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finition and their underlying characteristics, as it is suggested in the Leong & Chin (1993) cross-sectional analysis, they could develop a hybrid model that adapts better to their own circumstances and specific cost-benefits tradeoffs, rather than to adopt a pure organizational form.

管理心得——Managerial Implications

Companies have to design strategies to deal with the changing business environment in the market. Due to globalization, the management of increasing complexity and diversity is a challenging task. The need of global competitiveness, national responsiveness and worldwide innovation increases; the need for the corporations to compete successfully becomes essential. Mechanisms like task forces, committees, and project teams if implemented effectively can manage the allocation of responsibility and authority. The flow of information which is called the organizational physiology can be maintained by keeping the formal and informal relationships among managers, communication channels in shape (Barlett and Ghosal, 2002). Informal socialization of the members of transnational organization is more influential than the formal meetings which simplify the decision and negotiation process. Large volume of information exchange should take place in a well planned way in order to flow through the integrated network of transnational model and reach the diverse locations (Figure 2). This can be done by keeping the information exchange forum up to date to meet the ever increasing demand of planning and control systems. Barlett and Ghosal (2002) state that the informal tools used to develop the physiology of the transnational organization can create a network of tributaries, feeder streams, linking canals and temporary channels for information that shapes the decision-making process and influences its outcomes in more subtle and flexible ways. As the work force is diverse in transnational corporation; shared management understanding is often a much more forceful coordinating tool than either structure or systems (Barlett and Ghosal 2002). Top management's role should be played with great responsibility, as it has the most powerful influence on the company's culture and behaviour of the employees. National managers, should sense local needs, while global and worldwide managers should be aware of competitor advancements and coordinate information and knowledge transfer within the organization. (Barlett and Beamish, 2011) A strong culture inside the firm is indispensable to achieve an integrated network (Hill, 2011), as well as a deep understanding by all employees of the vision and mission of the firm (Barlett and Beamish, 2011). Top management in transnational must retain the clarity of line authority and should pay a greater deal of attention to the allocation of responsibilities (Barlett and Ghosal, 2002). All levels of managers should have the right to raise their point of view; company must make sure that there is no overlapping in responsibilities to reduce the probability of conflicts. Decision making responsibilities vary on the basis of their perspective and scope and should be handled by appropriate levels of management or sometimes combined in order to reach the ideal decision which is beneficial for the corporation. Barlett and Ghosal (2002) state the example of Unilever where the personnel policies were used not only to facilitate personal development and encourag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。