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INTERNATIONAL BUSINESS Professor H. Michael Boyd, Ph.D.

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INTERNATIONAL BUSINESS Professor H. Michael Boyd, Ph.D.

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    2. Chapter 13 Organization of International Business

    3. Organizational Architecture The totality of a firm’s organization, including the structure, control systems and incentives, processes, culture and people

    4. Organizational Architecture 3 Conditions Required for Superior Enterprise Performance Different elements of the organizational architecture are internally consistent Organizational architecture matches or fits the strategy of the firm Strategy and architecture of the firm are consistent with each other, and consistent with competitive conditions

    5. Organizational Architecture

    6. Organizational Structure Formal division of the organization into subunits Location of decision-making responsibilities within that structure (centralized versus decentralized) Establishment of integrating mechanisms to coordinate the activities of subunits including cross-functional teams or pan-regional committees

    7. Control Systems Metrics used to measure performance of subunits and to make judgments about how well managers are running those subunits

    8. Incentives Devices used to reward appropriate managerial behavior Incentives are closely tied to performance metrics

    9. Processes Manner in which decisions are made and work is performed within the organization While both processes and decision-making both involve decisions, processes are conceptually distinct from the location decision-making responsibilities within an organization

    10. Organizational Culture Norms and value systems that are shared among the employees of an organization Organizations are societies of individuals who come together to perform collective tasks Organizations have their own distinctive patterns of culture and subculture Has a significant impact on how a firm performs

    11. People Not just the employees of the organization Also the strategy used to recruit, compensate, and retain those individuals and the type of people they are in terms of their: skills values orientation

    12. Organizational Architecture

    13. Organizational Structure Three Dimensions Vertical Differentiation Location of decision-making responsibilities within a firm Horizontal Differentiation Formal division of the organization into subunits Integrating Mechanisms Mechanisms for coordination between subunits

    14. Vertical Differentiation Centralization And Decentralization Vertical differentiation determines where in the firm’s hierarchy is the decision-making power concentrated

    15. Vertical Differentiation Arguments for Centralization Facilitates coordination Helps ensure that decisions are consistent with the organization’s objectives Gives top-level managers the means to bring about organizational change Avoids duplication of activities across subunits

    16. Vertical Differentiation Arguments for Decentralization Relieves the burden of centralized decision-making Individuals with freedom and control are motivated Permits greater flexibility to environmental changes Results in better decisions made closer to the situation Increases control by creating subunit accountability

    17. Strategy and Centralization The choice between centralization and decentralization is not absolute and depends on the: type of decision being made firm’s strategy

    18. Horizontal Differentiation: The Design Of Structure Concerned with how the firm decides to divide itself into sub-units The decision is usually based on: organizational function type of business geographical area

    19. Structure of Domestic Firms Most firms begin with no formal structure As they grow, the organization is split into functions reflecting the firm’s value creation activities Functions are typically coordinated and controlled by top management and decision-making tends to be centralized Resulting in a typical functional structure

    20. Functional Structure

    21. Structure of Domestic Firms If the firm diversifies its product line, further horizontal differentiation may be necessary The functional structure may become too clumsy and create problems of coordination and control Firms may switch to a product divisional structure where each division is responsible for the operating decisions and performance of a distinct product line

    22. Product Divisional Structure

    23. International Divisional Structure When firms expand internationally, they often group all of their international activities into an international division In time, it might prove viable to manufacture the product in each country resulting in firms with a: functional structure which replicate the functional structure in every country in which they do business divisional structure which replicate the divisional structure in every country in which they do business This dual structure contains inherent potential for conflict and coordination problems between domestic and foreign operations

    24. International Divisional Structure

    25. Adopting a Worldwide Structure As firms continue to expand internationally, they will abandon the international division structure and its inherent problems and adopt a either a: worldwide area structure which is favored by firms with a low degree of diversification and a domestic structure based on functions worldwide product divisional structure which is favored by diversified firms that have domestic product divisions

    26. International Structural Stages Model

    27. Worldwide Area Structure Divides the world into self-contained, autonomous geographic areas which: decentralizes operational authority facilitates local responsiveness Encourages fragmentation of the organization into highly autonomous entities which: restricts the transfer of core competencies within the firm limits the ability to realize location and experience curve economies and gains associated with global standardization Consistent with a localization strategy

    28. Worldwide Product Divisional Structure Each division is self-contained and autonomous Each division coordinates its value creation activities of each product division Helps realize location and experience curve economies Facilitates the transfer of core competencies and simultaneous worldwide product introductions Country managers are subservient to product division managers which limits local responsiveness

    29. Worldwide Product Divisional Structure

    30. Global Matrix Structure Reduces the limitations of the worldwide area structure and the worldwide product divisional structure Allows for differentiation along two dimensions; product division geographic area Product divisions and geographic areas have equal decision-making responsibility for operating decisions that can result in: a bureaucratic and slow organization power struggles between areas and product divisions lack of accountability with finger-pointing between divisions when something goes wrong

    31. Global Matrix Structure

    32. Integrating Mechanisms As firms divide themselves into subunits, firms need formal and informal mechanisms to integrate their subunits Need for coordination between subunits varies with the strategy of the firm: localization strategy (lowest) international strategy global standardization strategy transnational strategy (highest)

    33. Integrating Mechanisms Coordination can be complicated by differences in the orientation and goals of subunits These differences can result in a lack of respect and inhibit communication between the managers of subunits Differences in subunit orientations can be reinforced by the separations of: time zone distance culture

    34. Formal Integrating Mechanisms

    35. Informal Integrating Mechanism Knowledge Networks Network for transmitting information within a firm that is based not on formal organization structure, but on informal contacts between managers within an enterprise and on distributed information systems Non-bureaucratic conduit for knowledge flows within a multinational enterprise nurtured by information systems and management development programs Successful knowledge networks embrace as many managers as possible who adhere to a common set of norms and share common goals that override their subunits goals

    36. Simple Management Network

    37. Organizational Architecture

    38. Control Systems and Incentives A major task of a firm’s leadership is to control the various subunits of the firm to ensure their actions are consistent with the firm’s overall strategic and financial objectives Multinational firms use four types of control systems: personal controls bureaucratic controls output controls cultural controls

    39. Types of Control Systems Personal Controls Control by personal contact with subordinates Mostly used in small firms Bureaucratic Controls System of rules and procedures that directs the actions of subunits Most prevalent are budgets and capital spending rules

    40. Types of Control Systems Output Controls Setting of goals for subunits to achieve and express them in terms of relatively objective performance metrics Control is achieved by comparing actual vs. targeted performance and intervening selectively to take corrective action Cultural Controls exist when employees “buy into” the norms and value systems of the firm which reduces the need for direct supervision

    41. Incentive Systems Devices used to reward appropriate employee behavior that are usually closely tied to performance metrics Type of incentive used often varies and should: match the employees and the work being performed promote cooperation between sub-unit managers reflect national differences in institutions and culture recognize that they can have unintended consequences

    42. Performance Ambiguity Exists when the causes of a subunit’s performance are not clear Common when a subunit’s performance is partly dependent on the performance of another subunit High levels of strategic interdependence between subunits creates high levels of performance ambiguity localization strategy (lowest) international strategy global standardization strategy transnational strategy (highest)

    43. Interdependence, Performance Ambiguity and Cost of Control

    44. Organizational Architecture

    45. Processes Many processes cut across national boundaries as well as organizational boundaries and can be developed anywhere within a firm’s global operations Often core competencies or valuable skills of a firm are embedded in its processes Efficient and effective processes can lower the cost of value creation and add additional value to the product Formal and informal integrating mechanisms can help firms leverage these processes

    46. Organizational Architecture

    47. Organizational Culture Organizations have their own values and norms that employees are encouraged to embrace and follow Organizational culture tends to change very slowly Emerges from: founders and important leaders national social culture history of the enterprise decisions that resulted in high performance

    48. Maintaining Organizational Culture Firms generally maintain their culture through its: hiring and promotional practices reward strategies socialization processes communication strategy

    49. Organizational Culture and Performance Managers in firms with a “strong culture” share a relatively consistent set of values and norms that have a clear impact on the way work is performed A “strong culture” may not: always be good lead to a high level of performance always be beneficial in all contexts Firm’s with “adaptive cultures” tend to have the highest levels of performance

    50. Organizational Culture and Performance Need for a common organization culture that is the same across a multinational’s global network varies with the strategy of the firm Shared norms and values can facilitate coordination and cooperation between individuals from different subunits Strong common cultures may lead to goal congruence among subunits

    51. Synthesis: Strategy and Architecture

    52. Localization Strategy Firms pursuing a localization strategy: focus on local responsiveness tend to operate with a worldwide area structure have a low need for integrating mechanisms have low performance ambiguity and control costs

    53. International Strategy Firms pursuing an international strategy: create value by transferring core competencies from home to foreign subsidiaries tend to operate with a worldwide product division structure have a moderate need for control and integrating mechanisms have low performance ambiguity and control costs

    54. Global Standardization Strategy Firms pursuing a global standardization strategy: focus on the realization of location and experience curve economies tend to operate with a worldwide product division maintain control of most decisions by headquarters have a high need for integrating mechanisms encourage strong organizational cultures

    55. Transnational Strategy Firms pursuing a transnational strategy : focus on the simultaneous attainment of location and experience curve economies, local responsiveness, and global learning tend to operate with a matrix structure with some decisions centralized and others decentralized have a high need for coordination utilizing an array of formal and informal integrating mechanisms and encourage a strong culture have high performance ambiguity and control costs

    56. Environment, Strategy, Architecture, and Performance There must be a “fit’ between the strategy and architecture of the firm to achieve high performance Firm’s strategy must be consistent with its environment Firm’s organization architecture must be consistent with its strategy

    57. Organizational Change Firms need to alter their architecture to conform to the changes in the environment in which they are competing and the strategy they are pursuing Organizations are difficult to change due to their organizational inertia

    58. Organizational Inertia Sources of inertia include the existing: distribution of power and influence culture (norms and values) of the organization senior managers’ preconceptions about the appropriate business model or paradigm institutional constraints (national regulations)

    59. Implementing Organizational Change Although all firms suffer from inertia, the complexity and global spread of many multinationals make it particularly difficult for them to change their strategy and architecture Yet the trend toward globalization in many industries has made it more critical than ever that the multinational firms do just that as their competitive environments change

    60. Basic Principles for Successful Organization Change Unfreeze the organization through shock therapy by taking bold actions like plant closures or dramatic structural reorganizations Quickly move the organization to a new state through proactive change in the architecture so that it matches the desired new strategic posture Refreeze the organization in its new state and establish a new culture and socialize employees into the new way of doing things

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