michel villette janvier 20091 international dimensions of management michel villette

Michel Villette Janvier 2009 1

International Dimensions of Management

Michel Villette

Michel Villette Janvier 2009

2

International Dimensions of Management

Course Objectives

The course is designed to provide a comprehensive and up-to-date overview of the main issues managers are facing within European multinational corporations.

After a brief identification of the strategic issues of internationalisation,

we will focus on the difficulties and practical dilemmas professionals are confronted with, while organizing, controlling and managing a Multinational Corporation.

Course Organization ( 8 x3 hours)

1. Internationalisation why ? Illusions and myths about globalization The rationales for developing business

aboard. 2. The decision of developing foreign

operations The different steps toward

internationalisation3. How Multinational should Your

Organization be ? Ethnocentric policy Polycentric policy Regiocentric policy Geocentric policy4. Relations between headquarter and

subsidiaries-Main difficulties-Techniques and tactics-Management Accounting-Human Resources

5. Building teams for global operations 6. Managing change in the multinational

company7. Mergers, Acquisitions8. International Joint ventures and alliances


3

Special Report

The 400 Best Big Companies12.22.08, 06:00 PM EST

Food Drink & TobaccoIndustry is :

NAME 5-YEAR TOTAL RETURN % SALES ($BIL) NET INCOME ($MIL) INDUSTRY

Andersons 9.6 3.5 90 Food Drink & Tobacco

Archer Daniels 15.5 78.1 2,411 Food Drink & Tobacco

Brown-Forman 6.0 2.6 446 Food Drink & Tobacco

Bunge 9.4 54.1 1,519 Food Drink & Tobacco

Campbell Soup 7.0 8.1 1,155 Food Drink & Tobacco

Coca-Cola 2.8 32.1 6,026 Food Drink & Tobacco

Corn Products Intl 10.8 3.9 266 Food Drink & Tobacco

Flowers Foods 20.4 2.3 109 Food Drink & Tobacco

General Mills 9.9 14.1 1,284 Food Drink & Tobacco

Hain Celestial Group -7.4 1.1 37 Food Drink & Tobacco

Hormel Foods 1.5 6.8 286 Food Drink & Tobacco

Kellogg 6.3 12.7 1,145 Food Drink & Tobacco

Kraft Foods -0.1 41.8 3,323 Food Drink & Tobacco

McCormick & Co 2.8 3.1 261 Food Drink & Tobacco

PepsiAmericas 3.1 4.9 231 Food Drink & Tobacco

PepsiCo 5.3 42.9 5,685 Food Drink & Tobacco

Ralcorp Holdings 16.2 2.8 168 Food Drink & Tobacco


4

Food consumer products : REVENUES PROFITS

Rank Company Global 500 rank $ millions % change from 2006 $ millions% change from

2006

1 Nestlé 57 89,630 12 8,875 21

2 Unilever 122 55,006 8 5,322 -11

3 PepsiCo 184 39,474 12 5,658 0

4 Kraft Foods 195 37,241 0 2,590 0

5 Groupe Danone 423 20,128 14 5,721 237

Classement mondial des entreprises

(Source : Fortune, june 2008)

Beverage : REVENUES PROFITS

Rank Company Global 500 rank $ millions% change from

2006 $ millions% change from

2006

1 Coca-Cola 275 28,857 20 5,981 18

2 Coca-Cola Enterprises 403 20,936 6 711 0

3 Inbev 431 19,751 18 3,009 70

4 Heineken Holding

491 17,197 16 553 -27

5 SABMiller 493 17,057 15 2,023 23


5

Food production : REVENUES PROFITS

Rank Company Global 500 rank $ millions % change from 2006 $ millions

% change from 2006

1 Archer Daniels Midland 158 44,018 20 2,162 65

2 Bunge 191 37,842 44 778 49

3 Tyson Foods 298 26,900 5 268

Food services : REVENUES PROFITS

Rank Company Global 500 rank $ millions % change from 2006 $ millions% change from

2006

1 McDonald's 359 23,231 8 2,395 -32

2 Compass Group 401 20,950 -5 1,014 98

3 Sodexo 473 17,673 13 458 16

Classement mondial des entreprises

source : Fortune, june 2008.


6

Food and drug stores :REVENUES PROFITS

Rank Company Global 500 rank $ millions % change from 2006 $ millions % change from 2006

1 Carrefour 33 115,585 15 3,147 11

2 Tesco 51 94,703 18 4,253 20

3 Metro 56 90,267 20 1,129 -15

4 CVS Caremark 80 76,330 74 2,637 93

5 Kroger 87 70,235 6 1,181 6

6 Walgreen 125 53,762 13 2,041 17

7 Royal Ahold 137 50,739 -11 4,012 256

8 Groupe Auchan 139 50,465 15 1,317 41

9 Seven & I Holdings 141 49,768 9 1,130 -1

10 AEON 154 44,707 8 380 -23

11 Supervalu 157 44,048 18 593 31

12 Safeway 164 42,286 5 888 2

13 J. Sainsbury 208 35,797 10 660 7

14 Woolworths 228 33,442 18 1,016 34

15 George Weston 254 30,559 8 524 392

16 Coles Group 293 27,556 0 594 -32

17 Delhaize Group 306 26,113 7 561 27

18 William Morrison Supermarkets 310 25,960 12 1,109 141

19 Rite Aid 328 24,418 40 -1,079 -4122

20 Alliance Boots 340 23,812 10 20 -97

21 Publix Super Markets 360 23,194 6 1,184 8

22 Migros 445 18,915 15 666 11


7

For a particular country, what is a “foreign company” ? Foreign shareholders : 20%, 50% ? Foreigners among the top managers ? Headquarter localization ? Research Localization ? Taxation policy ? Image ? Political influence ?


8

L’usine Akaï d’Honfleur dépose son bilan (Le Monde, 16

janvier 1997)

Crée en 1982 avec d’importante subventions publiques et une protection douanière, l’usine Akaï d’Honfleur était un modèle social… Elle comptait 700 employés en 1993.

1993 : La direction fait savoir qu’elle ne sollicite plus pla prime d’aménagement du territoire de 5, 25 millions de francs pour un investissement de 65 millions avec 300 nouveaux emplois à la clef.

Avril 1995 : La marque Japonaise Akaï est absorbée par la multinationale asiatique “Semi-Tech”.

1996 : 180 licenciements à Honfleur. Baisses de salaires allant jusqu’à 40% pour les autres.

Juin 1996 : Semi-Tech revend l’usine à une société Chinoise, “ Omin Present“ dont le siège est à Hong-Kong pour un prix très bas : 392 000 Frs (pour une usine dont le chiffre d’affaires est en 1995 de 576 millions de F (et une perte annuelle de 22 millions).

Septembre 1996 : Il reste 312 salariés dans l’usine, plus personne ne paie leurs salaires et on ne sait plus qui est le propriétaire de cette entreprise : il n’y a plus personne pour payer les indemnités de licenciements, les dettes aux fournisseurs et pour procéder à la liquidation.

Les pouvoirs publics français, qui ont largement subventionné l’implantation de l’usine, vont devoir encore supporter le coût de son démantellement.

Pour la ville de Honfleur, le projet de développement tourne au fiasco.

Pour la conception de politiques industrielles, c’est un exemple à méditer…


9

For a particular company, what means being international ? Foreing sales as a % of total sales Foreing products diversity Age of foreing operations Number of countries where the company is

operating % of third countries nationals among

employees % of expatriates among employees Type of foreing operations : exportation,

production, research, Type of organization , company culture and

strategy.


10

WHY COMPANIES ENGAGE IN FOREIGN OPERATIONS?Phatak Arvind V. International Dimensions of Management. PWS Kent Publishing Company, 1992.

To achieve efficiency by locating a function in that country which has a comparative advantage in providing the factors required to

perform it (scale economies) ex: labor cost, cost of capital. by sharing investments and costs across more products, markets and businesses ( scope economies ) ex: research laboratories

To manage risks currency wage-rate Growth rates differences between countries.

To be more innovative, to learn, to adapt Technology transfer marketing intelligence benchmarking research: "In the US, all great engineers want to work on product innovation; in Asia, the best guys want to

work on improving the production process" To make easy money

To take advantage of cross-exchange rates between currencies To avoid strict laws and high taxation

For leadership attack or counterattack against competitors power relations with clients power relations with suppliers power relations with nation-states


11

Who’s got the Profits ?

Germany

An Item is manu-Factured at a costOf $80.It is then soldto an Irish Subsidiary for $80

Taxe Rate : 48%Taxe Paid : $0

Ireland

The subsidiaryTurns around andResells the item at$150 to a U.S. sub-Sidiary earning a$70 profit.

Taxe rate : 4%Tax Paid : $ 2,80

United StatesThe U.S. subsidiarysells the item atcost, for $150.No profit is earned.The Irish subsidiarythen lends moneyto the U.S. companyfor future expansion

Tax Rate : 34%Tax Paid : $0.


12

WHY INTERNATIONAL COMPANIES ENGAGE IN FOREIGN PRODUCTION?

To maintain a market position abroad despite tariff and non-tariff barriers

To reduce high transportation costs To take advantage of cheap labor or cheap

supply. To meet the demand of fast growing

market. To meet the demand for the product quickly To builds good relations with customers

and the host government To take advantage of incentives offered for

direct investments


13


14

Taux de croissance de divers pays en 2009 ( année de crise)• 1 Macau, China 13.2

2009 est.• 2 Qatar 9.5 2009 est.• 3 Azerbaijan 9.3 2009 est.• 4 China 8.7 2009 est.• 5 Ethiopia 8 2009 est.• 6 India 8.8 2010 est.• 7 Poland 7.3 2009 est.• 8 Lebanon 7 2009 est.• 11 Congo, Republic of the6.6 2009 est.• 12 Uganda 6.6 2009 est.• 13 Djibouti 6.4 2009 est.• 14 Laos 6.4 2009 est.• 15 Niue 6.2 2003 est.• 26 Turks and Caicos Islands4.9

2000 est.• 31 Bermuda 4.6 2004 est.• 32 Gambia, The 4.5 2009 est.• 33 Indonesia 4.5 2009 est.• 34 Zambia 4.5 2009 est.• 35 Iraq 4.3 2009 est.• 70 Iran 2.6 2009 est.

• United States Virgin Islands2 2002 est.• Australia 3.3 2010 est.• Saudi Arabia0.2 2009 est.• Brazil -0.2 2009 est.• Norway -1 2009 est.• France -2.2 2009 est.• United States-2.4 2009 est.• Argentina -2.5 2009 est.• Canada -2.5 2009 est.• European Union -4 2009 est.• Italy -4.8 2009 est.• United Kingdom -4.8 2009 est.• Bulgaria 4.9 2009 est.• Germany -5 2009 est.• Japan -5.3 2009 est.• Turkey -5.6 2009 est.• Mexico -6.5 2009 est.• Russia -7.9 2009 est.


15

How to organize the multinational

corporation ? Key questions

How to encourage a predominantly domestic organization to take full advantage of growth opportunities abroad ?

How to blend product knowledge and geographic area knowledge most efficiently in coordinating worldwide business ?

How to coordinate the activities of foreign units in many countries while permitting each to retain its own identity ?


16

Area for formulation of global corporate objectives :

Profitability Level of profits Return on assets investment equity,

sales Yearly profit growth Yearly earnings per share growth

Marketing Total sales volume Market share –worldwide, region,

country Growth in sales volume Growth in market share Integration of country markets for

marketing efficiency and effectiveness. Production

Ratio of foreign to domestic production volume

Economics of scale via international production integration

Quality and cost control Introduction of cost efficient

production methods Doing or buying

Finance Financing of foreign affiliates Local borrowing Taxation : minimizing tax burden globally Optimum capital structure Foreign exchange management- minimizing

losses from foreign fluctuations Technology

Type of technology to be transferred aboard; Adaptation of technology to local needs and

circumstances Host Gouvernent Relations

Adapting affiliate plans to host governement developmental plans

Adherence to local laws, costums and ethical standards

Personnel Development of managers with global

orientation Management development of host country

nationals Research and Development

Innovation of patentable products Innovation of patentable production

technology Geographical dispersion of research and

development laboratories.


17

Possible evolutions of a corporation toward internationalization :

Foreign Inquiry

Export department and direct sales

Sales Branches or Subsidiaries

Production abroad

Integration of Foreign affiliates

Alliance andJoint ventures

AcquisitionOf foreigncompanies

Merger with othercorporations


18

The Stopford and Wells Model of MNC Organizations

GlobalOr transnational

WorldwideProductDivision

Geographic AreaDivision

Internationaldivision

ForeignProductDiversity

Foreign Sales as Percentage of Total Sales


19

Integration & Differenciation Three Basic integrative mechanisms :

Centralization Formalization Normative integration

Differentiation :

measured for each company as the ratio of the number of its “fit” to its “misfits” subsidiaries.


20

Des modèles d’organisation plus ou moins adaptés selon les secteurs :(organizational fit)

Secteurs Caractéristiques du secteur

Condition de

La compétitivité

Modèle d’organisation

adapté

??Des exigences

différentes selon

Les pays

Adaptabilité

locale

Multinational,

Style de management polycentrique

?Coûts de R&D élevés, exigences différentes selon les pays

Diffusion des compétences

International

Style de management ethnocentrique

?Un marché mondial homogène, des opportunités d’économie d’échelle

Effets d’echelle,

Production et distribution de masse

Modèle global

Style de management geocentrique


21

Research by Gates and Egelhoff, 1986, « Centralization In Headqharters-subsidiary relations »,

Journal of International Business Studies

If a subsidiary has to face à more dynamic environment :

rapid product change rapid competitive climate change

then, more autonomy.


22

Decision problems as perceived by international affiliates CEO

1. Reaching a decision takes too long because we must get approval from headquarters

2. There is too much bureaucracy in the organization3. Too much paperwork has to be send to headquarters4. Headquarters staff and subsidiary management differ about

which problems are important5. Headquarters tries to control its subsidiaries too tightly6. The subsidiary is too dependant on headquarters for new

product development7. Headquarters makes decisions without through knowledge of

marketing conditions in the subsidiary’s country8. The company doesn’t have a good training program for its

international managers9. The company has an inadequate procedure for sharing

information among its subsidiaries10. There is very little cross-fertilization with respect to ideas and

problems solving among functional groups within the company11. Headquarter is too home-country oriented

12. Headquarter managers are not truly multinational personnel


23

The globalization processGeorge S. Yip, 1989, “Global strategy in a world of Nations ? Sloan Management Review,N°29 Fall

1989.

Home country Step 1:Develop coreBusiness strategy

Step 2: InternationalizeThe strategy

Step 3:Globalize the Strategy

Country A B C D


24

Limits of globalisationpositionnement

product

marque

emballage

tarif

publicité

Promotion commerciale

distribution

GLOBAL NON GLOBAL

Non


25

Stratégie d’expansion à

l’international : Produit

12 3 4 5

Pays 1

X X X

2 X X3 X x X4 X5 X6 X X7 X


26

Réduction des risques dans une stratégie de croissance internationale :

pays Segments

de clientèle

Produits actuels

Produits nouveau

x

actuel actuel 1 3

actuel nouveau 2 4

nouveau actuel 5 7

nouveau nouveau 6 8


27

Different types of multinationals companies

GlobalHigh

Global CoordinationIntegration

National

Low

Low National differentiation responsiveness

Multinational

High

Transnational Ethnocentric attitude Geocentric attitude

Polycentric attitude


28

Organization or culture ? “The formal organization chart is a poor representation

of how an organization really operate.” Organization is a set of relationships among

individuals, groups, units and very different relationship patterns can flourish within the same formal structure.

formal

informal


29

Four style of management for the multinational companyH.V. Perlmutter and D.A. Heeman, "How Multinational Should Your Organization Be? HBR, November-December 1974.

Ethnocentric attitude "Our culture is better than Yours, we will

teach You how to do " Polycentric attitude

"Stay home, and do it your own Way" Regiocentric attitude

"By international and let us rule the company"

Geocentric attitude "Believe us, we will be global soon. Nationally

will make no differences between us"


30

Modèle multinational, très décentralisé, polycentrique, Le siège considère le groupe comme un

portefeuille d’entités indépendantes Les filiales sont autonomes et dotées de

ressources stratégiques L’intégration minimum est assurée par des

relations personnalisées entre dirigeants et un système de reporting léger.

Siège mondial


31

Polycentric policy As many policy as subsidiaries. Few rules and guidelines (except finance

management). CEO of Subsidiaries are host country

nationals with no career opportunity aboard Strategic decisions are centralized and

operational decisions at the subsidiary level The CEO of a subsidiary is autonomous as

long as he as good financial results. Headquarters interventions are limited.


32

Polycentric policy Advantages/disadvantages CEOs are close to

the subsidiary they are leading

The task of the headquarters is simple

Chameleon strategy to face nationalism and cultural particularities

Lack of control Management of change

is difficult Poor international co-

ordination Managers do not have

an international perspective

careers are limited lack of loyalty,

segregation difficulty to negotiate

at an international level with clients or suppliers


33

Modèles international, ethnocentrique ou encore “global” Le siège considère les filiales comme des

extensions de l’activité domestique. Les filiales sont dotées d’importantes ressources

mais fortement contrôlées par le siège. Il existe un système sophistiqué de planification

et de contrôle.

Siège mondial


34

Ethnocentric policy

Parent country - is the reference - provide the leaders - keep control Expatriates rules the subsidiaries Great privileges and advantages for expatriates Centralized decisions Careers managed by the headquarters Foreigners does not belong to the "family" Headquarters does not help very much. He is

controlling.


35

Ethnocentric PolicyAdvantages/Disadvantages

Uniformity of subsidiaries

Cultures Technology transfers Secrecy Ethnic conflicts avoided Prestige of the parent

country Response to xenophobia International reactivity Multi divisional

organization is possible at a word while scale

Expensive Centralization may

face rebellion Decisions not

adapted to the countries

Permanent conflicts between expatriates and host country nationals

Second class citizens are discouraged


36

The global corporation : a myth ? Myth, utopia, ideal ? Equal opportunity for all managers around the word No nationalist bias in the decision making process Competition among subsidiaries to develop and promote

internationally recognized solutions to technical problems good co-operation among managers from different

nationalities

Advantages/disadvantages ? This policy match the global challenge very expensive managers becomes nomads in reality the myths does not work perfectly well Internationals managers consider themselves as an elite and may

become arrogant

Ex: Shell, Unilever , Nestlé, Hewlett-Packard, Schlumberger...


37

Regiocentric policy Three level organization: -World while Headquarters -Regional Headquarters (Europe, Asia, Middle

East) -National Subsidiaries Ex: IBM, Texas Instrument, Dow Chemical,

Eastman Kodak before 1985. Parents country nationals keep the top positions

at the world headquarters High international mobility among managers of

the same region. Career of third country nationals ended at the

regional headquarters.


38

The regiocentric policy Advantages/Disadvantages

Good relations between subsidiaries in the same area

Manager mobility develop an international culture

A lot of international managers are available

Expatriates are well accepted by host country colleagues and subordinates

International opportunities for young managers

To Expensive Foreigners are second

class citizens Foreigners lives the

company when they have been trained as international managers.

Regional diversity is high and regional policy are not adapted to the different markets

To many hierarchical levels, bureaucracy.

Decision process is slow ,complicated and conflictual.


39

Le modèle transnationalRéférence : Christopher A. Bartlett and Sumantra Ghoshal, 1989, Managing Across Borders, The Transnational solution, Harvard Business School Press,

Les actifs de l’entreprise sont dispersés géographiquement, spécialisés et interdépendants.

Chaque filiale nationale doit contribuer, de manière différenciée à une stratégie définie de manière intégrée au niveau mondial.

Les compétences sont développées conjointement par l’ensemble des entités et partagées au niveau mondial.


40

Le modèle transnational : un reseau d’exploitation de la diversité.


41

Dans le modèle transnational :4 rôles possibles pour une filiale :

Importancestratégiquedu marchélocal

Niveau de compétence de la filiale locale

-

+

+

TROU NOIR

EXECUTANT

LEADERSTRATEGIQUE

CONTRIBUTEUR


42

STRATEGY IMPLEMENTATION AND MANAGEMENT OF CHANGE in the multinational corporationBibliography

Recommended books Bartlett Christopher A., Ghoshal Sumantra. Transnational management :

text, cases, and readings in cross-border management. Homewood, IL, Irwin, 1992.

Kotter, John P. Leading Change. Harvard Business School Press, Boston,MA, 1996.

Complementary readings : Adler Nancy J. International Dimensions of Organizational Behavior. Kent

Publishing Company, 1991. pages 126-142. Bartlett Christopher A. Ghoshal Sumantra. Managing Across Borders. The

Transnational Solution. Harvard Business School Press, 1989. Bartlett Christopher A., Ghoshal Sumantra. Transnational management :

text, cases, and readings in cross-border management. Homewood, IL, Irwin, 1992.

Bogan Christopher E. English J. Benchmarking for best Practices. Mc Graw Hill, New York.

Borg-Warner Chemicals case. Wim Broekhuysen. 1993. Brown Shona L., Eisenhardt Kathleen M., Competing on the edge :

stratégy as structured chaos, Havard Business School Press, Boston, MA, 1998.

Brunsson N, The Irrational Organization. Irrationality as a Basis for Organizational Change. John Wiley, 1985.

Champy James A. and Hammer Michael, Reengineering the Corporation : A Manifesto for Business Revolution. Harper Collins PUblishers, New York. 1993.

Collins Timothy M. Doorley Thomas L. Teaming up for the 90s. Business One Irwin, Homewood, USA.

Crosby Philip B. Quality is Free. The Art of Making Quality Certain. Mac Graw hill, New York, 1980.

Drissi Amar, It’s Impossible, so We’ll Do It. Business Life Seminar, Session of 8 April 1994, Ecole de Paris du Management. France.

Duck Jeanie Daniel. Managing Change : the Art of Balancing. Harvard Business Review. November-December 1993.

Evans Paul, Doz Yves and Laurent André, Human Resource Management in International Firms. Change, Globalization, Innovation. Macmillan, 1989

Evans Paul, Doz Yves and Laurent André, Human Resource Management in International Firms. Change, Globalization, Innovation., Macmillan, 1989

Gates Stephen R. Egelhoff William G. Centralisation in Headquarters-subsidiary relationships. Journal of International Business Studies. Summer 1986.

Ghoshal Sumantra and Bartlett Christopher A. Changing the Role of Top Management. Harvard Business Review, January-February 1995.

Ghoshal Summantra. Nohria Nitin, Horses for Courses : Organizational Forms for Multinational Corporations. Sloan Management Review. Winter 1993.

Hamill Jim, Pan-Europeanisation: Myth or Reality- CMB Packaging. European Management Journal, Vol 10 N°4 December 1992.

Haspeslagh P.C. and Jemison D.B. Managing Acquisition, Free Press, 1991.

Kanter R.M. The change Masters, Simon and Schuster, 1984. Kelly F.J. and H.M. What they really teach you at the Harvard Business

School, Warner Books, New York, 1986.

Kotter, John P. Leading Change. Harvard Business School Press, Boston, MA, 1996

Kotter, John, P, Organizational Dynamics : diagnosis and intervention, Addison-Wesley, Reading, MA, 1978.

Latour Bruno. Aramis. La Découverte, Paris, 1992. Marsick Victoria J. Turner Ernie and Cederholm Lars, International

managers as team leaders. Management Review, March 1989. Midler Christophe. Twingo, L'Auto qui n'existait pas. Inter-édition,

Paris, 1994. Mills D. Quinn. The Decline and Rise of IBM.. Sloan Management

Review. Summer 1996. Mills, D. Quinn, Friesen, G. Bruce, Broken promises : an

unconventional view of what went wrong at IBM. Harvard Business School Press, Boston, MA,1996.

Mitzberg H. Rise and Fall of Strategic Planning, Free Press, 1993. Mumford E. and Pettigrew A., Implementing Strategic Decisions,

Longman Group, 1975. Muzyka Daniel, Breuninger Hans, Rossell Gerda, The Secret of New

Growth in Old German « Mittelstand » Companies, European Management Journal, Vol 15, N°2 April 1997.

Nissan Motor CO. Europe case. Insead, Fontainebleau, France, Revised 1993.

Nohria Nitin, Ghoshal Sumantra, The differentiated network : organizing multinational corporations for value creation. Jossey-Bass Publishers, San Francisco, 1997.

Nohria Nitin, Ranjay Gulati, What is the Optimum Amount of Organizational Slack ? A study of the relationship between slack and innovation in multinational firms. European Management Journal, Vol 15 N°6, December 1997.

Permutter H.V. and Heeman D.A. How Multinational Should Your Organization be ? HBR, November-December 1974.

Pettigrew A., The Awakening Giant. Continuity and Change in ICI, Blackwell,Oxford,1985..

Pettigrew Andrew, The Management of Stragegic Change, Basil Blackwell, 1988.

Phatak Arvind V. International Dimensions of Management. PWS Kent Publishing Company, 1992.

Sadler Philip, Designing Organisations : the foundation for excellence, Kogan Page, London, 1998.

Schein E.H. Organizational Culture and Leadership, Jossey Bass, 1986.

Stalk G. Hout. T. Competing against Time. The Free Press, New York, 1990.

Strebel Paul. New Contracts : The Key to Change. European Management Journal. Vol 11 N°4 December 1993.

Yip George S. Global Strategy in a word of Nations ? Sloan Managemnet Review, Fall 1989.

michel villette janvier 20091 international dimensions of management michel villette

Documents

food drink tobacco slide

food drink tobacco bunge9

food drink tobacco pepsico5

food drink tobacco kellogg6

food drink tobacco kraft

food drink tobacco cocacola2

food production

food services