Designing the Global Corporation
If there's anything more challenging than designing a company, it's designing a global company. Balancing strategy and structure becomes even more daunting when geography, foreign governments, and worldwide customers and products are thrown into the mix. And no single design works for all organizations. In this book, internationally recognized expert Jay Galbraith shows companies how to match their own strengths and strategies with proven design options. Whether they're exporting their first product or already operating around the world, Galbraith gives companies the information they need to build flexible, global networks. And through real-world examples, he shows how successful international businesses are already navigating the global environment.
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The Challenge of Organizational Complexity
Organizing the Global Corporation
Levels of International Development
14 other sections not shown
Acer activities audit bank Benetton Black & Decker brands build business units capability chapter Citibank communication company's competitors complexity coordinating partner costs country managers create cross-border coordination CSOs decisions dimensions distribution employees Europe European example Finance firm firm's front-back functions Galbraith geographical division global accounts global customer global products Hewlett-Packard Holderbank home country human resources IKEA implement industry integration interfaces internationally investment issues Japan Japanese joint venture Keiretsu leader level of international located manufacturing matrix McDonald's ment modular multinational Nestle new-product operations organization organizational percent portfolio priority Procter & Gamble prod product businesses product lines product-development process profit centers regional relationships require resource advantages role shown in Figure staffing start-up strategy structure subsidiaries suppliers ternational Tetra Pak tion tomer transfer transnational United Kingdom Verifone