chapter 5 Flashcards
What are the 4 distinct strategic dispositions toward doing things in a particular way?
- ethnocentric
- polycentric
- regiocentric
- geocentric
what is ethnocentric predisposition
a nationalistic philosophy of management whereby the values and interests of the parent company guide strategic decisions
what is polycentric predisposition
a philosophy of management whereby strategic decisions are tailored to suit the cultures of the countries where the MNC operates
what is regiocentric predisposition
a philosophy of management whereby the firm tries to blend its own interests with those of its subsidiaries on a regional basis
what is geocentric predisposition
a philosophy of management whereby the company tries to integrate a global systems approach to decision making
What are the orientations of the firms?
Ethnocentric: profitability, top-down, global integration, hierarchical product divisions
Polycentric: public acceptance, bottom-up, national responsiveness, hierarchical area divisions w/ autonomous units
Regiocentric: both profitability & public acceptance, mutually negotiated between region & subsidiaries, product and regional organization tied through a matrix
Geocentric: same as regiocentric, mutually negotiated at all levels of the corporation, global integration and national responsiveness, a networkd of organizations
what is the globalization imperative?
belief that one worldwide approach to doing business is key to efficiency and effectiveness
what are 3 major challenges for MNCs to adjust strategies for local markets?
- stay abreast of local market conditions; don’t assume that all markets are basically the same
- know the strengths and weaknesses of MNC subsidiaries; assist them in addressing local demands
- give the subsidiary more autonomy; let it respond to changes in local demand
Define parochialism and simplification
parochialism: the tendency to view the world through one’s own eyes and perspectives
simplification: the process of exhibiting the same orientation toward different cultural groups
high context culture
relatively long-lasting relationships, deep personal involvement, implicit communication, those in authority feel personally responsible for actions of subordinates, spoken agreements over written, distinguishable insiders and outsiders; typically don’t move to enter inner group
low-context culture
relatively short relationships; deep personal involvement not valued greatly, explicit communication, diffused authority, personal responsibility hard to pin down, written agreements preferred