Term
| Integration-responsiveness framework |
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Definition
| A framework of MNE management on how to simultaneously deal with two sets of pressures for global integration and local responsiveness. |
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Term
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Definition
| The necessity to be responsive to different customer preferences around the world |
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Term
home replication strategy
(1 of 4 Strategic Choices) |
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Definition
| A strategy that emphasizes the replication of home country-based competencies in foreign countries |
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Term
localization (multi-domestic) strategy
(2 of 4 Strategic Choices) |
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Definition
| A strategy that focuses on a number of foreign countries/regions, each of which is regarded as a stand-alone local (domestic) market worthy of significant attention and adaptation |
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Term
global standardization strategy
(3 of 4 Strategic Choices) |
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Definition
| A strategy that focuses on development and distribution of standardized products worldwide in order to reap the maximum benefits from low-cost advantages |
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Term
transnational strategy
(4 of 4 Strategic Choices) |
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Definition
| A strategy that endeavors to be cost efficient, locally responsive, and learning driven simultaneously around the world |
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Term
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Definition
| an MNE subsidiary explicitly recognized as a source of important capabilities, with the intention that these capabilities be leveraged by and/or disseminated to other subsidiaries |
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Term
| worldwide (global) mandate |
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Definition
| A charter to be responsible for one MNE function throughout the world |
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Term
international division
(1 of 4 Organizational Structure) |
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Definition
| An organizational structure that is typically set up when firms initially expand abroad, often engaging in a home replication strategy |
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Term
geographic area structure
(2 of 4 Organizational Structure) |
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Definition
| An org structure that organizes the MNE according to different geographic areas (countries and regions) |
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Term
global product division structure
(3 of 4 Organizational Structure) |
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Definition
| An org structure that assigns global responsibilities to each product division |
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Term
global matrix
(4 of 4 Organizational Structure) |
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Definition
| An organizational structure often used to alleviate the disadvantages associated with both geographic area and global product division structures, especially for MNEs adopting a transnational strategy |
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Term
| Country (regional) manager |
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Definition
| Manager of a geographic area either a country or a region |
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Term
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Definition
| the structures, processes, and systems that actively develop, leverage, and transfer knowledge |
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Term
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Definition
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Term
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Definition
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Term
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Definition
| how to do things of value |
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Term
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Definition
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Term
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Definition
| is codifiable and can be written down and transferred with little loss of its richness |
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Term
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Definition
non-codifiable and its acquisition and transfer require hands-on practice
hard to learn and transfer
strategically more important |
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Term
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Definition
| a team whose members are physically dispersed in multiple locations in the world and operate on a virtual basis |
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Term
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Definition
| the ability to recognize the value of new info, assimilate it, and apply it |
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Term
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Definition
| the informal benefits individuals and organizations derive from their social structures and networks |
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Term
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Definition
| the micro, informal interpersonal relationships among managers of various units that may greatly facilitate macro, inter-subsidiary cooperation among these units |
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Term
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Definition
-potent form of expertise
-based on 1st hand life experiences
-providing insights drawn from tactic knowledge |
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Term
| the differences between experts and novices |
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Definition
-experts recognize bear traps
make decisions swiftly
recognize content
extrapolate
make fine distinctions
know what they dont know and what rules dont apply |
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Term
| recognize your knowledge gaps |
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Definition
-Knowledge outside your domain
-Unable to access tacit knowledge
-False knowledge due to ignorance
-False Knowledge due to overconfidence
-False Knowledge due to an old mental set |
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