Siemens_全球产品、研发、股市、营销、并购、组织与文.ppt

PresentationGroup5,SiemensAG,PresentationOverview,SiemensProductsandMarketsDegreeofTransnationalizationImpactsofNationalOriginDeparturefromNationalOriginIsSiemensaGlobalFirm?,ProductsandMarkets,Our428,000employeesworkonproductsin1,700locationsinnearlyeverycountryonearth.(SGlobalWebsite,2010),MarketDevelopmentsince2000,(Source:Datamonitor,2009),ProductDevelopmentsince2000,IndustryMagnetTechnologyBuildingTechnologiesTransportationITInfrastructureRailAutomotivesupply,EnergyWaterFiltrationAirpollutioncontrolsystemsRenewableEnergyWindenergyWaterpowerSteamturbine-generatorSolarpannelplan,HealthcareImmunodiagnosticsDiagnosticsproducts,(Source:Datamonitor,2009),M&AActivitybySectorsince2004,2,5,2,IndustryEnergyHealthcare,(Source:S,2010),DegreeofTransnationalization,Location:Production,SalesandAssets,(SiemensCompanyPresentation,September2008),Research&Development,SupervisoryBoardMembers,ThyssenKrupp,Saint-Gobain,Allianz,Trumpf,MAN,Amsphere,SeniorManagement,DominationofHQnationalsInternalpromotionvs.ExternalhiringBusiness/Lawvs.TechnicalStudiesInternationalExperience,StockMarketListings,12thMarch2001:NYSE,1999:SwissExchange,ThelistingofSiemensshares.isthelogicalconsequenceofthecompanysglobalizationdrive,companyCEOHeinrichV.Pierersaidinastatement.ListingherealsogivesSiemensanadditionalcurrencyforpotentialacquisitionsandstrategicinvestments.“(CNETNews,13thMarch2001),1990:LondonStockExchange,1899:DeutscheBrse,(Source:SShareInformation,2010),OwnershipStructure,5,3%SiemensFamily,Estimated9%Employeesshareholdings,ImpactofNationalOrigin,NationalCharacteristics:Germany,Organizedandproduction-orientedLong-termistapproach(Brsch,2004)FamilyownershipCommunitarianapproachtowardsproblemresolutionDevelopedindustrialnetworksbetweenbuyerandsupplierfirmsQualityproductionstrategies(Streeck,1997)DistinctivepatternofcorporatecontrolStrategicHRM,ImplicationsofGermanOriginforTransnationalization,Geographyandindustries:Lessergeographicalreach(predominatelyWesternEurope)GermancompaniesarepronetolocateingeographicallycontiguousandculturallyrelatedcountrieswheretheGermanproductionmodelcanbereproducedwithrelativeease(Lane,1998)Narrowspectrumofindustries(High-skillmedium-andhigh-technologyindustries)Internationalizationstrategies:HighnationalinvestmentscomparedtotransnationalvolumeDeepernationalembeddednessanddependenceonhome-countryinstitutionalstructures(Lane,1998)PreferenceforexportingoverFDI(Dunning,1979)Highvolumeofstrategicalliancesandco-operations(HagedoornandSchakenraad,1990)Brownfieldinternationalizationandlong-termtransformationofsubsidiaries(KristensenandMorgan,2007)Decisionmakingandcorefunctions:Decisionmakingcentredinhome-countryControllingpositionsremaininthehandsofhomecountrynationalsStrongrelianceonthehomebase:corefunctionsinhomecountry(Dorrenbacher,2004)R&DactivitiesremainprimarilyinGermany(Lane,1998),1991:RolmUK,Siemens:HistoryofTransnationalization,19thcentury,20thcentury,21stcentury,1848:Foundation,1855:Russia,1858:Britain,1879:Austria,1892:US,1945:Expropriatation,Foreignagenciesinkeymarketsaroundtheworld,1923:Japan,Mid1950s:Regainingforeigncompanies,GlobalexpansionofmarketspredominatelyinUSandAsianPacificregion,1998:Westinghouse,2001:ListingNYSE,Siemens:StyleandTrajectoryofTransnationalization,(Source:Datamonitor,2009),GlobalExpansionsince2000,Siemens:StyleandTrajectoryofTransnationalization,Brownfieldinternationalizationstrategy,32bnEurooverthelast10years,(Siemens,M&AProjectsPresentation2009),Siemens:StyleandTrajectoryofTransnationalization,Cross-boarderacquisitions(vonPierer&Javidan,2002)Fullintegrationofnewsubsidiaries(vonPierer&Javidan,2002)StrongbasisinUSAforover100years,focusincreasedsincebeinglistedonNYSEPrimarybusinessfunctionsremaininGermanyandnearbyEuropeancountries(Lane,1998)Germancompaniesappeartopursueglobalintegrationonlyverypartiallyornotatall.Thus,Siemensaimsforonlysomeco-ordinationwithincontinentsforitsnon-Europeaninvestment(Lane,1998),ManagementinHOandsubsidiaries,GermannationalsholdtopmanagementpositionsGermanlanguage(Fredrikssonetal,2006)Communicationandknowledgesharingbetweenheadquartersandsubsidiaries“SiemensShareNet”DifferentdegreesofautonomyaccrosssubsidiariesClosecouplingofEuropeansubsidiariesTightcontrolovernewsubsidiariesHighautonomyofUSandAustralianregionalheadquarters,SiemensAustralia&NewZealand,SiemenshasbeencreatingandapplyinginnovativetechnologysolutionsinAustraliaandNewZealandformorethan135years.HeadquartersinMelbournePrimaryproductareasinclude:water,energyandenvironment.R&DbudgetofA$9billion.Morethan2,500peopleat87locationsAustralianmodelofinternationalizationisverysimilartoUSAwhereheadquartershaveadegreeofautonomyandlocalexpertiseisofgreatimportance,DeparturefromNationalOrigins,(Ferner&Quintanilla,1998),(Ferner,Quintanilla&Varul,2001),Finance&Ownership,Focusonincreasingshareprice(ListingonNYSE)GrowingownershipofinstitutionalinvestorsWiedelydispersedownershipstructureLittleinfluenceofthe“Hausbank”Crossownershipshieldingthecompanyfromfinancialmarketpressures,(Brsch,2004),InvestorRelations,TransparencyIndividualdivisionsMorepressureforpoorlyperformingsubsidiariesAmericanBusinessPracticesUSGAAPStocksasacqusitioncurrency,OrganizationalStructure,1998:IntroductionofEconomic-Value-Addedconceptasthenewmanagementandcontrollinginstrument1999:Introductionofmanagementstockoptionplan2008:OrganizationalrestructuringLargelyindependentsectorsGreaterregionalautonomy,ManagementStructure,InternationalexperienceascriterionforseniormanagementDegreesfrominternationallyrenownedBusinessSchoolsExternalhiringfromothertechnologycompanies/strategyconsultanciesCentralmanagementfunctionsremainlocatedinhomecountryandareheldbyhomecountrynationalsSlowandincrementaldecisionmaking,HRPolicies,InternationaltrainingschemesfortopemployeesHostcountrynationalsholdkeypositionsinsubsidiariesPerformanceEvaluationSystemContinuingstakeholderorientation:EmployeeshareprogrammeCo-determinationRecruitmentforcorporatetopmanagementtakesplaceinGermanyComplytoforeignlabourmarketstructures(e.g.62%ofUSworkforcewithouttrainingorrelateddegree),Culture,Formalizationandpublicationoforganizationalculturethroughmissionstatements,visions,etc.CommunicationsystemsPromotingcontinuouslearningthroughexperttrainingandanenvironmentwhichisbuiltuponinnovativethinking.,Conclusion:IsSiemensaGlobalCompany?,AccordingtoRugmans(2003)typologySiemenscanbecharacterisedasahome-triadbasedMNE.,(Rugman,2003),SiemensSales2001,Bartlett&Ghoshal(1989)andPerlmutter(1969):DoesSiemensfit?,Bartlett&Ghoshal(1989)suggest4categoriesforMNCs(Multinational,global,internationalandtransnational).Siemensdisplayscharacteristicsindicitiveofbothmultinationalandinternationals.,Ethnocentric,Polycentric,Geocentric,AuthorityandcontrolliepredominantlywithHQIdentifiablyGermanCommunicationflowsfromHQtosubsidiaries,Recruitmentofhostcountrynationalswhothenremainwithintheirspecificsubsidiary,Focusondevelopinguniversalstandardswithlocallegitimacy,(Perlmutter,1969),TheTransformationProcess,Siemensisgraduallyshiftingtowardsanintergratedapproachinitsgrowthstrategy.,(Krishnan,2006),Conclusion,“Withapresenceinsome190countries,wecanoffercustomersfast,local,tailor-madesolutions.Andthatgivesusadecisivecompetitiveedge.”(S)Brsch(2004)statesthatSiemensfollowsamulti-domesticstrategy.ThissupportsouranalysiswhichsuggeststhatSiemensisanMNCwitha“complexmixtureofchangeandcontinuity“(Brsch,2004).ThereforeSiemenscannotbecategorisedintoaparticularbracket.IthascharacteristicsofvariouselementsofresearchbyBartlettandGhoshal,Perlmutteretc.,ReferenceList,BooksandJournalsBartlett,C.A.andGhoshal,(1989).Managingacrossborders:Thetransnationalsolution.Boston,MA:HarvardBusinessSchoolPress.Brsch,A.(2004).Globalization,ShareholderValue,Restructuring:The(Non)-TransformationofSiemens.NewPoliticalEconomy,9(3),365-387.Ferner,A.,Quintanilla,JandVarul,M.Z.(2001).Country-of-origineffects,host-countryeffects,andthemanagementofHRinmultinationals:GermancompaniesinBritainandSpain.JournalofWorldBusiness,36(2),107-127.Ferner,A.,&Quintanilla,J.(1998).Multinationals,nationalbusinesssystemsandHRM:Theenduringinfluenceofnationalidentityoraprocessof“Anglo-Saxonisation”?InternationalJournalofHumanResourceManagement,9(4),710731.Fredriksson,R.,Barner-Rasmussen,W.,Piekkari,R.(2006),Themultinationalcorporationasamultilingualorganization:thenotionofacommoncorporatelanguage.CorporateCommunications:AnInternationalJournal,11(4),406-423.Krishnan,R.T