全球战略管理-PPT课件

1、.,1,Emphasizing Institutions, Cultures, and Ethics (4),GSM,.,2,Outline,Understanding institutions An institution-based view of strategy The strategic role of cultures The strategic role of ethics A strategic response framework Debates and extensions Implications for strategists,.,3,Acknowledgement,T

2、he following slides are based on Power Point slides, copyright Deng (2009), and Original slides prepared by the Lecturer,.,4,Learning Outcomes,At the end of this session Students should have an understanding of: Institutional perspectives on global strategy,.,5,PROFITABILITY (2) M. W. Peng, 2002, To

3、wards an institution-based view of business strategy (p. 253), Asia Pacific Journal of Management, 19 (2): 251267.,.,20,Two Core Propositions,Managers and firms rationally pursue their interests and make strategic choices within institutional constraints Opening Case: Japanese pharmaceutical firms d

4、o not as relentlessly pursue new innovations as US firms do,.,21,Two Core Propositions,While formal and informal constraints combine to govern firm behavior, when formal constraints fail, informal constraints play a larger role Collapse of the formal institutional regime in the former Soviet Union f

5、acilitated growth of entrepreneurial firms,.,22,Two Core Propositions,Even in developed economies, the best connected firms can reap significant benefits Politically sophisticated firms usually win some form of government protection,.,23,Hofstedes Dimensions of Cultural Values,Power Distance Disting

6、uishes the levels of hierarchy accepted by the society Individualism versus Collectivism Focuses on the importance of the individual versus the group in social and business situations Masculinity versus femininity Measures the degree of sex role differentiation,.,24,Hofstedes Dimensions of Cultural

7、Values,Uncertainty Avoidance Identifies the tolerance for ambiguity Long-term Orientation Emphasizes perseverance and savings for future betterment,.,25,Cultures and Strategic Choices,Power Distance French and Italian managers have a penchant for centralized authority; French and Italian subsidiarie

8、s abroad are more likely to have majority ownership control,.,26,Cultures and Strategic Choices,Power Distance Solicitation of subordinate feedback and participation (“empowerment”), widely used in Western European and North American countries, is seen as a sign of weak leadership and low integrity

9、in higher power distance countries (Egypt, India, Mexico, and Russia),.,27,Cultures and Strategic Choices,High power distance countries: penchant for centralized authority Solicitation of subordinate feedback and participation: sign of leadership and low integrity in high power distance countries In

10、dividualistic cultures: greater differentiation, entrepreneurship, and more formal contractual safeguard,.,28,Cultures and Strategic Choices,Masculinity versus femininity Masculine cultures: assertive, decisive, and aggressive managers Masculine countries: advantage in mass manufacturing Feminine cu

11、ltures: managers less visible, more intuitive Feminine countries: advantage in small-scale customized manufacturing,.,29,Cultures and Strategic Choices,Uncertainty avoidance Low uncertainty avoidance countries: rely more on experience and training High uncertainty avoidance countries: rely more on r

12、ules and procedures,.,30,Cultures and Strategic Choices,Long-term orientation Cultures with long-term orientation: long time horizons in strategic planning Western firms: short-term profits and shorter planning horizons,.,31,The Strategic Role of Ethics,Ethics: Norms, principles, and standards of co

13、nduct that govern individual and firm behavior All agree - ethics can make or break a firm Value of an ethical reputation is magnified during crisis,.,32,Views on Business Ethics,Managing Ethics Overseas What is ethical in one country may be unethical or illegal in other countries Two perspectives o

14、n dealing with ethical dilemmas overseas (Donaldson) Ethical relativism - “when in Rome, do as the Romans do” Ethical imperialism - absolute belief that “there is only one set of Ethics, and we have it!”,.,33,Views on Business Ethics,Donaldsons guiding principles: Respect for human dignity and basic

15、 rights around the world Respect for local traditions and institutional context,.,34,Views on Business Ethics,Ethics and Corruption Corruption distorts the basis for competition Corruption: tendency for inverse relationship with economic development. There are exceptions U.S. firms are subject to th

16、e Foreign Corrupt Practices Act (FCPA),.,35,Debates and Extensions,Cultures versus Institutions Opportunism versus Individualism/Collectivism Cultural Distance versus Institutional Distance “Bad Apples” versus “Bad Barrels”,.,36,The Savvy Strategist,Underlying context of institutional structures, re

17、sources and capabilities impact strategic choices Institutions, culture, and ethics implications: homework, cross cultural intelligence, and ethics are part of strategy Institution-based view answers to the four fundamental questions,.,37,The Savvy Strategist,Why do firms differ? Institutional frameworks shape f