Orchestration of the Global Network OrganizationLaszlo Tihanyi, Timothy M. Devinney, Torben Pedersen, Markus Venzin The organizational design of the Multinational Corporation (MNC) was a vibrant area of research in the field of International Business and Management during the 1970-1990's. However, since then this research has largely faded from our scholarship. This volume of AIM is designed to spark new life into the research on the organizational design of the MNC. The world - and environmental forces - has changed substantially in the last decades placing new constrains on the MNCs. External shocks have increased and MNCs need to learn how to live with this increased market volatility. Integrating value chains makes MNCs more efficient but also vulnerable. The relentless forces of competition and globalization are forcing MNCs to divide their activities and reach for foreign inputs, markets and partners. By dividing their value chain into discrete pieces -- - some to be performed in-house, while others are outsourced to partner organizations -- - MNCs hope to reduce overall costs and risks, while also reaping the benefits of ideas from contractors or alliance partners worldwide. These challenges call for new research on the organizational design of the MNC. It is our intention with this AIM volume to motivate new research on the proper organizational design mechanisms of MNCs as of today. |
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Orchestration of the Global Network Organization Laszlo Tihanyi,Timothy M. Devinney,Torben Pedersen,Markus Venzin No preview available - 2014 |
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Academy of Management activities ambidexterity analysis approach argue Bartlett Birkinshaw Business School business units challenges client and vendor cognition companies competitive complex coordination cost decision dynamics economic Edward Elgar effect EMNCs ethnocentrism ExCo export firms focused foreign Forsgren Foxconn franchising Ghoshal Group headquarters heterarchy HQ relocations implementation industry innovation integration interactions interdependencies internal networks International Business Review International Business Studies International Management internationalization investment IOCs Japanese Journal of International Journal of Management knowledge transfer lean operations practices lean roll-out process learning transition literature locations Management International Review Management Review multinational corporations network orchestration Nokia offshore outsourcing organizational architecture organizational design Pedersen performance perspective political strategies regional role social specific stakeholder network Strategic Management Journal structure subsidiaries subunits suppliers Telenor theory tion tional top management transnational value chain variables vendor sub-team Vodafone Westney