Description
Book SynopsisThe organizational design of the Multinational Corporation (MNC) was a vibrant area of research in the field of International Business and Management during the 1970-1990's. However, since then this research has largely faded from our scholarship. This volume of AIM is designed to spark new life into the research on the organizational design of the MNC. The world - and environmental forces - has changed substantially in the last decades placing new constrains on the MNCs. External shocks have increased and MNCs need to learn how to live with this increased market volatility. Integrating value chains makes MNCs more efficient but also vulnerable. The relentless forces of competition and globalization are forcing MNCs to divide their activities and reach for foreign inputs, markets and partners. By dividing their value chain into discrete pieces -- - some to be performed in-house, while others are outsourced to partner organizations -- - MNCs hope to reduce overall costs and risks, while also reaping the benefits of ideas from contractors or alliance partners worldwide. These challenges call for new research on the organizational design of the MNC. It is our intention with this AIM volume to motivate new research on the proper organizational design mechanisms of MNCs as of today.
Table of ContentsOrganizational Reconfiguration and Strategic Response: The Case of Offshoring. The Virtue of in-between Pragmatism – A Balancing Act between Responsiveness and Integration in a Multinational Company. Network Orchestration: Vodafone’s Journey to Globalization. The Diffusion of Lean Operations Practices in MNCs: A Knowledge-Based, Plant Level, Cross-Firm Study. Experiential Learning and Innovation in Offshore Outsourcing Transitions. To Orchestrate MNC Intra-Firm Relationships, One Needs to Understand them. Functional-Level Transformation in Multi-Domestic MNCs: Transforming Local Purchasing into Globally Integrated Purchasing. Multinational Firms and the Management of Global Networks: Insights from Global Value Chain Studies. Organizing MNC Internal Networks to Manage Global Customers: Strategies of Political Compromising. Organizing Export Strategies. Re-Thinking a MNC: The Role of Cognitive Interventions in Organizational Design. MNC Headquarters as Global Network Orchestrators: Insights from Headquarters Relocation Patterns in Europe. Disintegration and De-Internationalization: Changing Vertical and International Scope and the Case of the Oil and Gas Industry. Professor D. Eleanor Westney and Japanese Business Studies. Authors’ Biographies. Editors’ Biographies. EDITORS’ INTRODUCTION. List of Contributors. Orchestration of the Global Network Organization. The Organizational Architecture of the Multinational Corporation. “The Most Public Secret”: Concealing and Silencing Ethnocentrism in the MNC. The Omnipotent MNC – A Review and Discussion. The Dark Side of Multi-Unit Franchising: The Drawbacks of Local Responsiveness. Strategic Archetypes of Emerging Market Multinationals: Analysis of Outward FDI of Indian Firms. Introduction to Part I: Booz & Co./Strategy+ Business Eminent Scholar in International Management 2013. Complementarity Versus Substitution among Political Strategies. Introduction to Part II: Orchestration of the Global Network Organization. Advances in international Management. Orchestration of the Global Network Organization. Copyright page. Organizational Reconfiguration and Strategic Response: The Case of Offshoring. The Virtue of in-between Pragmatism – A Balancing Act between Responsiveness and Integration in a Multinational Company. Network Orchestration: Vodafone’s Journey to Globalization. The Diffusion of Lean Operations Practices in MNCs: A Knowledge-Based, Plant Level, Cross-Firm Study. Experiential Learning and Innovation in Offshore Outsourcing Transitions. To Orchestrate MNC Intra-Firm Relationships, One Needs to Understand them. Functional-Level Transformation in Multi-Domestic MNCs: Transforming Local Purchasing into Globally Integrated Purchasing. Multinational Firms and the Management of Global Networks: Insights from Global Value Chain Studies. Organizing MNC Internal Networks to Manage Global Customers: Strategies of Political Compromising. Organizing Export Strategies. Re-Thinking a MNC: The Role of Cognitive Interventions in Organizational Design. MNC Headquarters as Global Network Orchestrators: Insights from Headquarters Relocation Patterns in Europe. Disintegration and De-Internationalization: Changing Vertical and International Scope and the Case of the Oil and Gas Industry. Professor D. Eleanor Westney and Japanese Business Studies. Authors’ Biographies. Editors’ Biographies. EDITORS’ INTRODUCTION. List of Contributors. Orchestration of the Global Network Organization. The Organizational Architecture of the Multinational Corporation. “The Most Public Secret”: Concealing and Silencing Ethnocentrism in the MNC. The Omnipotent MNC – A Review and Discussion. The Dark Side of Multi-Unit Franchising: The Drawbacks of Local Responsiveness. Strategic Archetypes of Emerging Market Multinationals: Analysis of Outward FDI of Indian Firms. Introduction to Part I: Booz & Co./Strategy+ Business Eminent Scholar in International Management 2013. Complementarity Versus Substitution among Political Strategies. Introduction to Part II: Orchestration of the Global Network Organization. Advances in international Management. Orchestration of the Global Network Organization. Copyright page.
