uniqueness) and compulsory (high value, low uniqueness). Out of the above it is the core knowledge that is vital to be shared within a transnational company; however, it is also the hardest to transfer, normally due to its tacitness. But even harder to transfer is the collective tacit knowledge (Ordonez de Pablos, 2006), i.e. knowledge that only exists when certain people cooperate, for example a marketing department in a certain subsidiary can possess important knowledge, but each individual will only contribute some part of it. Extensive communication and coordination is required to share this type of knowledge.

A number of reasons why intellectual knowledge transfer fails were identified by Sluzanski (1996), which include the features, the source, the recipient and the context of the knowledge. This involves problems such as the unwillingness to accept change by the local managers, complexity of knowledge, and low absorptive capacity of the units and the unsuitability of kn论文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。

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