Chapter 13 Strategy,Structure,Innovation

the ability to recognize the value of new information, assimilate it, and apply it

an MNE subsidiary explicitly recognized as a source of important capabilities, with the intention that these capabilities be leveraged by, and/or disseminated to, other subsidiaries

Manager of a geographic area, either a country or a region.

Knowledge that is codifiable (can be written down and transferred with little loss of richness).

an organizational structure that organizes the MNE according to different countries and regions

A customer-focused dimension that supplies customers (often other MNEs) in a coordinated and consistent way across various countries.

an organizational structure often used to alleviate the disadvantages associated with both geographic area and global product division structures, especially for MNEs adopting a transnational strategy

an organizational structure that assigns global responsibilities to each product division

A strategy that focuses on development and distribution of standardized products worldwide in order to reap the maximum benefits from low-cost advantages.

Team whose members are physically dispersed in multiple locations in the world and often operate on a virtual basis

A strategy that emphasizes the duplication of home country-based competencies in foreign countries.

a framework of MNE management on how to simultaneously deal with the pressures for both global integration and local responsiveness.

An organizational structure that is typically set up when firms initially expand abroad, often engaging in a home replication strategy.

The structures, processes, and systems that actively develop, leverage, and transfer knowledge.

the necessity to be responsive to different customer preferences around the world

A strategy that focuses on a number of foreign countriesegions, each of which is regarded as a standalone local (domestic) market worthy of significant attention and adaptation.

The micro, informal interpersonal relationships among managers of various units may greatly facilitate macro, intersubsidiary cooperation among these units.

The use of purposive inflows and outflows of knowledge to accelerate internal innovation and expand the markets for external use of innovation.

The collective programming of the mind that distinguishes the members of one organization from another.

The informal benefits individuals and organizations derive from their social structures and networks.

A customer-focused solution in which a provider sells whatever combination of goods and services the customers prefer, including rivals' offerings

The proactive and deliberate pursuit of new opportunities by a subsidiary.

Knowledge that is noncodifiable, whose acquisition and transfer require hands-on practice

A strategy that endeavors to be simultaneously cost efficient, locally responsive, and learning-driven around the world

A charter to be responsible for one MNE function throughout the world.