All these options may serve to add back new complexity for management until the governance provisions and 'logic' are sorted out clearly. How managers go about the task will provide a fruitful and challenging domain for future research (Lautanen, 2000)
firms by 2004. It also estimated that a substantial number of the Fortune 500 firms will have 40% of their revenues and profits from alliances (Lumme, et al
For the purposes of organizational studies, the interest has shifted into what can more generally be called corporate strategy. How can one satisfactorily explain the causes of firms' long-run performance? (MacMillan, et al
Better ways to create and meld knowledge across internal boundaries may in turn inspire a whole new generation of organizational 'solutions' to the management of complexity. If the limits of both scale and complexity are pushed back, then perhaps we really will see the trillion-dollar corporation become a reality (Madsen & Servais, 2007)
How managers go about the task will provide a fruitful and challenging domain for future research (Lautanen, 2000). The internationalisation process model, Vernon's product life cycle model and various theories of corporate control and coordination have been examined to ascertain what insights they offer to understanding the relationship between FDI and strategy (Mason & Harrison, 1999)
Identification of a research agenda Research examining the internationalisation of the Australian economy has focussed primarily on macroeconomic aggregates such as the levels of imports and exports and the growing importance of these in the Australian GDP (Aspelund & Moen, 2001). Relatively little attention has been given to the internationalisation of the economy through offshore production by Australian firms or through production within Australia by foreign multinationals, the exceptions being the McKinsey and Company (1993), Yetton Davis and Swan (1991), Department of Industry, Science and Technology (1994) and Bureau of Industry Economics (1995) (McAuley, 1999)
It may be that irrational factors are important at times. For example, it might be that the rush to acquire businesses in Europe prior to 1992 and to acquire companies in Asia in the mid-1990s reflected a bandwagon effect with firms developing strategies to legitimise their investments after the decision has been made (McDougall, et al
hierarchies, today we have to add the role of contracts. It is becoming commonplace for managers to talk about their 'asset ecologies' - those assets that help create value for them (McNaughton & Bell, 2000)
My early work was done at a time when just a few multinationals were beginning to experiment with some form of a matrix organization. They were the multinationals at the extremes of complexity in the array of products, technologies, geographies, and cultures assembled to deliver returns to shareholders (Moen & Servais, 2002)
My early work was done at a time when just a few multinationals were beginning to experiment with some form of a matrix organization. They were the multinationals at the extremes of complexity in the array of products, technologies, geographies, and cultures assembled to deliver returns to shareholders (Moen & Servais, 2002)
My early work was done at a time when just a few multinationals were beginning to experiment with some form of a matrix organization. They were the multinationals at the extremes of complexity in the array of products, technologies, geographies, and cultures assembled to deliver returns to shareholders (Moen & Servais, 2002)
ITT's conglomerate configuration and its matrix structure are long gone. Its name, which originally signified a telecommunications business, the remains of which were eventually acquired by France's Alcatel, now is found on a medium-size industrial components manufacturer (Oviatt & McDougall, 2008)
ITT's conglomerate configuration and its matrix structure are long gone. Its name, which originally signified a telecommunications business, the remains of which were eventually acquired by France's Alcatel, now is found on a medium-size industrial components manufacturer (Oviatt & McDougall, 2008)
' There are at least four obvious retorts: (1) Jack Welch. (2) a clear criterion for deciding what businesses to be in - the Welch rule of 'be number one or two, fix to be number one or two, or sell' (Preece et al
Perhaps GE is not quite the unalloyed, triumphal success story implied by its stock price. Many of the businesses it abandoned were in global, or rapidly globalizing, industries, for example consumer electronics, semiconductors, computers and peripherals, and wireless communications (Reitan & Sorheim, 2000)
Today there are few, if any, large commercial organizations that are entirely national in the scope of their operations - from supply chains to customers. Consequently, the distinction between multinational enterprise and 'big business' has effectively disappeared (Wetzel, 2005)
Over the past ten years, these assignments climbed (Berger, 2012). An article in the International Journal of Business and Management points out that while there have been a plethora of studies that look into why and how certain management strategies are incorporated by companies, there has been a dearth of attention paid to the various theoretical positions, problems and possibilities that are obvious in the international management literature (Adeleye, 2011)
In today's environment social capital is becoming vitally important when a company is entertaining the idea of going international. Human relations' practices have become aspects in determining social capital (Baughn, 2011)
HR technology vendors haven't made this easy in the past, as only the largest vendors have mature global platforms. Most technology applications have been built within a single country, and only a few have ventured to provide regional solutions (Beaman, 2010)
They will need to do so not from an exclusively local management view, but from a corporate-wide perspective. And finding a balance between local market, cultural HR issues, and broader strategic corporate objectives, this balance will be key to turning sometimes rigid, back-office HR departments into strategic global assets (Berger, 2012)