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第 12章 面向国际环境的组织设计 Designing Organizations for the International Environment 进入全球竞技场 全球化经营的结构设计 构建全球竞争的能力 协调和控制中的文化差异 跨国模式 2 一、 进入全球竞技场 1. 国际扩展的动力 2. 国际扩展的阶段 3. 建立国际战略联盟进行全球扩展 3 1.国际扩展的动力 规模经济 范围经济 低成本生产要素（ low-cost production factors） 4 2.国际扩展的阶段 I. Domestic II. International III. Multinational IV. Global Strategic Orientation Domestically oriented Export- oriented, multidomestic Multinational Global Stage of Development Initial foreign involvement Competitive positioning Explosion Global Structure Domestic structure plus export department Domestic structure plus international division Worldwide geographic, product Matrix, trans- national Market Potential Moderate, mostly domestic Large, multidomestic Very large, multinational Whole world Four Stages of International Evolution 5 3.建立国际战略联盟进行全球扩展 许可证交易 合资企业（ joint ventures） 企业联合体 联合体（ consortia） 虚拟企业 6 二、 全球化经营的结构设计 1. 全球计划与地方机会模型 2. 国际事业部 3. 全球产品事业部结构 4. 全球地区事业部结构 5. 全球矩阵结构 7 1.全球计划与地方机会模型 全球战略（ globalization strategy） 多国本地战略 (multidomestic strategy) 8 Matching Organizational Structure to International Advantage When Forces for Global Integration are . . . And Forces for National Responsiveness are . . . Strategy Structure Low Low Export International Division High Low Globalization Global Product Structure Low High Multidomestic Global Geographic Structure High High Globalization and Multidomestic Global Matrix Structure 9 2.国际事业部 出口部 国际事业部（ international division） 10 Domestic Hybrid Structure with International Division Scientific Products Division Research & Development Human Resources Medical Products Division Europe (Sales) Electrical Products Division Corporate Finance CEO International Division Brazil (Subsidiary) Mid East (Sales) Staff (Legal, Licensing) 11 3.全球产品事业部结构 产品事业部负责特定产品领域的全球性经 营。 12 Partial Global Product Structure Used by Eaton Corporation Engineering President International Law & Corporate Relations Chairman Finance & Administration Regional Coordinators Global Automotive Components Group Global Industrial Group Global Instruments Product Group Global Materials Handling Group Global Truck Components Group Source: Based on New Directions in Multinational Corporate Organization (New York: Business International Corp., 1981). 13 4.全球地区事业部结构 适合那些想通过采用多国战略来强调地区 或当地市场响应的公司。 14 5.全球矩阵结构 Global Matrix Structure International Executive Committee Power Transformers Germany Norway Argentina/ Brazil Spain/ Portugal Transportation Industry Business Areas Country Managers Local Companies 三、构建全球竞争的能力 Building Global Capabilities 1. 全球化给组织带来的挑战 2. 全球协调机制 15 1.全球化给组织带来的挑战 The Global Organizational Challenge 更大的复杂性和更大的分化程度 （ Increased Complexity and Differentiation ） 整合的需要（ Need for Integration ） 全球性企业内的知识转移（ Knowledge Transfer ） 16 2.全球协调机制 Global Coordination Mechanisms 全球团队 Global Teams 跨文化团队 虚拟全球团队 总部计划 Headquarters Planning 扩展的协调角色 Expanded Coordination Roles 节约成本、更高的决策、更高的收益、更多的 创新 17 四、协调和控制中的文化差异 Cultural Differences in Coordination and Control 1. 国家价值系统 National Value Systems 2. 不同国家进行协调和控制的三种不同方式 Three National Approaches to Coordination and Control 18 Cultural Differences in Coordination and Control Three National Approaches to Coordination and Control Centralized Coordination in Japanese Companies European Firms Decentralized Approach The United States: Coordination and Control through Formalization 19 1.国家价值系统 National Value Systems 权力距离 Power Distance 不确定性规避 Uncertainty Avoidance 20 2.不同国家进行协调和控制的三种不 同方式 Centralized Coordination in Japanese Companies European Firms Decentralized Approach The United States: Coordination and Control through Formalization 21 五、跨国系统 Transnational Model of Organizations Assets and resources are dispersed worldwide into highly specialized operations that are linked together through interdependent relationships. Structures are flexible and ever-changing. Subsidiary managers initiate strategies and innovations that become strategy for the corporation as a whole. Unification and coordination are achieved primarily through corporate culture, shared visions and values, and management style rather than through formal structures and systems 22 23 24 此课件下载可自行编辑修改，供参考！ 感谢您的支持，我们努力做得更好！ 25
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