INTERNATIONAL STRATEGIC MANAGEMENT

INTERNATIONAL STRATEGIC MANAGEMENT

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INTERNATIONAL STRATEGIC MANAGEMENT by Mind Map: INTERNATIONAL STRATEGIC MANAGEMENT

1. ORIENTATION

1.1. ETHNOCENTRISM

1.1.1. Main decisions made in the main headquarter

1.1.2. Home standards applied on all markets

1.1.3. Focus on domestic objectives

1.1.4. Identification with the owner's nationality

1.1.5. High positions taken by managers from owner's country

1.2. POLYCENTRISM

1.2.1. Lower role of the main headquarter

1.2.2. Local standards applied on local markets

1.2.3. Focus on local objectives

1.2.4. Identification with the nationality of host country

1.2.5. High positions taken by local managers

1.3. REGIOCENTRISM

1.3.1. Main decisions made in regional headquarters

1.3.2. Regional standards in regions

1.3.3. Focus on regional objectives

1.3.4. Identification with the region

1.3.5. High positions taken by regional managers

1.4. GEOCENTRISM

1.4.1. Collaboration with local headquarters

1.4.2. Universal standards

1.4.3. Focus on global objectives

1.4.4. Global view

1.4.5. Having an experience in different countries is a must to take a high position

2. INTERNATIONAL ENVIROMENTAL

2.1. INTERNATIONAL BUSINESS

2.1.1. Business study as an organizational form in different countries

2.1.1.1. SMALL AND MEDIUM ENTERPRISES (SME)

2.1.1.2. LARGE COMPANIES (LC)

2.1.1.3. INTERNATIONAL COMPANIES (IC)

2.2. INTERNATIONAL MANAGEMENT

2.2.1. Administrative process

2.2.1.1. PLANNING

2.2.1.2. ORGANIZING

2.2.1.3. DIRECTING

2.2.1.4. CONTROLLING

2.3. INTERNATIONAL STRATEGY

2.3.1. Comprehensive set of commitments, decisions, actions and resources

2.3.1.1. GLOBAL

2.3.1.1.1. High pressure for lower cost and low pressure for local responsibilities (Standarization)

2.3.1.2. TRANSNATIONAL

2.3.1.2.1. High pressure for lower cost and for local responsibilities (Standarization/Adaptation)

2.3.1.3. INTERNATIONAL

2.3.1.3.1. Low pressure for lower cost and for local responsibilities (Adaptation/Standarization)

2.3.1.4. MULTIDOMESTIC

2.3.1.4.1. Low pressure for lower cost and high pressure for local responsibilities (Adaptation)

3. ETHICAL CHALLENGES

3.1. ECONOMIC DEVELOPEMENT

3.1.1. Neo liberal View

3.1.2. Institutional View

3.2. BUSINESS STRATEGY

3.2.1. Cost minimization Strategies

3.2.2. Asset development Strategies

3.3. ETHICS OF FIRMS

3.3.1. Policing View

3.3.2. Social contribution View

4. ORGANIZATIONAL COMPLEXITY

4.1. STRATEGIC DILEMMAS

4.1.1. Way to compete in a global market

4.1.2. Commitment to have new markets

4.1.3. Human resource management

4.2. MANAGEMENT FACTORS

4.2.1. Clarity of objectives and values

4.2.2. Decentralization of processes and authority

4.2.3. Rapid detection of unforeseen situations

4.2.4. Effective leadership

5. CHARACTERISTICS OF DECISION MAKING

5.1. WILLINGNESS TO TAKE RISK

5.1.1. Make decisions that involves sacrificing one thing to win another

5.2. OPENNESS OF DESICION MAKING

5.2.1. Make decisions that involves experiencing new situations

5.3. CONSENSUS DECISION MAKING

5.3.1. Make decisions taking into account the opinion of others

6. INTERNATIONAL STRUCTURE

6.1. INITIAL DIVISION STRUCTURES

6.1.1. Subsidiaries

6.1.1.1. Include companies where the main export is the experience

6.1.2. Export firms

6.1.2.1. Include those that have technologically advanced products and manufacturing units

6.2. INTERNATIONAL DIVISION STRUCTURE

6.2.1. Manage all international operations in a division

6.3. GLOBAL PRODUCT DIVISION

6.3.1. National divisions that can assume global responsibility for product groups

6.4. GLOBAL AREA DIVISION

6.4.1. Operations are controlled on a geographical basis instead of a product

6.5. GLOBAL FUNCTIONAL DIVISION

6.5.1. Mainly organizes global operations based on the function

6.6. MIXED MATRIX

6.6.1. Combine global product, area and functional arrangements with a transversal committee structure