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建立人际资源圈澳洲论文代写：Global competitive environment
2017-05-03 来源: 51due教员组 类别: 更多范文
本篇澳洲论文代写讲了如今全球竞争环境不仅需要组织竞争的能力进入新市场的能力,实现规模经济,同时在经济信息化时代，尽他们自己的能力有效地管理知识流。此外,为了增加竞争力,在追求全球效率时也面临着挑战,当地的响应能力,同时有效的知识和子公司之间的信息传递。本篇澳洲论文代写由51due论文代写机构整理，供大家参考阅读。
可以使用不同的策略来实现竞争优势,跨国企业(跨国公司)采用国际策略寻求利用全球化的创新,但他们缺乏灵活性和效率来防止其被本地响应,如通用，电气(and Beamish,2011)。像飞利浦这样的公司,接近多国化策略包括较高的当地响应能力，但利用知识和所有子公司的能力来转移经历过的困难(Barlett and Beamish, 2011). 全球战略被跨国公司采用，高集中化和严格控制了其总部的活动,使产品适应满足当地需求被松下的情况下。
Nowadays, the global competitive environment requires organizations not only to compete in their ability to enter new markets and achieve economies of scale but also in their ability to effectively administrate knowledge flows in an information-based economy. Additionally, in order to increase competitiveness, challenges are faced in pursuing global efficiency, local responsiveness and at the same time effective knowledge and information transfer between subsidiaries (Hill, 2011).
Different strategies can be employed to achieve competitive advantages, Multinational Enterprises (MNEs) adopting international strategies seek to exploit worldwide innovations, but they lack of flexibility and efficiency preventing them from being locally responsive, such as General Electric (Barlett and Beamish, 2011). Firms like Philips, approaching a multi-domestic strategy comprise high local responsiveness but experienced difficulties in exploiting knowledge transfer and competencies of all the subsidiaries (Barlett and Beamish, 2011). Global strategy was adopted by MNEs who followed high centralization and tight control on its activities from Headquarters, which prevented product adaptation to satisfy local needs being the case of Matsushita (Hill, 2011) (Figure 1).
Nevertheless, to increasing the level of competitiveness is not sufficient to overcome the challenges arising in today's global environment (Hill, 2011). By focusing only on the home environment no organization can develop a world-class knowledge and expertise to strive in a competitive market (Barlett and Beamish, 2011). Thus, MNEs most recent dilemma is to develop and diffuse knowledge, but at the same time boost innovation and learning (Bartlett and Beamish, 2011). Therefore, to achieve these capabilities some enterprises are moving towards a transnational approach, however, the industry and administrative heritage that characterise each firm frequently prevents the successful implementation of the transnational structure.
Transnational model nature
Transnational companies are constantly pursuing a balance to centralize key activities that can raise value for the firms?′ products and services and which can create competitive advantages; while at the same time decentralize others which need local adaptation or that can be outsourced, which is the global/local dilemma that will not disappear (Caves, 1998). Therefore, the need of coordinating
Conclusions
There is no specific structural fit model that should be used by the corporation to respond to the growing complexity of the market environment. The real task is to build the organizational capability to deal with the emerging environment, and no simple, static structural should create the capability. Appropriate capabilities building and management of worldwide company by sensing and responding to the changes is most needed. Therefore, firms must redefine their objectives in order to achieve the aims.
Even though many companies claim to have implemented the transnational model, very few exhibit all the features of a true transnational defined by Barlett and Ghosal, due to its specifics, each company would implement the most suitable aspects of the framework. The examples of Philips, Unilever and a number of Japanese high-tech corporations, show different paths of reorganisation towards an integrated network structure. However, the perfect transnational still remains desirable, as companies strive to overcome the challenges of knowledge transfer and complexity, market conditions and administrative heritage in order to come closer to realizing this idealistic model.
References
Barlett, C. and Beamish, P. (2011). Transnational Management: Text, cases and Readings in Cross-Border Management. 6th Edition. McGraw-Hill. Singapore.
Barlett, C. and Ghoshal, S. (1989). Managing Across Borders, the Transnational Solution. Harvard Business School Press, Boston.
Beechler, S. et Al. (2007). What we talk when we talk about 'global mindset': Managerial cognition in multinational corporations. Journal of International Business Studies, 38, 231-258
Caves, R. E. (1998). Research on International Business: Problems and prospects. Journal of International Business Studies, 29 (1) 5-19
