1跨国公司：定义、范围与影响

1、第一章and1.1跨国公司：定义、范围与影响Definition of Multinational Enterprise(MNE)Having substantial,direct investment in regarding those operations as integral跨国公司定义：foreign countries and actively managing and parts of the company,both strategicallyorganizationally.对外具有大量直接投资,并且对其进行积极的治理,从战略上和组织上都把国外的运营视为整体运营一局部的公司

2、.1.2 动因：国际化的推动力和牵动力(The Motivations:Pushes and Pulls to Internationalise)1.传统动因(Traditional Motivations) Need to secure key suppliesMarket-seeking开拓新市场 Access low-cost factors获得关键原材料的需要利用低本钱要素2.新兴动因(Emerging Motivations) Scale economies,ballooning R&D investment,and shortening product life cycle

3、s规模经济,膨胀的研发投资,缩短产品生命周期 Global scanning and learning capability全球的识别和学习水平(3) Competitive positioning获得竞争地位1.3国际化的方式：前提条件和进程The means of internationalization:prerequisites andprocessesCD Prerequisites for internationalization前提条件进程 The Process of internationalizationMarket Knowledge '1、Commitment

4、DecisionsMarket Commitment - Current Activities1.4意识化的进程：国际化到跨国化(国际化(International Mentality ) 全球化(Global Mentality ) 一The Evolving Mentality:International to Transnational)一多元化(Multinational Mentality ) 跨国化(Transnational Mentality ) 第三章3.1 全球竞争优势：目标和方法( worldwide competitive advantage:goals and mea

5、ns)1 .目标：效率、灵活性、学习 (The Goals:Efficiency 、Flexibility 、Learning )全球化效率Global Efficiency:多国化的灵活性Multinational Flexibility世界范围的学习Worldwide Learning1)全球化的效率 Global Efficiency:跨国公司一投入产出系统MNE input-output system1 / 11'.跨国公司的总体效率 =产出价值/投入价值 Efficiency of MNE=value of output/value of inputP65体化与响应水平框架T

6、he integration Responsiveness Framework全球一体化效益 Efficiency benefits From global integration国别响应的差异化效益>Differentiation benefits from national responsiveness2多国化的灵活性 Multinational Flexibility:四种重要的风险：Four important risks:宏观经济风险 macroeconomic risks政治风险political risks竞争风险 competitive risks资源风险resource

7、 risks3世界范围的学习 Worldwide Learning2、方式：The Means:国家差异 National Differences规模经济Scale Economies范围经济Scope Economies3.2多国的、国际的、全球的和跨国的经营战略Multinational 、International 、Global and Transnational Strategy 1 .多国化战略 Multinational Strategy国际化战略 International Strategy全球化战略 Global Strategy跨国化战略 Transnational Str

8、ategy1多国化战略 Multinational Strategy通过响应国家差异的方式实现多种战略国际Primarily on one means national differencesto achieve most of its strategic objectives.问题：缺乏效率、不能开发别国的知识和竞争力Problems of inefficiencies and inability to exploit the knowledge and competencies of other national units2国际化战略 International Strategy通过各种

9、方式实现创造和开发世界范围的创新的战略目标Focus on creating and exploiting innovations on a worldwide basis,using all the different means问题：缺乏效率和灵活性Deficiencies of both efficiency and flexibility3全球化战略 Global Strategy通过各种方式实现全球化效率的战略目标Focus on developing global efficiency by all the different means2 / 11'.问题：缺乏灵活性和学

10、习水平Compromises of both flexibility and learning4跨国化战略 Transnational Strategy通过开发每一种战略目标一一方式的组合开展梯级的竞争优势,同时实现效率、灵活性和学习水平Focusing on exploiting each and every goalsmeans combination to develop layers ofcompetitive advantage by exploiting efficiency,flexibility,and learning simultaneously开展更为复杂和分化的资产和水

11、平设置Develop a more sophisticated and differentiated configuration of assets capabilities3.3 全球竞争优势：战略任务 worldwide competitive advantage : The strategic tasks 保护世界范围的优势Defending worldwide dominance挑战全球领导者 Challenging the global leader保护国内市场 Protecting domestic niches1保护世界范围的优势 Defending worldwide domi

12、nance 在保护现有竞争优势和建立新竞争优势中应遵循的两个原那么：Two fairly simple principles in balancing act of protecting existing advantages while building new ones required companies to follow:对保护和增强现有资产和水平要像对开展新资产和水平一样进行集中投入Concentrate at least as much on defending and reinforcing their existing assets and capabilities as o

13、n developing new ones.寻求途径弥补自身缺乏或接近竞争对手的优势来源,而不是模仿对手的资产和水平的配置Looked for ways to compensate for their deficiency or approximate a competitor's source of advantage,rather than trying to imitate asset structure or task configuration2挑战全球领导者 Challenging the global leader逐步建立竞争地位：Step bystep approach

14、 to building competitive position:通过集中于细分市场进入市场Developed an initial toehold in the market by focusing on a narrow niche通过扩展产品和地理位置立足市场Expanded their toehold to a foothold by limited and carefully selected expansion along both product and geographic dimensions从低姿态的市场地位转化为国际市场上强大的长久地位Convert its low p

15、rothold into a strong permanent position in the worldwide business3保护国内市场 Protecting domestic niches三种可选择的行动方式：Three alternative courses of action;抵御竞争对手的全球竞争优势抵消竞争对手的全球竞争优势接近竞争对手的全球竞争优势Defend against the competitor's global advantage Offset the competitor's global advantage Approximate the

16、competitor's global advantage 第四章Developing a Traditional Orgnization:Managing Integration,Responsiveness,andFlexibility开展一个跨国组织：治理整合、响应机制和灵活性4.1 结构不适应 Beyond Structural Fit1Stopford and Wells ' s International Structural Stages Model Stopford和 Wells 国际结构阶段模型3 / 11'.产品的品种效益Forei国经Div呻ty)

17、7Iternateof DevelopmentInternational Division国际业务部组织结构ctWordwide Product Division产品组织结构Global Matrix(or Grid")全球矩阵组织结构Area Division地区组织结构Foreign Sales as a Percentage of Total Sales国外销售占销售总额的百分比2)Failure of the Matrix全球矩阵结构的失败1.1 n theory, the solution should have worked.The reality turned out

18、to be otherwise.理论上可行,实际结果相反.2.The matrix amplified the differences in perspectives.矩阵结构扩大了观点和利益的分歧.3.Dual reporting led to conflict and confusion on many levels.双向报告导致了很多层面上的冲突和混乱.4.2Administrative Heritage治理传统(P97) Decentralized Federation分权联盟模式and resourcesDecentralized大局部资产和资源是分散的inancial flows:

19、capital out,dividens back松散的、个人限制；财务流；投出资本,收回红利Corporate management treats subsidiaries as independent national businesses公司治理：把国外子公司作为独立的不同国家进行治理4 / 11'.Coordinated Federation协调联盟模式Many assets and resourcesnd expertise localTy adaptedecentralized but controlledFrom center许多资产和资源虽然分散化但由总部 限制Tigh

20、t,formal,systems-based control.Knowlege flows:parent technology紧密的、正式的系统的治理；知识流；母公司的技术和专长在各地 被采用Corporate management treats subsidiariesAs foreign extensions of thedomestic operations公司治理：把国外子公作为国内运营在国外的延伸进行治理Centralized Hub集权中央模式Mostkey assets and resourcesCorporate management treats subsidiariesas

21、 delivery pipelines to the global mar公司治理：把国外子公司作为向全球市场运送的管道4.4The Transnational Organization 跨国公司的组织1)Multidimensional Perspectives 多维的观点1. Strong national subsidiary management强大的各国子公司治理2. Capable global business management适合的全球业务治理3. Influential worldwide functional management有影响力的世界范围的功能治理2)Dist

22、ributed,Interdependent Capabilities分布的、相互依存的水平Integrated Network Model一体化网络模式5 / 11'.resources分布的、专业化的资源和Largeflowsofcomponents,products,resources,peop le,andinformationamonginterdependent units 夸日件、产品、资 源、人员和信息相互依存的子公司之间 大量流动Complex process of coordination and cooperationIn an environment of sh

23、ared decision making在共享决策权的环境中(进行)协调和合作的复杂过程Flexible Integrative Process灵活的一体化的过程2、Developing sophisticated and subtle decision-making machinery based on threeinterdependent management process.以三个相互依赖的治理过程为根底,建立复杂且敏锐的决策机制.1) Centralization 集权化top management to intervene directly in key decision cont

24、ent.高层治理直接干预重要决策内容.2) Formulization 标准化management structures individual roles and administrative systems to influence specific decisions through formalization.3) socialization 社会化set of relationships that provide高层治理建立一种宽容的文化,并联合利华的整合和差异化需求top management establishes a broad culture and supportive or

25、ganizational context for delegated decisions.为分权决策创造一种支持的组织环境.Integration and Differentiation Needs at UnileverHigh 高Low低Businesses 业务 Functions功能 Tasks 任务4.5Anatomy,Physiology,and Psychology of the Transnational跨国公司的骨架、生理机制和心理机制1、Structuring the Organizational Anatomy构建组织骨架1)骨架：资产、资源和责任的正式结构Anatomy

26、:the formal structure of its assets,resources,and responsibilities2)正式的主线结构：脊柱( Formal line structure:backbone )3)非主线结构：胸腔( Nonline structure:rib cage )4)微观结构工具：肌肉和软骨( Microstructural tools:muscle and cartilage)6 / 11'.2、Building the Organizational Physiology建立组织生理机制生理机制：组织的系统和决策过程( Physiology:o

27、rganization ' s systems and decision processes1) ) Flow of information-thelifeblood of all management processes-that defines theorganiazational physiology. 信息流-所有治理过程的命脉-决定了组织的生理机制.2) A great deal of information exchange occurs through the organizational informal channels and relationships.大量的信息

28、交换通过组织的非正式渠道和关系实现.3) Management can recognize ,legitimize,and reinforce informal relationships that contribute to corporate objective. 治理可以成认,合法化和增强有利于公司目标的非正式关系.3、开展组织心理机制Developing the Organizational PsychologyPsychology:organization ' s culture and management mental心理机制：组织的文化和治理意识.Three impor

29、tant tools (影响组织心理的)三种方法1) Clear,shared understanding of the company ' s mission and objectives.对组织使命和目标有清楚、一致的理解.2) Visible behavior and public actions of senior management.高层治理人员在公共场合的行为和行动.3) Company s personnel policies,practices,and systems.公司的人事政策、 实践和系统.4) 6Managing the Process of Change

30、治理变革过程Model I:The Traditional Change Process传统的变革过程Change in formal structure and responsibilities.正式结构和责任的变化(Anatomy)骨架人际关系和过程的改变个人态度和意识的改变人际关系和过程的改变正式结构和责任的变化 变革中的跨国组织对正式矩阵结构的觉醒重新定义重要的组织维度改变功能治理角色Change in interpersonal relationships and processes. (Physiology )生理机制Change in individual attitudes a

31、nd mentalities.(Psychology )心理机制新兴的变革过程个人态度和意识的改变Model II:The Emerging Change Process Change in individual attitudes and mentalitiesChange in interpersonal relationships and processesChange in formal structure and responsibilities5) 7The Transnational Organization in Transition1)2)3)5.1Disenchantmen

32、t with Formal Matrix StructuresRedefinition of Key Organization Dimensions Changing the Functional Management Role 第五章中央式,地区式和跨国式创新 Central, Local, and Transnational Innovation1、两个传统的创新过程1) Center-for-global innovation model中央供给全球式创新模式New opportunity was sensed in home country 在母国 (市场)感知新时机2) ) Cent

33、ralized resources and capabilities of parent company were brought in to create new7 / 11'.product or process in the main R & D center在研发中央把母公司的集中化的资源和水平相结合创造出新产品或新工艺. Subsidiaries ' role was to introduce that innovation to their local market.子公司的角色是把创新引入到其当地市场.2） local-for-local innovati

34、on model地区供给地区式创新模式 Subsidiary-based knowledge development以子公司为根底的知识开放过程 Responding to perceived local opportunities, subsidiaries use their own resources and capabilities to create innovative response that are then implemented in the local market. 为了响应已感知到的地区市场时机,子公司利用自身的资源和水平创造能够适应当地市场需要的创新 性产品和工艺

35、.2、两个新的跨国式创新过程3） Locally leveraged innovation地区供给全球式The special resources and capabilities of each national subsidiary are available not only to that local entity but also to other MNE units worldwide.每个国家子公司的特殊的资源和水平不仅可以提供给当地子公司使用,而且可以提供给世界范围 的其他子公司使用.4） Globally linked innovation全球供给全球式Pooling the

36、 resources and capabilities of many different units-typically at both the parent company and the subsidiary level-to create and manage an activity jointly. 集中许多不同单元通常包括母公司和子公司层面的资源和水平,共同创造和治理一项活动.5.2 使中央创新活动富有成效Making Central Innovations Effective1. Gaining subsidiary Input: Multiple Linkage获得子公司输入：

37、多重联系2. Responding to National Needs: Market Mechanisms响应东道国需求：市场机制3. Managing Responsibility Transfer: Personnel Flow治理责任转移：人员流动5.3 使地区创新活动富有成效Making local innovations efficient授权地区治理 Empowering local management建立地区经理与总部决策过程的联系Linking local managers to corporate decisionMakingprocesses整合子公司功能Integra

38、ting subsidiary functions5.4 使跨国创新模式可行Making Transnational Processes feasible1 .从对称到差异化From symmetry to differentiation从依赖或独立至 U 相互依存From dependence or independence to interdependence从维限制至 U 差异化协调From unidimensional control to differentiated coordination2 .从对称到差异化From symmetry to differentiation不同业务

39、和功能治理方式的差异化Differentiating the way they managed their various businesses and functions不同地区运营化治理的差异化Differentiating the management of diverse geographic operations.3 .从依赖或独立至U相互依存From dependence or independence to interdependence跨国公司必须要建立一个非集权化而又非分权化,而是分散化且专业化的资源配置方式The company must develop a configu

40、ration of resources that is neither centralized nordecentralized but is both dispersed and specialized.跨国公司必须建立一种单元间整合的机制以保证相互依存的任务能够获得协同效益,而不是冲突效8 / 11'.果It must build interunit integration mechanisms to ensure that task interdependencies lead to the benefits of synergy rather than the paralysi

41、s of conflict 单元间合作需要不同单元经理之间建立友好的人际关系Interunit cooperation requires good interpersonal relations among managers in different units.拥有共同任务和责任的组织需建立额外的决策和冲突解决机制Organization in which there are shared tasks and joint responsibilities requires additional decision making and conflict resolution forums4 .

42、 从维限制至U差异化协调From unidimensional control to differentiatedcoordination5 .组织单元间三种流动Three flows among organizational units:货物流 Flow of goods资源流 Flow of resources有价值的信息和知识流Flow of valuable information and knowledge5.1 .货物流 Flow of goods原材料及其他供给raw materials and other supplies零部件 components and subassemb

43、lies产成品 finished goods货物流的协调可以通过标准化治理过程实现Coordination of the flow of goods can be managed through formalized management process5.2 资源流 Flow of resources分配资金 Allocation of capital回收利润 Repatriation of dividends技术转移 Transfer of technology人员流动 Movement of personnel 资源流的协调可以通过集权化治理过程实现Coordination of the

44、 flow of goods can be managed through centralization management process5.3 有价值的信息和知识流Flow of valuable information and knowledge原始数据和分析资料raw data and analyzed information积累的知识消化吸收的技术accumulated knowledge and embedded expertise信息流的协调可以通过社会化治理过程实现Coordination of the flow of goods can be managed through

45、 socialization management process 第六章CHAPTER 6Engagjinbg in Cross-Border Collaboration:Managing across Corporate Boundaries参与跨国合作：企业的边界治理6.1 为什么建立战略联盟 (Why Strategic Alliances ?)1 . Technology Exchange技术交换2 .Global Competition全球竞争3.Industry Convergence 产品融合4 .Economies of Scale and Reduction of Risk

46、规模经济和降低风险5 .Alliance as an Alternative to Merger以联盟代替并购6 .2 合作的风险和本钱 (The Risks and Costs of Collaboration )1 .The Risks of Competitive Collaboration竞争性合作的风险2 .The Cost of Strategic and Organizational Complexity战略与组织复杂性的本钱CD Differences in the administrative heritage of the partner companies further

47、 exacerbate9 / 11'.the organizational challenge.合伙企业治理传统的差异进一步加深了组织复杂性. Organizational complexity,due to the very broad scope of operations typical of many strategic alliances,also contributes to added difficulties.由于典型战略联盟运营范围非常广,其组织复杂性也增加了.6.3 建立和治理合作企业 Building and Managing Collaborative Vent

48、ures1.Building Cooperative Ventures 建立合作企业 Partner Selection:Strategic and Organzational Analysis选择伙伴：战略和组织分析 Escalating Commitment :Thrill of the chase升级承诺：打猎的兴奋1） The process of alliance planning and negotiating can cause unrealistic expectations and wrong choices.联盟方案和协商的过程会导致不切实际的预期和错误决定.2） The

49、most effective way to control this escalation process is to ensure thatat leastthe key operating managers likely to be involved in the implementationstage of the allianceare involved in the pre-decision negotiation process.限制这种升级过程的最有效途径就是保证至少有参与联盟实施阶段的关键运营经理参与前期决策和协商过程.Alliance Scope :Striving for

50、Simplicity and Flexibility联盟范围：为简化和灵活性而努力A key to successful alliance building lies in defining as simple and focused a scope for the partnership as is adequate to get the job done but to retain at the same time the possibility to redefine and broaden the scope if needed.建立联盟的成功之处在于合伙关系定义尽量简单和有重点的范围

51、能完成工作即可,同时在必要时要重新定义和扩大范围.2.Managing cooperative Ventures 治理合作企业Managing the Boundary:Structuring the Interface治理边界：构建界面Managing Knowledge Flows:Integrating the Interface治理知识流动：整合界面Providing Strategic Direction :The Governance Structure提供战略导向：治理结构第七章7.1 全球业务治理 Global Business Management1.全球业务战略家Globa

52、l business strategist资产与资源配置的设计师 architect of asset and resource configuration跨国协调者 Cross border coordinator7.2 全球治理职能 Worldwide functional management1.1 球职能治理是指负责根本运营活动例如研发、生产和营销和负责支持性运营活动例如首席财务官和首席信息官的治理者.Worldwide functional management refers to those individuals with the responsibility forprimar

53、y activities like R&d , manufacturing,and marking,as well as those responsible for support activities,such as the chief financial officer and the chief information officer.全球情报扫描仪worldwide intelligence scanner"最正确实践"的交叉媒介cross pollinator ofbest practices"跨国创新的拥护者champion of transnational innovation7.3 地区子公司治理 Geographic subsidiary management二元文化传译者Bicultural interpreter国别差异保卫者和拥护者 National defender and advocate公司战略的前线实施者Frontline implementer of corporate strategy7.4 公司高层治理 Top level corporate management提供方向和目标Provi