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Samenvatting: Internationaal management (Master handelswetenschappen)
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Samenvatting van 61 pagina's voor het vak Internationaal Management aan de KU Leuven
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International Management1. ZOOM-OUT: THE COMPETITIVE ENVIRONMENT ............................................................. 3
I. Trends in globalization ...................................................................................................... 3
1. The rise of globalization ............................................................................................... 4
2. Slowbalization? ............................................................................................................ 5
II. Impacts on globally connected value chains .................................................................... 6
A. Globalization a stark debate .................................................................................... 6
III. COMPETING FORCES: Krachten van integratie, reactievermogen en leren .................... 8
1. Global integration ........................................................................................................ 8
A. SCHAALVOORDELEN ................................................................................................ 8
B. ECONOMIES OF SCOPE ........................................................................................... 10
C. FACTOR COSTS à specifiek over de locatiestrategie ............................................. 10
2. National responsiveness ............................................................................................ 11
A. Cultural differences ................................................................................................ 11
3. Worldwide innovation (and learning) ........................................................................ 11
A. Responding to Diverse Forces Simultaneously ...................................................... 12
IV. THE IMPACT OF DIGITAL ............................................................................................... 13
2. ZOOM-IN: MORPHOLOHY OF MNEs ............................................................................. 15
I. MNEs defined .................................................................................................................. 15
1. MNEs defined and examined ..................................................................................... 15
II. From international to transnational ............................................................................... 15
1. From international to transnational ........................................................................... 15
A. CASE ....................................................................................................................... 16
2. Organization structure and HQ-subsidiary relations .................................................. 17
A. Pre-WW II Europese Rijken: Dominantie van het multinationale model ............... 17
B. Post-WW II Amerikaanse expansie: Dominantie van het internationale model .... 17
C. Late eeuwse Japanse uitdaging: Dominantie van het globale model .................... 17
D. Het bouwen en beheren van de transnationale .................................................... 18
3. Roles in the MNE ........................................................................................................ 20
4. Culture ........................................................................................................................ 22
5. Nationale culture........................................................................................................ 22
6. Organizational culture ................................................................................................ 24
3. MAGEMENT: KEY FUNCTIONS IN THE MNE .................................................................. 27
I. Strategy & Decision making ............................................................................................ 27
1
, 1. Five leadership theories ............................................................................................. 27
2. Five types of strategic leadership ............................................................................... 29
3. Five minds of the manager ......................................................................................... 30
4. Five sources of power ................................................................................................ 30
5. Getting to the top: Fact vs Folklore ............................................................................ 30
II. Strategic decision making............................................................................................... 32
1 Daimler-Chrysler case ................................................................................................. 32
2 The Strategy Pyramid .................................................................................................. 33
A. Corporate Strategy ................................................................................................. 33
B. Business Strategy ................................................................................................... 34
C. Functional Strategy ................................................................................................ 34
D. Operating Strategy ................................................................................................. 34
3 Ten schools of thought ................................................................................................ 35
3 School of Positioning ............................................................................................... 37
5 School of Cognition ................................................................................................. 38
4 The 5 P’s of strategy .................................................................................................... 39
5 Strategic choice cascade (positioning school) ............................................................. 39
III. Strategic perspectives ................................................................................................... 41
1 Traditional Strategy Perspectives ................................................................................ 41
A. International strategy ............................................................................................ 41
B. Multinational strategy............................................................................................ 42
C. Global strategy ....................................................................................................... 42
D. Transnational strategy ........................................................................................... 42
2 Goals vs Means............................................................................................................ 43
IV. Market selection ........................................................................................................... 44
1 CAGE distance framework ........................................................................................... 45
2 SWOT ........................................................................................................................... 46
V. Entry mode selection ..................................................................................................... 47
1 Exporting ..................................................................................................................... 47
2 Licensing ...................................................................................................................... 47
3 Franchising .................................................................................................................. 48
4 Joint venture, Strategic alliance .................................................................................. 49
A. Strategic alliance .................................................................................................... 49
B. Joint Ventures ........................................................................................................ 49
5 Fully owned subsidiaries ............................................................................................. 50
6 Verborgen valkuilen in de besluitvorming .................................................................. 51
2
, IV. International HRM ........................................................................................................ 54
V. Global Mobility............................................................................................................... 56
KEY CHALLENGES IN EXPAT MANAGEMENT .................................................................. 56
Diversity and inclusion ................................................................................................... 57
VI. International finance..................................................................................................... 58
4. REFLECTION: THE FUTURE OF THE MNE ....................................................................... 60
Guest speaker .................................................................................................................... 60
1. ZOOM-OUT: THE COMPETITIVE ENVIRONMENT
I. Trends in globalization
3
, 1. The rise of globalization
Globalisering : verschillende aanpakken
Handel en economie gaan wereldwijd, interdependentie en integratie van de economie
à vroeger was alles inhoudelijk, binnen elk land economie gedreven
à nu hangt alles vast (bedrijf zit wereldwijd,…) = systeem wordt kwetsbaar, je bent
afhankelijk van de anderen
1. Economen richten zich op de groei van de internationale handel en de toename van
de internationale kapitaalstromen.
2. Politieke wetenschappers zien de globalisering als een proces dat leidt tot de
ondermijning van de natiestaat en de opkomst van nieuwe vormen van bestuur
(controle).
3. Sociologen zien de globalisering in termen van de opkomst van een mondiale cultuur
en de overheersing van de media door mondiale bedrijven.
4. Experts op het gebied van internationale betrekkingen hebben de neiging zich te
richten op het ontstaan van mondiale conflicten en mondiale instellingen.
Evolutie van de economie over de landgrenzen heen
• De verschuiving naar een meer onderling afhankelijke en geïntegreerde
wereldeconomie
• Markten: de handelsbelemmeringen nemen af en de voorkeuren van de kopers
veranderen. Je bent in verschillende landen actief.
• Productie: bedrijven kunnen gemakkelijk goederen en diensten uit andere landen
betrekken, je kan kiezen om u productie te delokaliseren à hoeft niet samen te zijn
Bv. In België produceren, maar wereldwijd verkopen. Wereldwijd gaan produceren
maar enkel in België verkopen.
Handelsbarrières : Hoe hoger de barrière hoe moeilijker het wordt
- Taksen
- Regelgeving
= bepalen hoe makkelijk/moeilijk het is om de producten in en uit te voeren
à Er zijn maximale % die vastliggen bij een handelsakkoord
WTO = World Trade Organisation 1995 (incl. China!)
à China had een gigantische toegang tot een wereldmarkt dankzij de WTO
Internationale transport : invoeren van afrika is goedkoper dan de producten hier te
kweken. Want de transport en communicatiekosten zijn heel fel gedaald (sinds 1930)
1980 : Curve Technologische ontwikkeling à exponentieel gestegen
4
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