These decisions of business model structure are predicated in part on the cultural variations of the foreign country to an organizations' home nation as well. Cultural variations between regions also lead more to distrust than trust and this is especially true when work is accelerated, assuming no cultural differences exist (Yeung, Selen, Zhang, Huo, 2009). While globalization is often seen as flattening the world from a common set of business processes, cultural variations, and within these cultural differences, deeply held religious values in Muslim nations for example, are far from as homogenous as the flat world mentality would have one believe. Instead there are significant gaps culturally that are actually catalysts of greater, albeit more attuned and focused, efforts at strategic growth globally.
The misconception that manufacturing is outsourced purely for cost reduction can be seen in the many uses and roles of factories within global manufacturing networks (Fedrows, 2006). International expansion and globalization in this context is more concerned with the context of how factories and production centers are used as a means to stay better aligned with the unique needs of foreign markets. The fact that market leaders in the high tech industry are using global factories as innovation centers, as Hewlett-Packard is doing today illustrates this point (Fedrows, 1997). This aspect of globalization is also significantly changing the role of competitive strategy in local and global markets, as value chains are being significantly changed as a result (Porter, 1986). In a broader context the value chains of entire industries are changing rapidly due to the augmented roles of factories globally as well (Fedrows, 2006). This fundamental redefinition of what was once seen as a cost center alone in companies is also leading to critical reassessments of strategic planning form a manufacturing value-add standpoint (Fedrows, 2006).
Supply Chains and Logistics
The area where compliance, national security which many consider to be part of global compliance initiatives, manufacturing center strategic roles...
Considering how compliance, manufacturing, and supply chain are tightly integrated from a process standpoint the impact of globalization on just one of these factors will force any company to revaluate its strategies immediately. The triad of these three factors of compliance, manufacturing and supply chains also for many industries dictates the level of financial growth and stability they will have as well. An example of a globally-based supply chain process that is successfully integrating these three areas and keeping them balanced is the Toyota Production System (Dyer, Nobeoka. 2000).
International expansion and globalization's impacts on corporate strategy can be seen most clearly from the aspects of compliance, cultural considerations, manufacturing and supply chain and logistics areas. The reciprocal effect each of these areas is having on influencing corporate strategy has been discussed with the point being made that the assumed of a single flat world can at times be erroneous. Considering the cultural distances between nations alone using the Cultural Dimensions Model illustrates this as do the other points in this paper.
Susan Christopherson. 2007. Barriers to 'U.S. style' lean retailing: the case of Wal-Mart's failure in Germany. Journal of Economic Geography: Transnational Retail, Supply Networks, and the Global 7, no. 4, (July 1): 451-469.
Jeffrey H. Dyer and Kentaro Nobeoka. 2000. Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks 21, no. 3,
(March 1): 345-367.
Ferdows, Kasra. 2006. Transfer of Changing Production Know-How. Production and Operations Management 15, no. 1, (April 1): 1-9.
Ferdows, Kasra. 1997. Making the most of foreign factories. Harvard Business Review, March 1, 73-88.
James a. Hall, and Stephen L. Liedtka. 2007. The Sarbanes-Oxley Act: implications for large-scale it outsourcing. Association for Computing Machinery. Communications of the ACM 50, no. 3, (March 1): 95-100.
Hofstede, Geert. 1993. Cultural constraints in management theories. The Executive 7, no. 1, (February 1): 81.
Imtiaz Hussain. 2006. GLOBAL Compliance. The Internal Auditor 63,
no. 5, (October 1): 52-56,8.
Porter, Michael E. 1986. Changing Patterns of International Competition. California Management Review 28, no. 2, (January 1): 9
Subroto Roy, and K. Sivakumar. 2007. The role of information technology adoption in the globalization of business buying behavior:…
The framework for globalization is set by the stronger nations and their corporations. Even when weaker nations benefit from globalization, they may not be seeing as much benefit as they would have had they had equal bargaining power. It has also been argued that while it is nation-states that implement globalization, they merely do so at the behest of their corporations. It is the corporations, then, that truly drive the
3. Technological Changes It is generally agreed that the technological revolution of the past few decades has had major contribution to the globalization of markets and productions. In New Technology and Catching Up, Freeman has gone as far as to state that the new technological changes represent a revolution as important as the textile innovations in the late eighteenth century, the invention of railways in mid nineteenth century and the flourishing
By offshoring tasks, companies can also focus on their core business, allowing them to grow more rapidly, increase organizational value, and complexity. In an increasingly competitive world, these benefits can mean the difference between success and failure. Conclusion: Globalisation and international expansion are two driving forces in organizational change, in today's world and likely will continue to be of increasing importance as the world becomes more competitive. As such, corporate strategies
Advanced Biomedical Devices: International ExpansionCountries selected for exportingExporting is faced with many restrictions from the countries and the regional trade bodies that regulate the export of goods and services. Many countries have adopted export restrictions, with the United States, China, and the European Union still implementing the export restrictions. Australia, Canada, Western Europe, and Japan will be the nationís chosen for export. They have such a sizable number of affluent
International Business Accounting for Intangible Assets in the Transnational Manufacturing Industry The international business world has worked to break down barriers that formerly existed to allow businesses to more easily expand their operations to new markets. Much of this trend has been fueled by globalization which has allowed for the increasing connectedness of markets and resources through technological developments in many areas including, but not limited to, information and communications technology, advances
Differences in international orientation include ethnocentric, polycentric, geocentric, and regiocentric. Each of these has varying levels of recognition of how diverse one culture is relative to another with the ethnocentric mindset being the most biased towards ones' own culture being the best. The one that sees a more accurate view of globalization is polycentric which sees the unique values of each culture on its own merits. Globalization has also seen