Chapter

Global Strategy and Organization

Andrew Inkpen and Kannan Ramaswamy

in Global Strategy

Published in print December 2005 | ISBN: 9780195167207
Published online September 2007 | e-ISBN: 9780199789825 | DOI: http://dx.doi.org/10.1093/acprof:oso/9780195167207.003.0004

Series: Strategic Management Series

Global Strategy and Organization

Show Summary Details

Preview

This chapter extends the discussion of strategic approaches by focusing on the organizational demands of global strategies, with an emphasis on MNE structural choices. It begins with a case study to provide an example of the variety of organizational options available to MNEs. It then discusses national responsiveness and global integration as conflicting imperatives. The challenges associated with MNE organizational change from country-centered to globally-oriented is examined, followed by a discussion of the evolution of MNE organizations and the emergence of the transnational concept as an organizing model. The strategy and role of the MNE subsidiary is examined along with a discussion of the reasons why the traditional country-based authority and power of subsidiaries is waning. The chapter concludes with some consideration of how the MNE of the future will manage the inevitability of increased organizational complexity.

Keywords: structure; national responsiveness; localization; integration; subsidiary

Chapter.  9651 words.  Illustrated.

Subjects: Business Strategy

Full text: subscription required

How to subscribe Recommend to my Librarian

Buy this work at Oxford University Press »

Users without a subscription are not able to see the full content. Please, subscribe or login to access all content.