Questions to the literature used during week-5 Learning to glocalize. Gustavsson, P., Melin, L., Macdonald, S., (1994) In: Advances in Strategic Management, Volume 10B, pp255-288 JAI Press 1. What are the main difficulties that a company faces while implementing Glocal strategy? 2. To what extend do GKN and ESAB Company can be considered as a Glocal Company? 3. According to Gustafsson et al. “The international company must constantly review the advantages of being more global or of being more local in its international activities” 1 Why is this so? 4. What is glocalization? 5. What actually should a producer do in an attempt to glocalize and what are his possible benefits for glocalizing. Combined Questions and Answers: 6. For a multinational company, what does being geocentric mean? 7. How do firms devise srtategies that respond to the conflicting pressures for local responsiveness and integration? 1 Gustavsson et al., Learning to Glocalize, Advances in Strategic Managem ent, 1994, p 256 Questions to the literature used during week-5 Perlmutter, H.V (1969), "The tortuous evolution of the multinational corporation", Columbia Journal of World Business, Vol. The tortuous evolution of the multinational corporation pp.9-18. 1. What are three primary attitudes among international executives toward building a multinational enterprise? 2. What are the main characteristics of Multinational Companies considering the 3 attitudes (Ethnocentric, Polycentric and Geocentric) developed by H. V. PERLMUTTER? 3. What are the Intra-Organizational obstacles toward Geocentric? 4. What are the costs and risks of ethnocentric, polycentric and geocentric orientations for the company? 5. To what extent geocentric approach is helpful in Globalizatio n according to Howard V.Perlmutter point of view in the “Tortuous evolution of the multinational corporation”? Questions to the literature used during week-5 The Myth of Globalization. By: Douglas, Susan P.; Wind, Yoram. Columbia Journal of World Business, Winter87, Vol. 22 Issue 4, p19 1. How does a company balance the Standardization Strategy and Differentiation Strategy when implementing marketing strategy? 2. According to Douglas & Wind, what are the external constraints to effective standardisation? 3. Outline factors which trigger unification of markets (development of global products or brands that is standardisation of products and brands)as well as its potential barriers. 4. When does the standardization of products become the most relevant strategy for global firms? 5. What are the constraints in the implementation of an effective standardization? 6. What are the internal and external operational constraints for an effective implementation of a standardization strategy? Questions to the literature used during week-5 The Power of Strategic Integration. By: Burgelman, Robert A.; Doz, Yves L.. MIT Sloan Management Review, Spring2001, Vol. 42 Issue 3, p28-38 1. What are the two major challenges that executives face trying to implement a complex -strategic- integration? 2. What is strategic integration? 3. What are the forms of strategic integration? How does the company build a Complex -Strategic- Integration Capability? 4. What are the five forms of strategic integration? Which kind of strategic integration should the company avoided? 5. What are the prerequisites top management should implement to put CSI into action? 6. What are CSI skills? 7. According to this article, there are five types of strategic integration, what are their main properties dimensions and how do companies achieve the optimal one? 8. What are the context and skills in building Complex-Strategic-Integration (CSI) capacity ? Questions to the literature used during week-5 The Multinational Corporation as an Interorganizational Network. By: Ghoshal, Sumantra; Bartlett, Christopher A.. Academy of Management Review, Oct90, Vol. 15 Issue 4, p626, 20p 1. To what extend a single powerful Headquarter is less and less the dominant model for Multinational Companies? 2. What are the types of context in interorganizational interactions? 3. What are the important dimensions of inter-organizational interactions? 4. What is the impact of the density of interactions among the different units of a multinational corporation on the configuration of its resources’ repartition? Questions to the literature used during week-5 Interlinking Questions: 1. What is the key factor to the company success in global marketing strategy? 2. What is the link between the structure strategy of a MNC and the Ethnocentric/ Polycentric attitude of this firm? (Articles 2 and 5 + Philips and Matsushita case) 3. How does a company gain competitive advantage through building up global integration and local responsiveness? 4. What are the difficulties for the transnational companies in the real business world? 5. What is the influence of linkage density on the formation of geocentric organization? 6. How to obtain a balance between the efficiency that lies in being globally competitive and the flexibility that is apparent in a local responsiveness approach? 7. What is the relationship between the corporation learning ability and implementation of complex strategic integration? 8. Is success on international markets actually dependent on the strategy of global products and brands? 9. Why do companies have to change their management structure? What are the factors that force multinational toward Geocentric? 10. What are the key functions that we must have in-between subsidiaries and HQ relation to get competitive advantages? 11. What are the obstacles faced by MNC when it comes to becoming global? 12. What is the role of geocentric man in building a Complex-Strategic-Integration (CSI) capability in a company? 13. Which of the forms of strategic integration should multinational corporations seek? Justify your answer, Also clearly brief the challenges underlying(this) its execution 14. What are the major benefits of decentralization of activities globally from the point of view of risk management? 15. What is the crucial and unique role of top management in a multinational company? 16. How can the Headquarters and Subsidiary relations be improved? What are the key management capabilities?