1、第 1章 1.1跨国公司：定义、范围与影响Definition of Multinational Enterprise(MNE)跨国公司定义：Having substantial,direct investment in foreign countries and actively managing and regarding those operations as integral parts of the company,both strategically and organizationally.对外具有大量直接投资，并且对其进行积极的管理，从战略上和组织上都把国外的运营视为整体运营一
2、部分的公司。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 supplies 获得关键原材料的需要Market-seeking 开拓新市场Access low-cost factors 利用低成本要素2.新兴动因(Emerging Motivations)Scale economies,ballooning R抵御竞争对手的全球竞争优势 Defend against the competitors gl
3、obal advantage抵消竞争对手的全球竞争优势 Offset the competitors global advantage接近竞争对手的全球竞争优势 Approximate the competitors global advantage第四章Developing a Traditional Orgnization:Managing Integration,Responsiveness,and Flexibility 发展一个跨国组织：管理整合、响应机制和灵活性4.1 结构不适应（ Beyond Structural Fit ）1)Stopford and Wellss Inter
4、national Structural Stages Model (Stopford和 Wells国际结构阶段模型)Wordwide Product Division产品组织结构Global Matrix(or “Grid”) 全球矩阵组织结构Alternate Paths of Development发展的不同路径Area Division 地区组织结构International Division国际业务部组织结构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
5、1.In theory, the solution should have worked.The reality turned out 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 管理传统(P97)Decentralized F
6、ederation 分权联盟模式Most key assets and resources Decentralized大部分资产和资源是分散的Loose,personalcontrols.Financial flows:capital out,dividens back松散的、个人控制；财务流；投出资本，收回红利Corporate management treats subsidiaries as independent national businesses公司管理：把国外子公司作为独立的不同国家进行管理跨国经营的产品的品种效益（ForeignProductDiversity)Coordin
7、ated Federation 协调联盟模式Many assets and resourcesDecentralized but controlledFrom center许多资产和资源虽然分散化但由总部控制Tight,formal,systems-based control.Knowlege flows:parent technologyAnd expertise locally adapted紧密的、正式的系统的管理；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 the
8、 domestic operations公司管理：把国外子公作为国内运营在国外的延伸进行管理Centralized Hub 集权中心模式Most key assets and resources centralized大部分资产和资源是集中的Tight strategic and operational control through centralized decision making.Goods flows:from center out通过集中的决策进行紧密的战略和运营控制；货物流；从总部向外Corporate management treats subsidiariesas deli
9、very pipelines to the global mar公司管理：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 强大的各国子公司管理2. Capable global business management适合的全球业务管理3. Influential worldwide functional management 有影响力的世界范围的功能管理2)Distrib
10、uted,Interdependent Capabilities 分布的、相互依存的能力Integrated Network Model 一体化网络模式Distributed,specialized resources and capabilities分布的、专业化的资源和能力Large flows of components,products,resources,people,and information among interdependent units部件、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 coo
11、perationIn an environment of shared 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 three interdependent management process.以三个相互依赖的管理过程为基础，建立复杂且敏锐的决策机制。1）Centralization 集权化top management to interv
12、ene directly in key decision content.高层管理直接干预重要决策内容。2）Formulization 规范化management structures individual roles and administrative systems to influence specific decisions through formalization.3）socialization 社会化top management establishes a broad culture and set of relationships that provide a support
13、ive organizational context for delegated decisions.高层管理建立一种宽容的文化，并为分权决策创造一种支持的组织环境。Integration and Differentiation Needs at Unilever联合利华的整合和差异化需求Businesses业务 Functions 功能 Tasks 任务High高Low低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 Anato
14、my 构建组织骨架1）骨架：资产、资源和责任的正式结构Anatomy: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）Chemicals 化学产品Personal products个人产品Packaged foods 包装食品Resear
15、ch 研制Product development 产品开发Manufacturing 制造Sales 销售Product policy 产品策略Advertising 广告Pricing 定价Distribution 分销Promotion 促销Detergents清洗剂Marketing营销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:organizations systems and decision processes1）Flow of information-the lifeblo
16、od of all management processes-that defines the organiazational physiology.信息流-所有管理过程的命脉-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 relati
17、onships that contribute to corporate objective.管理可以承认，合法化和加强有利于公司目标的非正式关系。3、发展组织心理机制 Developing the Organizational PsychologyPsychology:organizations culture and management mental心理机制：组织的文化和管理意识。Three important tools (影响组织心理的)三种方法1）Clear,shared understanding of the companys mission and objectives.对组
18、织使命和目标有清晰、一致的理解。2）Visible behavior and public actions of senior management.高层管理人员在公共场合的行为和行动。3）Companys personnel policies,practices,and systems.公司的人事政策、实践和系统。4.6Managing the Process of Change管理变革过程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
19、变化（Anatomy）骨架Change in interpersonal relationships and processes.人际关系和过程的改变（Physiology）生理机制Change in individual attitudes and mentalities.个人态度和意识的改变（Psychology）心理机制Model II:The Emerging Change Process 新兴的变革过程Change in individual attitudes and mentalities 个人态度和意识的改变Change in interpersonal relationshi
20、ps and processes人际关系和过程的改变 Change in formal structure and responsibilities 正式结构和责任的变化4.7The Transnational Organization in Transition 变革中的跨国组织1）Disenchantment with Formal Matrix Structures 对正式矩阵结构的觉醒2）Redefinition of Key Organization Dimensions 重新定义重要的组织维度3）Changing the Functional Management Role 改变功
21、能管理角色第五章 5.1中心式，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 中心供应全球式创新模式New opportunity was sensed in home country 在母国（市场）感知新机会Centralized resources and capabilities of parent company were brought in to create new product or process in the mai
22、n RD center在研发中心把母公司的集中化的资源和能力相结合创造出新产品或新工艺。 Subsidiariesrole 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 innovation model 地区供应地区式创新模式 Subsidiary-based knowledge development以子公司为基础的知识开放（过程） Responding to perceived local opportunities, subsidiaries use
23、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机会，子公司利用自身的资源和能力创造能够适应当地市场需要的创新性产品和工艺。2、两个新的跨国式创新过程3） Locally leveraged innovation 地区供应全球式The special resources and capabilities of each national subsidiary are available not
24、 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能力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 全球供应全球式Pooling the resources and capabilities of many different units-typically at both the parent company and the subsidiary level-to create and manage an
25、 activity jointly.集中许多不同单元（通常包括母公司和子公司层面）的资源和能力，共同创造和管理一项活动。5.2使中心创新活动富有成效 Making Central Innovations Effective1. Gaining subsidiary Input: Multiple Linkage 获得子公司输入：多重联系2Responding to National Needs: Market Mechanisms 响应东道国需求：市场机制3Managing Responsibility Transfer: Personnel Flow 管理职责转移:人员流动5.3使地区创新活
26、动富有成效 Making local innovations efficient授权地区管理 Empowering local management建立地区经理与总部决策过程的联系 Linking local managers to corporate decisionMaking processes整合子公司功能 Integrating 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从依赖或独立到相互依存 Fro
27、m dependence or independence to interdependence从一维控制到差异化协调 From unidimensional control to differentiated coordination2.从对称到差异化 From symmetry to differentiation不同业务和功能管理方式的差异化Differentiating the way they managed their various businesses and functions不同地区运营化管理的差异化Differentiating the management of dive
28、rse geographic operations.3.从依赖或独立到相互依存 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 configuration of resources that is neither centralized nor decentralized 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
29、效益，而不是冲突效果It must build interunit integration mechanisms to ensure that task interdependencies lead to the benefits of synergy rather than the paralysis 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
30、决策和冲突解决机制Organization in which there are shared tasks and joint responsibilities requires additional decisionmaking and conflict resolution forums4. 从一维控制到差异化协调 From unidimensional control to differentiated coordination5.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
31、resources有价值的信息和知识流 Flow of valuable information and knowledge5.1.货物流 Flow of goods原材料及其他供应 raw materials and other supplies零部件 components and subassemblies产成品 finished goods货物流的协调可以通过规范化管理过程实现Coordination of the flow of goods can be managed through formalized management process5.2资源流 Flow of resour
32、ces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管理过程实现Coordination of the 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
33、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管理过程实现Coordination of the flow of goods can be managed through socialization management process第六章 CHAPTER 6Engagjinbg in Cross-Border Collaboration:Managing across Corporate Boundaries参与跨国合作：企业的边界管理6.1为什么建立战略联
34、盟(Why Strategic Alliances？)1Technology 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 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合作的风险和成本(The Risks and Costs of Collaboration )1.The Risks of Competitive Collaboration竞争性合作的风险
35、2.The Cost of Strategic and Organizational Complexity 战略与组织复杂性的成本Differences in the administrative heritage of the partner companies further exacerbate the organizational challenge.合伙企业管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 al
36、liances,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 建立和管理合作企业(Building and Managing Collaborative Ventures)1.Building Cooperative Ventures建立合作企业Partner Selection:Strategic and Organzational Analysis 选择搭档：战略和组织分析Escalating Commitment :Thrill of the chase 升级承诺：打猎的兴奋1）The proc
37、ess of alliance planning and negotiating can cause unrealistic expectations and wrong choices.联盟计划和协商的过程会导致不切实际的预期和错误决定。2）The most effective way to control this escalation process is to ensure that at least the key operating managers likely to be involved in the implementation stage of the alliance
38、are involved in the pre-decision negotiation process.控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 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 t
39、he 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（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管理合作企业Managing the Boundary:Structuring the Interface 管理边界：构建界面Managing Knowledge Flows:Integrating the Interf
40、ace 管理知识流动：整合界面Providing Strategic Direction :The Governance Structure 提供战略导向：管理结构第七章7.1全球业务管理 Global Business Management1.全球业务战略家 Global business strategist资产与资源配置的设计师 architect of asset and resource configuration跨国协调者 Crossborder coordinator 7.2全球管理职能 Worldwide functional management1.全球职能管理是指负责基本运
41、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）的管理者。Worldwide functional management refers to those individuals with the responsibility for primary 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
42、 officer.全球情报扫描仪 worldwide intelligence scanner“最佳实践”的交叉媒介 crosspollinator of“best practices“跨国创新的拥护者 champion of transnational innovation7.3地区子公司管理 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
43、 strategy7.4公司高层管理 Toplevel corporate management提供方向和目标 Providing direction and purpose改变公司绩效 Leveraging corporate performance确保持续革新 Ensuring continual renewal第二章 了解国际化的环境：应对冲突环境的压力2.1全球整合与合作的压力（Forces for Global Integration and Coordination)1、改变压力的四个方面：规模（Scale)，范围(Scope)，成本要素(Factor Costs)和自由贸易(Fr
44、ee Trade)2、全球化的扩张螺旋(The Expanding Spiral of Globalization)：技术创新（Technological） ，内部重组的努力 （Internal restructure efforts)3、作为变革推动者的全球竞争者(Global Competitors as Change Agents)：全球棋局(global chess) 竞争战略(competition strategy):假设公司在所有市场上的竞争地位通过在财务和战略上的相互依存而连结在一起） 2.2 地方差异化和响应的压力(Forces for Local Differentiati
45、on and Responsiveness)1、文化差异（Cultural Differences)民族性吉尔特.霍夫斯塔德文化差异的四个维度：权力距离（power distance )不确定规性回避(uncertainty avoidance )个人主义(individualism )男性主义(masculinity) 2、政府要求(Government Demands)：爱恨关系，零和游戏 3、增长的地方化压力（Growing Pressures for Localization)重新确立传统偏好(reasserting traditional preferences for more d
46、ifferentiated products)其他消费者和市场趋势(Other consumer and market trends are emerging)其他重要阻碍 (other important impediments exist)2.4 对同时来自多方面压力的反应（Responding to the Diverse Forces Simultaneously)1、全球多元化和国际化生产（Global ,Multinational, and International Industries)全球化战略(global strategies)全球化的经济压力居于主导地位(economi
47、c forces of globalization are dominant)2、多国化产业（multinational industries)文化、社会和政治的国家性差异居于主导地位(dominance of national differences in cultural ,social,and political environments )多国化战略 （multinational strategies）3、国际化产业（International industries）技术压力是主要的、国际化战略 （technological forces and central）4、向跨国化的转变（T
48、ransition to Transnationality) ：跨国化产业 同时实现（全球性）效率、（对各国市场的）反应能力和（世界范围的）创新。 全球棋局的逻辑(The logic of global chess)1、建立并保卫利润保护区 (Build and defend profit sanctuaries)2、利用现有能力建立的新的竞争优势 (leverage existing strengths to build new advantages)3、进行高风险、先发优势的投资 (make high-risk,preemptive investments) 4、建立联盟和同盟 (form alliances and coalitions )
