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International Management:
Managing Across Borders and Cultures. 7th Ed. Chp.7.
Well-established processes for Given the asymmetry of resources and Capitalize on points of technology
structuring, governance, and long term objectives, these processes by proactively demonstrating skills
staffing alliances dont apply; so plan for the short term with and creating opportunities
Consolidating an eye on the long term Ensure modular or discrete
knowledge transfer to ensure
tangible outcomes
A relatively predictable pattern Given asymmetry and therefore Proactively build networks within
for the further development of dispensability of small enterprises; there the MNC and add value
alliances, including built-in is greater uncertainty vis--vis MNCs Adopt an ambiguous approach by
Extending contingencies for instability and own plans and priorities; so be vague by design; pursue oblique goals without
dissolution design with an eye on the bigger prize showing all cards initially, and keep
options open
Consult
Examine Evaluate the Gain the co- Invest in
your reasons best operation of your
the
for out- outsourcing manage-ment alliance
sourcing. model. and staff. alliance.
partners.
Extent/De-
gree of
Control
Scope of
Activities Mechanism
and of Control
Control
IJV
Control
Market-driven Volume-driven
Systemic
technology technology