Voyevodins' Library _ "International Business: Competing in the Global Marketplace" / Charles W.L. Hill ... Chapter 13 ... legal risk, legal system, Leontief paradox, letter of credit, licensing, local content requirement, location economies, location-specific advantages, logistics, Maastricht Treaty, maker, managed-float system, management networks, market economy, market imperfections, market makers, market power, market segmentation, marketing mix, masculinity versus femininity, mass customization, materials management, mercantilism, MERCOSUR, minimum efficient scale, MITI, mixed economy, money management, Moore's Law, moral hazard, mores, multidomestic strategy, Multilateral Agreement on Investment (MAI), multilateral netting, multinational enterprise (MNE), multipoint competition, multipoint pricing, new trade theory, nonconvertible currency, norms, North American Free Trade Agreement (NAFTA), oligopoly, Organization for Economic Cooperation and Development (OECD), outflows of FDI, output controls, Paris Convention for the Protection of Industrial Property Voevodin's Library: legal risk, legal system, Leontief paradox, letter of credit, licensing, local content requirement, location economies, location-specific advantages, logistics, Maastricht Treaty, maker, managed-float system, management networks, market economy, market imperfections, market makers, market power, market segmentation, marketing mix, masculinity versus femininity, mass customization, materials management, mercantilism, MERCOSUR, minimum efficient scale, MITI, mixed economy, money management, Moore's Law, moral hazard, mores, multidomestic strategy, Multilateral Agreement on Investment (MAI), multilateral netting, multinational enterprise (MNE), multipoint competition, multipoint pricing, new trade theory, nonconvertible currency, norms, North American Free Trade Agreement (NAFTA), oligopoly, Organization for Economic Cooperation and Development (OECD), outflows of FDI, output controls, Paris Convention for the Protection of Industrial Property


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Chapter 13 Outline

Notes

  1. See F. J. Aguilar and M. Y. Yoshino, "The Philips Group: 1987," Harvard Business School Case, 388-050, 1987; and "Philips Fights the Flab," The Economist, April 7, 1990, pp. 73 - 74.

  2. The material in this section draws on John Child, Organizations (London: Harper & Row, 1984).

  3. Allan Cane, "Microsoft Reorganizes to Meet Market Challenges," Financial Times, March 16, 1994, p. 1.

  4. For research evidence that is related to this issue, see J. Birkinshaw, "Entrepreneurship in Multinational Corporations: The Characteristics of Subsidiary Initiatives," Strategic Management Journal 18 (1997), pp. 207 - 29, and J. Birkinshaw, N. Hood, and S. Jonsson, "Building Firm Specific Advantages in Multinational Corporations: The Role of Subsidiary Initiatives," Strategic Management Journal 19 (1998), pp. 221 - 41.

  5. For more detail, see S. M. Davis, "Managing and Organizing Multinational Corporations," reprinted in C. A. Bartlett and S. Ghoshal, Transnational Management (Homewood, IL: Richard D. Irwin, 1992).

  6. A. D. Chandler, Strategy and Structure: Chapters in the History of the Industrial Enterprise (Cambridge, MA: MIT Press, 1962).

  7. Davis, "Managing and Organizing Multinational Corporations."

  8. J. M. Stopford and L. T. Wells, Strategy and Structure of Multinational Enterprises (New York: Basic Books, 1972).

  9. C. A. Bartlett and S. Ghoshal, Managing across Borders (Boston: Harvard Business School Press, 1989).

  10. Guy de Jonquieres, "Unilever Adopts a Clean Sheet Approach," Financial Times, October 21, 1991, p. 13.

  11. See J. R. Galbraith, Designing Complex Organizations (Reading, MA: Addison-Wesley, 1977).

  12. See Bartlett and Ghoshal, Managing across Borders, and F. V. Guterl, "Goodbye, Old Matrix," Business Month, February 1989, pp. 32 - 38.

  13. M. S. Granovetter, "The Strength of Weak Ties," American Journal of Sociology 78 (1973), pp. 1360 - 80.

  14. For examples, see W. H. Davidow and M. S. Malone, The Virtual Corporation (New York: Harper Collins, 1992).

  15. W. G. Ouchi, "Markets, Bureaucracies, and Clans," Administrative Science Quarterly 25 (1980), pp. 129 - 44.

  16. J. P. Kotter and J. L. Heskett, Corporate Culture and Performance (New York: Free Press, 1992).

  17. Recent empirical work that addresses this issue includes T. P. Murtha, S. A. Lenway, and R. P. Bagozzi, "Global Mind Sets and Cognitive Shift in a Complex Multinational Corporation," Strategic Management Journal 19 (1998), pp. 97 - 114.

  18. C. W. L. Hill., M. E. Hitt, and R. E. Hoskisson, "Cooperative versus Competitive Structures in Related and Unrelated Diversified Firms," Organization Science 3 (1992), pp. 501 - 521.

  19. Murtha, Lenway, and Bagozzi, "Global Mind Sets and Cognitive Shift in a Complex Multinational Corporation."

  20. See Aguilar and Yoshino, "The Philips Group"; "Philips Fights the Flab"; and R. Van de Krol, "Philips Wins back Old Friends," Financial Times, July 14, 1995, p. 14.
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