第九章 Entry Strategies and Organizational Structures进入战略和组织结构 国际企业与跨文化管理课件.ppt

Chapter Objectives本章目标 Five Chapter Objectives 1. DESCRIBE how an MNC develops and implements entry strategies and ownership structures 描述一个跨国公司是如何开发和实施进入战略和所有权结构的 2. EXAMINE major types of entry strategies and organizational structures 识别进入战略和组织结构的主要类型 3. ANALYZE advantages and disadvantage of each typeoforganizational structure, including conditions making one preferable to others 分析各种组织结构的优势劣势，以及它们各自的适用条件 4. DESCRIBE recent, nontraditional organization arrangements coming out of mergers, joint ventures, keiretsus, and other new designs including electronic networks and product development structures 描述从兼并、合资公司以及从中衍生出的、非传统的新型组织结构设计，以及其他比较新颖的设计形式，如电子网络结构和产品开发结构 5. EXPLAIN how organizational characteristics such as formalization, specialization, and centralization influence how organization is structured and functions 解释组织特征，如规范化、专业化和集权化是如何影响组织的构建和运行的 Entry Strategies and Ownership Structures进入战略和所有权结构 Export/import进出口 Wholly-owned subsidiary独资子公司 Mergers/acquisitions兼并\收购 Alliances/joint ventures联盟和合资企业 Licensing许可证 Franchising特许经营 Entry Strategies andOwnership Structures:Export/Import进入战略和所有权结构：进出口 Often the only available choices for small and new firms wanting to go international 对于那些想要进入国际市场的小公司来说， 出口和进口通常是唯一的出路 Also permits larger firms to begin international expansion with minimum investment 为想用小额投资进行国际扩张的大型公司提供一个渠道 Paperwork can be turned over to export management company or through firm’s export department 将文件和外币兑换等书面工作移交给出口管理公司，或者自己设置一个出口部门自行管理 Permits easy access to overseas markets 为参与海外市场提供捷径 Strategy is usually transitional in nature 这种政策在本质上是过渡性的 Entry Strategies andOwnership Structures: 进入战略和所有权结构：Wholly Owned Subsidiary独资子公司 Overseas operation is totally owned and controlled by an MNC 海外单位是为跨国公司完全所有并受其全权控制 MNC’s desire for total control and belief that managerial efficiency is better without outside partners 跨国公司希望能完全控制子公司，并且相信没有外来