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1. Article summary (195 words)
The article “Unleash Innovation in Foreign Subsidiaries” by Birkinshaw, J. & Hood, N. (2001) indicates the four incentive tactics to promote innovation in overseas subsidiaries. One intensive attempt of global business is encouraging and making use of brilliant ideas, which are frequently found in remote subsidiaries. To achieve this target, parent companies should consider its foreign units as peninsulas instead of islands. This means that each far-off subsidiary is a not a discrete unit but is the complement of the parent company to acquire the strategic objectives.
There are four key resolutions to boost the local subsidiaries’ liberalization. Firstly, the response to the budgets need of subsidiaries should be allocated wisely. The headquarters can give the subsidiaries the discretion with acceptable budgets to trial practice new ideas. Secondly, the executors need to develop a formal request for proposal (RFP) to foster the competency. Thirdly, the subsidiaries should stand by themselves to operate unusual projects. Finally, launching an international connection is the decisive factor to enable a successful project contributed by various organizational components.
By establishing supportive practices to nurture breakthrough ideas, the foreign subsidiaries would be empowered develop stellar ideas more flexible. Moreover, the communication flow among the central company and its satellites would be improved.
2. Reasons for choosing this article (95 words)
There are many critical factors contributing to the success of a global company. Some significant aspects that I had seized are the global brands (Holt et al., 2004), the distance matter (Ghemawat, 2001), the international strategy (Ghemawat, 20...
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...eview, 82(12), 82-90.
Ghemawat, P. (2001). Distance Still Matters - the Hard Reality of Global Expansion. Harvard Business Review, 79(8), 137-147.
Ghemawat, P. (2007). Managing Differences: The Central Challenge of Global Strategy. Harvard Business Review, 85(3), 58-68.
Ghemawat, P. & Hout, T. (2008). Tomorrow's Global Giants? Not the Usual Suspects. Harvard Business Review, 86(11), 80-88.
Hampton, A. & Rowell, J. (2006). Managing across Borders at Dixons. [Case Study]. The University of Buckingham.
Holt, D. B., Quelch, J. A. & Taylor, E. L. (2004). How Global Brands Compete. Harvard Business Review, 82(9), 68-75.
Raman, A. P. (2003). The Global Brand Face-Off. Harvard Business Review, 81(6), 35-46.
Rugman, A. M. & Verbeke, A. (2004). A Perspective on Regional and Global Strategies of Multinational Enterprises. Journal of International Business Studies, 35(1), 3-18.
Valaskakis, K. (1998). The challenge of strategic governance: Can globalization be managed? Optimum, vol. 28, no. 2, pp. 26-40.
Outsiders wondered how each company’s internal changes would affect their endless competitive battle in the industry. The case illustrates how global competitiveness depends on the organizational capability, the difficulty of overcoming deeply rooted administrative heritage, and the limitations of both classic multinational and global models.
... this level, participation in global business can help XYZ to achieve economies of scale that cannot be achieved in domestic markets (Breser-Pereira, 2009).
Dewhurst, M., Harris, J., & Heywood, S. (2011). Understanding your 'globalization penalty'. Mckinsey Quarterly, (3), 12-15.
Firms exist with the purpose of create and deliver economic value (Bensaco et al 2010, p. 365); therefore, business that create better economic value than its competitors will attain an advantage position in market place. Companies might try to improve its sales (profit) through domestic expansion, product diversification or by internationalisation; this report will focus on the reasons of espressamente Illy to expand internationally; additionally, its sources of competitive advantage and, the analysis of three markets in which company want to participate.
Gilpin discussed the MNC’s evolution through the lenses of a number of business economic theories. Using Raymond Vernon’s Product Cycle Theory, the overseas expansion of American companies until the 1960s was shown as a means of preempting foreign competition and preserving monopoly positions, which was possible then because of the wealth and technology gaps that existed between the US and the rest of the world (282-83). Following the closing of such gaps, Dunning and the Reading School’s Eclectic Theory explained the next stage of the MNC’s evolution as propelled by the great leaps made in technology and communication, which made internationalized management both possible and viable (283). Michael Porter’s Strategy Theory, meanwhile, asserted that the MNC is now in the era of strategic management, wherein activities and capabilities spanning borders allow it to “tap into the value chain” in the most advantageous positions (285-85). Gilpin made an interesting point, however, that MNCs are oftentimes the result of market imperfections and unique corporate situations. In many instances, the decision to expand a firm’s operations in another country was a means of circumventing protectionist measures and trade barriers, or simply to curry favor with governments, as practiced by IBM (280...
Moreover, it provides a high commitment to international operations. In addition, companies can take control of their supply chain by the use of wholly own subsidiaries. On the other hand, the disadvantage is that an execution error or malfeasance at a subsidiary can seriously affect the financial performance of the company. Each approach can be preferable at a certain circumstances, such as the type of business, globalization opportunity, management style, and the ability to accept risk.
15. Hill, Charles W.L. International Business: Competing in the Global Marketplace. New York : McGraw-Hill, 2007.
Q2. What is intrapreneurship? How can a business organisation incentivise and benefit from it? In the essay, the author will explain intrapreneurship, how a business can incentivise it, and the benefits of using this concept. The essay will incorporate real examples to support the content given.
When a company decides to take their business international, there are many different factors that they need to take into account. There are differences in management styles, international laws and treaties that regulate international business, trade barriers, tariffs, taxes, exchange rates as well as cultural customs that come into play. Each of these is significant and needs to be taken into account in order to minimize potential problems. It is essential to an expanding company to study these factors and integrate them into taking their business abroad. Many times, lack of knowledge can create serious problems and in some situations stop a business deal from happening all together. If such matters are not ever correctly dealt with they can completely destroy the entire business. All a company needs to do to reduce this risk is some research in the international market.
In business competition, the world economy has been continuously developed and also influenced on the volume of international trade and financial transactions. One of the most critical issues affecting national economies is the process of globalization (Oknation.net, 2009).
In a classic Harvard Business Review article, the late Theodore Levitt (1983, p. 92) lyrically expressed his views about the globalizations оf world markets:
To be successful in today’s global market, managers and leaders need to understand more than just technical skills. Managers and leaders should also understand globalization and organizational behavior. Globalization is the tendency of businesses, technologies, or philosophies to spread throughout the world, or the process of making this happen. The global economy is sometimes referred to as a globality, characterized as a totally interconnected marketplace, unhampered by time zones or national boundaries (Search CIO). Organizational behavior is a field of study that studies individuals groups, and structure. Organizational behavior applies the knowledge gained about individuals, groups, and the effect of structure on behavior in order to make organizations work more effectively (Robbins,2014).Gaining an understanding of globalization and its effect on organizational behavior is crucial to interacting effectively in the modern global economy. Globalization affects an organization’s behavior in several ways like stimulating hyper competitive pricing for a product or service, perpetuating continuous operations and communicating around the clock and globe, capitalism is replacing governmental control and organizations are no longer constrained by borders, and corporations are becoming more heterogeneous and adapting to people who are from different nationalities and cultures. To be successful in a global economy, professionals should have a thorough knowledge of sociology, psychology, communication, and management.
Ghemawat, P 2013. Redefining Global Strategy: Crossing Borders in A World Where Differences Still Matter. 1st ed. Harvard Business Press, New York.
Stonehouse, G., Campbell, D., Hamill, J. & Purdie, T. (2004). Global and Transnational Business (2nd ed.). Chichester: John Wiley & Sons.