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2586 results in Strategic management

Page 45 of 130

  • 3 - Developing Transnational Strategies: Building Layers of Competitive Advantage

  • from Part I - The Strategic Imperatives
  • Christopher A. Bartlett, Harvard University, Massachusetts, Paul W. Beamish, University of Western Ontario
  • Book:
    Transnational Management
    Published online:
    20 December 2018
    Print publication:
    01 March 2018, pp 151-212

  • Summary

    In this chapter, we discuss how the numerous conflicting demands and pressures described in the first two chapters shape the strategic choices that MNEs must make. In this complex situation, an MNE determines strategy by balancing the motivations for its own international expansion with the economic imperatives of its industry structure and competitive dynamics, the social and cultural forces of the markets it has entered worldwide, and the political demands of its home- and host-country governments. To frame this complex analysis, this chapter examines how MNEs balance strategic means and ends to build the three required capabilities: globalscale efficiency and competitiveness, multinational flexibility and responsiveness, and worldwide innovation and learning. After defining each of the dominant historic strategic approaches – what we term classic multinational, international, and global strategies – we explore the emerging transnational strategic model that most MNEs must adopt today. Finally, we describe not only how companies can develop this approach themselves but also how they can defend against transnational competitors.

    The strategies of MNEs at the start of the twenty-first century were shaped by the turbulent international environment that redefined global competition in the closing decades of the twentieth century. It was during that turmoil that a number of different perspectives and prescriptions emerged about how companies could create strategic advantage in their worldwide businesses.

    Consider, for example, three of the most influential articles on global strategy published during the 1980s – the decade in which many new trends first emerged. Each is reasonable and intuitively appealing. What soon becomes clear, however, is that their prescriptions are very different and often contradictory, a reality that highlights not only the complexity of the strategic challenge that faced managers in large, worldwide companies but also the confusion of advice being offered to them.

  • • Theodore Levitt argued that effective global strategy was not a bag of many tricks but the successful practice of just one: product standardization. Here the core of a global strategy lay in developing a standardized product to be produced and sold the same way throughout the world.

  • • In contrast, an article by Michael Porter and his colleagues suggested that effective global strategy required the approach not of a hedgehog, who knows only one trick, but that of a fox, who knows many.

Transnational Management
  • Text and Cases in Cross-Border Management
  • 8th edition
  • Christopher A. Bartlett, Paul W. Beamish
  • Published online:
    20 December 2018
    Print publication:
    01 March 2018
  • Transnational Management provides an integrated conceptual framework to guide students and instructors through the challenges facing today's multinational enterprises. Through text narrative and cases, the authors skilfully examine the development of strategy, organizational capabilities, and management roles and responsibilities for operating in the global economy. The key concepts are developed in eight chapters that are supplemented by carefully selected practical case studies from world-leading case writers. All chapters have been revised and updated for this eighth edition to reflect the latest thinking in transnational management while retaining the book's strong integrated conceptual framework. Ten new cases have been added, and four others updated. A full range of online support materials are available, including detailed case teaching notes, almost 200 PowerPoint slides, and a test bank. Suitable for MBA, executive education and senior undergraduate students studying international management, international business or global strategy courses, Transnational Management offers a uniquely global perspective on the subject.

Page 45 of 130