国际企业管理复习大纲.docx

该【国际企业管理复习大纲 】是由【大于振】上传分享，文档一共【9】页，该文档可以免费在线阅读，需要了解更多关于【国际企业管理复习大纲 】的内容，可以使用淘豆网的站内搜索功能，选择自己适合的文档，以下文字是截取该文章内的部分文字，如需要获得完整电子版，请下载此文档到您的设备，方便您编辑和打印。Chapter1:GlobalizationandInternationalLinkages全球化和国际
化
CharacteristicsofMNCs:
manufacturing,distribution,R&D,high-value—activitiesabroad
developinternationalmanagementexpertise
flatteners:
11/9/89柏林围墙倒塌
8/9/95网景阅读器的出生

Uploading开放原始码运动
Outsourcing业务流程外包
Offshoring境外生产
Supply-chaining供应链
Insourcing承包企业内部业务
In–forming资讯找寻革命
TheSteroids高科技工具
TheinfluenceofMNCs:
:EnhancedorDiminished?(贫困:增强还是减弱)
:IncreasedorReduced?
:HarmedorHelped?
?(民主)
5.
Culture:ImperiledorEnriched
?(濒危或丰富)
6.
WagesandLaborStandards
?
7.
Environment?
8.
Corporations:Predatory
(抢劫性)orBeneficial?
Chapter3:EthicsandSocialresponsibility(商业伦理和社会责任)
PyramidofCorporateSocialResponsibility(CSR)
EconomicComponents(Responsibilities)
.
Itisimportanttobecommittedtobeingasprofitableaspossible。
Itisimportanttomaintainastrongcompetitiveposition。
4。Itisimportanttomaintainahighlevelofoperatingefficiency。
5。Itisimportantthatasuccessfulfirmbedefinedasonethatisconsistentlyprofitable.
LegalComponents(Responsibilities)
1。Itisimportanttoperforminamannerconsistentwithexpectationsofgovernmentandlaw.
2。Itisimportanttocomplywithvariousfederal,state,andlocalregulations。
—abidingcorporate。citizen
Itisimportantthatasuccessfulfirmbedefinedasonethatfulfillsitslegalobligations.
5。Itisimportanttoprovidegoodsandservicesthatatleastmeetminimallegalrequirements.
EthicalComponents(Responsibilities)
Itisimportanttoperforminamannerconsistentwithexpectationsofsocietalmoresandethicalnorms。
2。Itisimportanttorecognizeandrespectneworevolvingethical/moralnormsadoptedbysociety。
Itisimportanttopreventethicalnormsfrombeingcompromisedinordertoachievecorporategoals。
4。Itisimportantthatgoodcorporatecitizenshipbedefinedasdoingwhatis
expectedmorallyorethically。
5。(Responsibilities)
1。Itisimportanttoperforminamannerconsistentwiththephilanthropicandcharitableexpectationsofsociety.
2。Itisimportanttoassistthefineandperformingarts。
Itisimportantthatmanagersandemployeesandparticipateinvoluntaryandcharitableactivitieswithintheirlocalcommunities.
Itisimportanttoprovideassistancetoprivateandpubliceducationalinstitutions。
Itisimportanttoassistvoluntarilythoseprojectsthatenhanceacommunity’s
“qualityoflife。”
Conclusion:1。Socialresponsibilitycanonlybecomerealityifmoremanagersbecomemoralinsteadofamoralorimmoral。
2。Acorporationhasdifferentresponsibilitiestodifferentstakeholder
Chapter8:StrategyFormulationandImplementation(战略拟定与
推行)
Strategicmanagement
Todetermine:Basicmission
Long—termobjections
Implementaplantoachievethesegoals
WhyMNEsneedstrategicmanagement?
Citibankinchina
Opportunities:
localcurrencyloans。
。
3。Thebusiness—to-business(B2B)commerce
Risks:。
TheChinesegovernmentislikelytomovequicklytoopenupthebankingmarket.
Fourapproachestoformulatingandimplementingstrategy
Economicimperative(经济规则导向)
Politicalimperative(政治规则导向)
Qualityimperative(质量规则导向)
Administrativecoordinationstrategy(行政协调)
(经济规则导向)
Worldwidestrategy
Valueaddedintheupstreamofvaluechain-—--R&D,manufacturingBasicallyhomogeneousproducts--——PC
Notbasedonnamebrandorsupportservice-——matured—market&technologyGlobalsourcing(全球采买)-———lowcost
(政治规则导向)
Countryresponsive(国家回应)-—--toprotectlocalmarket
Valueaddedinthedownstreamofvaluechain-—-—insurance,consumerpackagedgoods--——marketing,sales,services
Country—centeredormulti—domesticstrategy-Coca———colainIndiaKodak-—-—Fuji
(质量规则导向)
Totalqualitymanagement(TQM)全面质量管理
Changeattitudeandraiseexpectationforquality
Practicestomakequalityimprovementanongoingprocess
TQMforms:
cross—trainingpersonnel
Processre—engineering
Rewardsystems
Nintendo,Toyota,Motorola
(行政协调)
StrategicdecisionsbasedonthemeritsofindividualsituationWal-Mart
Global&Regionalstrategies
Globalintegration
世界范围内生产和销售相同种类、质量的产品和服务
Nationalresponsiveness
理解各细分地区市场客户的不相同口味并且对各政府和机构宣布的不相同标准和规则作出回应。
全球整合与国家回应矩阵中的四种国际化经营战略及其优缺点
1。全球战略(全球整合高,国家回应低):追求规模经济且以价格为竞争基础,优点:
成本低缺点:经济效益需求针对差
国际战略(双低):优:无成本压力和当地需求压力,:采用时间较短,适应性差。
跨国战略(双高):全球关注的焦点进行当地化(文化挑战),要求适应各地不相同市场,同时控制成本
4。多国战略(全球整合低,国家回应高):重申企业在外国市场的利润和竞争能力,有效满足当地需要,成本高
Strategyimplementation
Wheretolocateoperations
country&localissues
thecountry
Investinadvancedindustrializedcountries
Theamountofthegovernmentcontrol
Restrictionsonforeigninvestment
Thespecificbenefitsofferedbyhostcountries
Localissues
Accesstomarket,proximitytocompetitors,transportationandelectricpower,desirabilityofthelocationforemployeescomingfromoutside
Natureofworkforce
Thepresenceandstrengthoforganizedlabor
Costofdoingbusiness
Strategiesforemergingmarkets
First—moverstrategies
StrategiesfortheBaseofthePyramid(BOP)
largemarketduetothelargestpopulation
intheworld
BOP:
challenges:
1。offeraffordablegoods
2。Bringawarenessoftheproduct

illiteracyissues,poorinfrastructure,corruption,nonexistentdistributionchannels
Chapter9:EntryStrategiesandOrganizationalStructures(进
入战略和组织结构)
Entrystrategiesandownershipstructures
1。Export/import
(独资子企业)
3。Mergers/acquisitions(兼并/收买)
4。Allianceandjointventure(结盟,合资企业)
5。Licensing(同意证经营)
(特许经营)

Smallandnewfirmswantingtogointernational
Gointernationalwithminimuminvestment
Transitionalinnature(过渡性)
3。Mergers/acquisitions
Thecross--mergeragreement&post—mergerintegration
Barriers:
Pre—merger:Culturaldifferences,timeconstraints
Post-merger:transitioncosts(变换成本)

Alliance:anytypeofcooperativerelationshipamongdifferentfirms.
Ajointventure:aspecifictypeofallianceagreementunderwhichtwoormorepartnersownorcontrolabusiness
Non—equityventure:onegrouponlyprovideaserviceforanother。
Equityjointventure:afinancialinvestmentbytheMNCinabusinessenterprisewith
alocalpartner.
Advantages:
Improvementofefficiency
Accesstoknowledge
Politicalfactors
Collusionorrestrictionincompetition(竞争中结盟或限制)

Anagreementthatallowsonepartytouseanindustrialpropertyrightinexchangeforpaymenttotheotherparty。
Industrialproperty:patent,trademark,proprietaryinformation(专有资讯)
Thelicensingfeebasedonthesales
Thelicensor(同意人)restrictslicensee(被同意人)salestoaparticulargeographiclocaleandlimitsthetimeperiodcoveredbytheagreement。Disadvantage:
Competitionwilldevelopimprovementpatentsthatallowittosellsimilargoodsorevennewpatentsthatmakethecurrentproductobsolete.

Abusinessarrangementunderwhichoneparty(thefranchisor)allowsanother
thefranchisee)tooperateanenterpriseusingitstrademark,logo,productionline,andmethodsofoperationinreturnforafee.
Fast-food&hotel—motelindustries
Basicorganizationalstructures
1。Initialdivisionstructure(F9-2)
早期分部组织
2。Internationaldivisionstructure(F9—3)
国际业务事务部结构

globalproductdivision(F9-4)
全球产品分部
globalareadivision(F9-5)
全球地区分部
globalfunctionaldivision(F9—6)
全球职能分部
mixedorganizationstructures(F9-7)
混杂型组织结构
Transnationalnetworkstructures(F9—8)
跨国网络型结构
dispersedsubunits
Specializedoperations
Interdependentrelationships
OrganizationalcharacteristicsofMNCs
Formalization(规范化)
Specialization(专业化)
Centralization(集权化)