international business strategy (ibs) -a
Post on 31-Dec-2015
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1a-Strategy (20) 3
IBS: how firms compete in internationally competitive markets
–needs: horizontal linkage of various narrow disciplines
–holistic approach: IBS eclectic, cross-disciplinary*
•Integrated approach to IBS
1a-Strategy (20) 4
Contrasting paradigmsa) External context (Porter): => WHY?WHY? environment, competitors competitive advantageb) Resource-based approach (Hamel-Prahalad) =>
WHAT?WHAT? firm specific resources forward lookingc) Process view (Mintzberg, Waters) =>HOW?HOW? management: process of change actions, interactions*
1a-Strategy (20) 5
a) External context: market specificStrategic ChangeStrategic Change: prescriptive adjustment
to external change factors (market, competitors)
Integrated approach, international aspect,SWOT
IBSIBS
International business
Strategic management
International finance
Organizational development
International marketing
1a-Strategy (20) 6
b) Resource-based approach: firm specific
Internal firm-basedfirm-based perspective
Competitive advantage: depend on
- resources
- capabilities
- Competencies
FForward looking
1a-Strategy (20) 7
c) Process viewHOW IBS developed?HOW IBS developed?
complexity, ambiguity
process of change + organizational context
how change affects
– actions
– reactions
– interactions of people within organization
Merge different complementary strands of thinking!*
1a-Strategy (20) 9
Rope metafore
While strands separated, they are interrelated
From a distance: they are not distinguisable - outcome is not prescriptive
It can be unravelled:
lack of fit between assumptions
Length: real time
1a-Strategy (20) 10
Strategic approachStrategic approach
WHY to develop an international business in a competing environment?
WHAT is the content of strategy
(resources, core competencies, anticipated performance, time scale)
HOW development to be achived? Configure resources! Managers? Motivation? Monitoring? Evaluating?
1a-Strategy (20) 11
International Business Strategy is concerned
with the strategic management processprocess, by which
firms of all sizefirms of all size evaluate their changing international business environment and
shape an appropriate organizational responseresponse that
involves the crossingcrossing of international borders.
1a-Strategy (20) 12
Spatial perception of competitive Spatial perception of competitive opportunities and threatsopportunities and threats
– board members– competitors– SWOT– moving headquarters
Costumer baseCostumer base– all customers equidistant
Scope and complexityScope and complexity– discontinuity: resource, managers– greater complexity– compatibility with market requirements
1a-Strategy (20) 13
How increasing complexity does relate functional areas?
• Marketing
• Logistics
• Finance
• Human resource management
• Operations
1a-Strategy (20) 17
How functions at Ford
were changed
according to increasing
environmental complexity?
1a-Strategy (20) 18
The nature of strategyThe nature of strategy
• strategy: difficoult to define
• Mintzberg:
PATTERN
PLAN
POSITION
PERSPECTIVE
PLAN:
Takes the future into account and firm follows the plan
Difficoulties in prediction
POSITION:
How products and services positioned on a market?
An external contextual view of strategy
PERSPECTIVE:
Internal view
Organization’s way of doing: people, processes
PATTERN:
Consistent pattern of behaviour
How a firm operates?
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