Deresky Chapter 6: Formulating Strategy Repetition Figures only.
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Transcript of Deresky Chapter 6: Formulating Strategy Repetition Figures only.
Deresky Chapter 6:Formulating Strategy
Repetition
Figures only
Strategic Formulation Process
Strategic Decision-Making Models
Strategic Choice
Strategic Choice
Repetition:Chapter 7:Global Alliances and Strategy Implementation
PowerPoint by
Hettie A. Richardson
Louisiana State University
Strategic Alliances
Partnerships between two or more firms that combine financial, managerial, and technological resources and their distinctive competitive advantages to pursue mutual goals
Also referred to as cooperative strategies
Categories of Alliances
Joint Ventures PSA Peugeot-Citroen Group and Toyota
Equity strategic alliances TCL-Thompson Electronics
Non-equity strategic alliances UPS and Nike
Global strategic alliances Covisint
Motivations and Benefits of Global and Cross-Border Alliances
To avoid import barriers, licensing requirements, and other protectionist legislation
To share costs of research and development Toshiba
To gain access to markets that favor domestic companies
To reduce political risk To gain rapid entry into a new or consolidating
industry
Challenges in Implementing Global Alliances
Many alliances fail or end up in takeover
Choosing the right form of governance
The benefits of cooperation vs. the dangers of new competition
Guidelines for Successful Alliances
Choose a partner with compatible strategic goals and objectives
Seek complementary skills, products, and markets
Work out how each partner will deal with proprietary knowledge or competitively sensitive information
Recognize that most alliances only last a few years
Knowledge Management in IJVs
Repetition:Chapter 8:Organization Structure and Control Systems
PowerPoint by
Hettie A. Richardson
Louisiana State University
Organizational Structure
Must evolve to accommodate internationalization
Must “fit” with strategy
Should be contingency based
The Thinking of How to Change Structures
DifferentiationDividing the main task into sub tasks
IntegrationCoordinating the performance of the sub tasks, to assure that the goal af the main task will be obtained
Differentiation takes place in the functions. – The more you differentiate – The more
pressure you will se for integration
Typically a function for managers / leaders
”After the task has been divided into specialist subtasks, the problem is to integrate the subtasks around the completion of the global task. This is the problem of organization design.”
Jay Galbraith (1974), Organization Design – An Information Processing View
Differentiation
Integration
The Circle of Formalization
The Problem is to find the balance, that will minimize
the complexity of the organization
Choice of Organizational Form
Multidomestic Strategy
International Strategy
Globalization Strategy
Transnational Strategy
Exhibit 8-7