Index
The Responsive Global Organization
ISBN: 978-1-78714-832-1, eISBN: 978-1-78714-831-4
Publication date: 23 August 2017
This content is currently only available as a PDF
Citation
(2017), "Index", Andersen, T.J. (Ed.) The Responsive Global Organization (Emerald Studies in Global Strategic Responsiveness), Emerald Publishing Limited, Leeds, pp. 239-247. https://doi.org/10.1108/978-1-78714-831-420171010
Publisher
:Emerald Publishing Limited
Copyright © 2017 Emerald Publishing Limited
INDEX
Abnormal return
, 218, 234
cumulative
, 218
Achilles heel of a global corporate culture
, 137
Adaptive corporate strategies
, 1
Agency theory
, 42
Alterity
, 131, 132, 133
Asset-driven knowledge
, 90
Autonomous initiatives
, 19, 72, 75, 76
Autonomous responsive initiatives
, 76, 80, 83, 84
Autonomy, in subsidiaries
, 53–54
Autonomy and control, in dynamic environments
, 51–52
Autonomy and subsidiary performance, relationship between
, 8
Backup systems
, 195
Behavioral finance
, 212–213
Bureaucratic mechanisms
, 43
Business diversification and performance, relationship between
, 4
Business relationships
, 143
Center for Global Strategic Responsiveness
, 3
Central coordination
, 14
Centralization–decentralization
, 186, 194
Centralized organizational structure
, 48, 77
Central planning and decentralized decision-making, performance effect of
, 20
CIT-based information systems
, 21
Clan control
, 44–45, 63, 64
Cognitive dissonance
, 132
and construction of business strategies
, 133–134
Cognitive diversity
, 74
Collaborative innovation network
, 6
Collaborative learning
, 24, 78, 84
Collective intelligence
, 75, 77, 80, 82, 83
Collective wisdom
, 74, 75, 82–83
Collective wisdom intelligence
, 76
Collective “we”
, 141, 142–143
Combined strategy-making processes
, 19, 21
Commitment to resilience
, 184, 192–193
Communication and information processing systems
, 22
Communication exchange systems
, 21
Communication systems
, 191, 192, 198
Compaq Computer
, 77
Compensation
, 162, 164–165
Competitive landscape
, 17, 27
“Constant care”
, 139, 140, 142
Contingency plans
, 171, 173, 174, 190, 195, 197–198
Corporate and societal culture, distinguishing between
, 136–137
Corporate culture
, 84
versus global corporate culture
, 137–138
Corporate leadership
, 79, 82, 84
primary role of
, 76
Corporate strategy
, 3, 30
Corporate strategy-making
, 19, 21, 72, 76
Crisis management (CM)
, 9, 169, 172
combined model of CM practices, mindfulness and outcomes from responses
, 200
communication
, 198
contingency plans
, 197–198
crisis plans and their limitations
, 173–175
crisis response
, 175–176
crisis teams (CTs)
, 177–178
high reliability organizations. See High reliability organizations (HROs)
leadership
, 176–177
organizational mindset
, 196–197
organizational structure, roles, and responsibilities
, 197
post-crisis management
, 176
in practice
, 172–173
signal detection and categorization
, 173
training
, 178–179
training and learning
, 198
Crisis Management Plan (CMP)
, 187–188
Crisis Task Force (CTFs)
, 187, 190–191
Crisis teams (CTs)
, 177–178
Crowdsourcing technique
, 74, 78
Cultural alterities
, 132
Culture, defined
, 130
Culture and context, relationship between
, 133
Culture as process
, 128
Cumulative abnormal returns (CARs)
, 218
“Dao” and “Three Talents” philosophy
, 151–154
Daoism
, 150, 151
Daoist philosophy
, 150
Decentralization
, 2, 52, 79, 186, 193–194
Decentralized decision-making
, 20, 79–81
Decentralized organizational structure
, 48
Decision-making
, 43, 53, 195–196, 197
in strategic planning
, 48–51
themes within
, 47
Decision-making, decentralized
, 79–81
Decision-making autonomy
, 8
Decision power, delegating
, 23
Decision power, dispersion of
, 17, 20, 23
Decision processes, democratizing
, 77
Decision structure
, 30
influence on strategy-making process
, 22
strategic autonomy as
, 23
Deductive top-down
, 19
Democratized information process
, 73
Democratizing process. See Multinational corporation (MNC), democratizing
Differentiation and integration, distinction between
, 16
Distributed network for collaborative innovation
, 6
“Di”
, 154
Dynamic adaptive system
, 2, 80, 82
Dynamic environments, autonomy and control in
, 51–52
Eclectic paradigm
, 90
Ecosystem for co-creation as “ocean”
, 165–166
Efficient market hypothesis
, 211, 217
Emergency responses. See Crisis management
Emerging markets
, 127, 139, 143
emic approach
, 128, 129
Empathy versus competitiveness
, 136
as personal drivers
, 142–143
“Emptiness”, notion of
, 166
Encoder and decoder
, 133
Environmental intelligence
, 82
Environmental uncertainty
, 48
etic approach
, 127
Event approach
, 172
Event windows and abnormal returns
, 218
Evolutionary strategy-making
, 19
Evolutionary strategy perspective
, 72
Explanatory framework
, 126–127, 134
Face-to-face communication
, 191
Fast and slow cognitive processes
, 2
Fast–slow dynamic adaptive system
, 78, 80
Federal Emergency Management Agency (FEMA)
, 187
Feedback responses
, 77
Financial incentives
, 44
Financial markets
, 206, 207
intersection of terrorism and
, 210–211
Firm performance
, 92–93
internationalization and
, 94–95
Food poisoning
, 187–188
Forecasting errors
, 213
Foreign direct investment (FDI)
, 15
Foreign market penetration
, 90
Foreign production presence
, 90
Foreign subsidiaries
, 40, 44, 45, 46, 116
“Frame-maker”
, 133
“Generalized other”
, 130, 131
Generic multinational strategy-making model
, 8, 14
Geographic scope
, 90
Global catastrophe effects. See Terrorism, impact of
Global corporate culture, navigating
, 125
cognitive dissonance and construction of business strategies
, 133–134
corporate and societal culture, distinguishing between
, 136–137
empathy versus competitiveness as personal drivers
, 142–143
and local adaptation
, 137–140
methodology
, 134–135
navigating differences
, 127–132
objectivism and subjectivism, distinguishing between
, 135–136
organizational changes, functionality, and organic innovation
, 144–146
sense making in corporate context
, 140–142
Global democratization, enabling
, 76–79
Global integration
, 15, 17, 18
Global market opportunities
, 28
Global markets, turbulence of
, 14
Global strategic intelligence
, 78
Global strategy process, democratizing
, 74–76
Global Terrorism Database (GTD)
, 220
Good to Great
, 153
Governing without intervening as “sky”
, 166–167
Group thinking
, 83
Guided evolution
, 19
Haier Group
, 9, 149
construction of self-management paradigm
, 157–158
“Dao” and “Three Talents” philosophy
, 151–154
future management methodology
, 167
hexagram of “Qian” and the six stages of Haier’s development
, 154–157
self-management, six stages of the development of
ecosystem for co-creation as “ocean”
, 165–166
governing without intervening as “sky”
, 166–167
independent operating unit (ZZJYT) as “lake”
, 163–165
market chain as “river”
, 161–163
self-organizing team as “water drop”
, 158–160
strategic business unit as “creek”
, 160–161
Headquarter mandate
, 22, 25, 26–27, 29
Headquarters, role of
, 38–39
Headquarter–subsidiary relationship
, 37, 41
control and monitoring in
, 42–45
“Here and now” decisions
, 171
Hexagram
, 151, 153
of “QIAN”
, 154–157
High reliability organizations (HROs)
, 180, 199
analysis
, 186
empirical findings
, 194–196
food poisoning at a Mediterranean Hotel
, 187–188
Hurricane Katrina in New Orleans
, 186–187
expectations and mindfulness
, 181
principles of anticipation
, 181
commitment to resilience
, 184, 192–193
deference to expertise
, 185–186, 193–194
patterns of resilience
, 184–185
preoccupation with failure
, 182, 188–189
principles of containment
, 184
reluctance to simplify
, 182–183, 189–191
reporting errors
, 182
sensitivity to operations
, 183, 191–192
reliability
, 180–181
Hofstede’s cultural dimensions
, 127
Horizontal communication
, 21
Host-country policy makers
, 40
Humanostics
, 144
Humbleness
, 139, 140, 156
Hurricane Katrina in New Orleans
, 186–187
I-Ching
, 150, 151, 152, 153, 154, 159, 160, 166
Identity formation
, 130
Independent operating unit (ZZJYT) as “lake”
, 163–165
Inductive bottom-up
, 19
Informal communication networks
, 24–25
Informal exchanges of information
, 78
Informal information exchange
, 24, 25–26, 27
Information and communication technology (ICT)
, 19
Information-driven knowledge
, 89
Information processing capabilities
, 20
Innovation
, 88, 91–92
internationalization and
, 94
Integration-responsiveness (I-R) framework
, 16, 17, 50
Inter-and intra-organizational business networks
, 5
International business (IB)
, 14, 15–18
International interdependency
, 45
Internationalization
, 27, 46
in knowledge-based industries. See Knowledge-based industry, internationalization in
International management
, 51
International market access
, 170
International strategic mentality
, 39
Inter-organizational network relationships
, 46–47, 59–60, 65
Intimidation of a larger audience
, 209
Intra-organizational business network
, 29
Intra-organizational information and communication exchange systems
, 21
Intra-organizational network relationships
, 41–42, 58–59, 63–64
Irish Republican Army (IRA)
, 210
Islamic extremism
, 211, 215
Islamic State (IS)
, 209
IT-enhanced data platforms
, 84
Knowledge-based industry, internationalization in
, 87
definitions and measures
, 89
firm performance
, 92–93
innovation
, 91–92
internationalization
, 90–91
knowledge-based industries
, 89–90
productivity
, 93–94
discussion and implications
, 106
future research
, 115
implications of findings
, 112
knowledge-intensive industries
, 112–114
limitations
, 115
scale internationalization
, 106–108
scope internationalization
, 109–112
empirical study
, 98
control variables
, 100
dependent variables
, 98–99
discretionary variable
, 100
independent variables
, 99–100
methodology
, 98
sample selection
, 98
hypothesis development
, 95
scale internationalization
, 96
scope internationalization
, 96–98
results
, 100
experimental validity and reliability
, 104–105
stepwise multiple regressions
, 102–104
theoretical links between key concepts
, 94
internationalization and firm performance
, 94–95
internationalization and innovation
, 94
internationalization and productivity
, 95
Knowledge-based resources, dispersed
, 28–29
Knowledge-based view (KBV)
, 89
Knowledge-intensive work
, 90
Kurtosis
, 234, 235
Labor productivity
, 93
Language encoder and decoder
, 133
Leadership
, 176–177, 182
“Liabilities of foreignness”
, 4, 46, 91, 133
Local adaptation
, 15, 60, 145
Local market intelligence
, 80
Local product adaption
, 53
Local responsiveness
, 42, 49, 50, 52, 54, 55
orientation toward
, 17
M&A transactions
, 81
Maersk Line
global corporate culture
, 127, 131, 132, 136, 137–138, 141, 144
Maersk Way
, 138, 139, 145
Management theory and practice
, 135
Managerial implications
, 58, 62–66
Market chain as “river”
, 161–163
Memory bias
, 213
Microchip strategy
, 82
Mindfulness
, 181, 182, 186
Mindfulness and outcome effects from responses, model of
, 186
Multi-cultural and/or multi-linguistic organizations
, 126
Multinational adaptive system
, 14
Multinational business environment, reality of
, 2
Multinational corporate strategy
, 3–8
Multinational corporate strategy-making
, 13
contours of a model
, 22–27
international business (IB)
, 15–18
strategic management (SM)
, 18–21
Multinational corporation (MNC)
, 3, 14, 15, 36, 45, 89, 90, 126
headquarters
, 38, 81
integration-responsiveness (I-R) framework
, 16
managing
, 49–51
organizing autonomy in
, 55–57
performance, subsidiary effects on
, 26
Multinational corporation (MNC), democratizing
, 71
autonomous initiatives
, 72, 75, 76
corporate culture
, 84
decentralized decision-making
, 79–81
enabling global democratization
, 76–79
global strategy process
, 74–76
using collective wisdom
, 82–83
Multinational network structure with dispersed communication
, 5
Multinational strategic mentality
, 40
Multinational subsidiaries
, 26–27
Narrative pictogram data collection mode
, 134–135
National markets
, 220–222, 228–229
Network, defined
, 41
Network structures
, 5
New Orleans Police Department (NOPD)
, 186–187, 189, 190, 193–194
Non-financial incentives
, 45
Notion of culture
, 126, 129
Objectivism and subjectivism, distinguishing between
, 135–136
One-way analysis of variance (ANOVA)
, 219
Operating autonomy
, 23, 30
Operational autonomy
, 22, 24, 53, 60–61, 65–66
Operational management, orientation toward
, 17
Opinion polling
, 77
Organizational adaptation
, 2
Organizational changes, functionality, and organic innovation
, 144–146
Organizational complexity
, 37
Organizational crisis preparedness
, 174
Organizational culture
, 136, 174
Organizational differentiation
, 16
Organizational mindset
, 196–197
Organizational structure
, 37, 47–48
roles, and responsibilities
, 197
Overall Every Control and Clear (OEC) management
, 158, 159–160, 162
Overseas sales
, 9
Overseas subsidiaries, role of
, 29
Parent company management
, 40
Participatory decision-making approaches
, 73
Patent citations
, 92
Patent count
, 92
Patent productivity
, 93
Personal supervision
, 43
Person-order pay
, 165
Pharmaceutical industry
, 88, 90, 112, 113, 114, 115
PI Learning Indicator (PLI) test
, 144
Portfolio theory
, 212
Predictions
, 76–77, 78, 83
Predictive Index (PI)
, 144
Process approach
, 172
Process Philosophy
, 152
Process theory
, 153
Productivity
, 93–94
internationalization and
, 95
and R&D interaction
, 111–112
Profit margin (PM)
, 93
Psychic distance
, 46, 50
“Qian”, hexagram of
, 154–157
Qingdao Refrigerator Factory
, 151
R&D investment
, 8–9
R&D productivity
, 93–94, 109, 111
Redundancy
, 183
Reliable systems
, 180
“Ren”
, 154
Resilience
, 184
Resource-based view (RBV)
, 16
Resource support
, 41
Return on assets (ROA)
, 92–93
Return on equity (ROE)
, 93
Return on sales (ROS)
, 93
“Room for maneuvering”
, 132
SAS Studio
, 100
Scale internationalization
, 90–91, 96, 106–108
School shooters
, 209
Scope internationalization
, 90, 91, 96–98, 109–112
S-curve model
, 94
Self-driving
, 158
Self-management paradigm, Haier Group
, 9, 153
construction of
, 157–158
six stages of the development of
, 158
ecosystem for co-creation as “ocean”
, 165–166
governing without intervening as “sky”
, 166–167
independent operating unit (ZZJYT) as “lake”
, 163–165
market chain as “river”
, 161–163
self-organizing team as “water drop”
, 158–160
strategic business unit as “creek”
, 160–161
Self-organizing
, 158–160
Self-venturing
, 158
Senior managers
, 79, 80
Sense making in corporate context
, 140–142
Sensitivity to operations
, 183, 191–192
September 11 attacks
, 207, 230–231, 236
Skewness of the distribution
, 234
Societal and economic costs
, 213–214
Sociological hermeneutics
, 129
SST market-chain system
, 156, 161
State-owned enterprises (SOEs)
, 160
Strategic adaptation
, 3, 21
Strategic autonomy
, 23, 25–26, 27, 30, 53, 61–62, 65–66
Strategic business units (SBUs) as creek
, 160–161
Strategic decision-making
, 73, 74, 79
democratizing
, 8, 78
Strategic integration
, 49
Strategic intent of the MNC
, 75, 76, 79
Strategic management (SM)
, 14, 18–21
Strategic planning, decision-making in
, 48–51
Strategy typologies
, 17
Structuration, dynamic notion of
, 130–131
Student’s t-test
, 219
Study of Terrorism and Responses to Terrorism (START)
, 220
Subsidiary autonomy for multinational flexibility
, 29, 35, 91
approach
, 37
autonomy, in subsidiaries
, 53–54
autonomy and control, in dynamic environments
, 51–52
control and monitoring in headquarter–subsidiary relationship
, 42–45
bureaucratic mechanisms
, 43
clan control
, 44–45
financial incentives
, 44
personal supervision of managers
, 43
decision-making, in strategic planning
, 48–51
managing multinational corporation
, 49–51
effects of autonomy
, 58–61
control mechanisms
, 59
inter-organizational network relationships
, 59–60
intra-organizational network relationships
, 58–59
operational autonomy
, 60–61
empirical study
, 57–58
interdependency between subsidiaries
, 45–46
inter-organizational network relationships
, 46–47
intra-organizational network relationships
, 41–42
managerial implications
, 62–66
inter-organizational network relationships
, 65
intra-organizational network relationships
, 63–64
operational and strategic autonomy
, 65–66
negative consequences of
, 54–55
organizational structure
, 47–48
organizing autonomy, in MNC
, 55–57
role of headquarters
, 38–39
role of subsidiary
, 39–40
strategic autonomy
, 61–62
subsidiary network relationships
, 41
themes within decision-making
, 47
Subsidiary initiatives
, 23, 25
Subsidiary management
, 40
Suicide bombers
, 209
Sun Tzu’s Art of War
, 162
“Suo chou”
, 161–162
“Suo pei”
, 162
Taoism
, 151
Tao Te Ching
, 151, 166
Teamwork
, 195
Terrorism, impact of
, 10, 205
behavioral finance
, 212–213
confirmation and falsification of the hypotheses
, 232
cumulative abnormal returns (CARs)
, 218
definitions
, 208–210
development over time
, 215–216, 226–227
empirical findings
, 214–215
estimation windows and average returns
, 217
event study methodology
, 217
event windows and abnormal returns
, 218
financial data
, 219
geographical distance
, 231–232
implications
, 235–236
industries
, 229
intersection of terrorism and financial markets
, 210–211
limitations
, 233–235
literature review
, 210
longer-term effects
, 207, 213
medium-term effects
, 207, 213
methodological limitations
, 219
methodology
, 216
national markets
, 228–229
one-way analysis of variance (ANOVA)
, 219
portfolio theory
, 212
rational expectations and efficient markets
, 211–212
research scope
, 208
results
, 220, 228
short-term direct effect
, 207, 213
size of the attack
, 230–231
societal and economic costs
, 213–214
student’s t-test
, 219
terrorism data
, 220
threat characteristic
, 215, 222–225, 229–230
time dimension
, 231
Thomson ONE Banker
, 98
Thomson Reuters Datastream database
, 219
Threat characteristic
, 209, 215, 222–225, 229–230
“Three Talents” philosophy
, 151–154
“Tian”
, 154
“Tiao zha”
, 162
Tobin’s q
, 93
Top-down governance structure
, 145
Training, crisis management
, 178–179
Transnational strategy
, 50
Turbulence of global markets
, 14
Uprightness
, 140
US Maritime Transportation Security Act
, 214
Vertical communication
, 21
“We”
, 140, 141, 142–143
“What if” questions
, 173, 183
Win–win partnerships
, 165
World Trade Organization (WTO)
, 27
“Yaoming”, name rule of
, 155
“Zizhu Jingying Ti” (ZZJYT)
, 163–165
- Prelims
- Introduction: Adaptive Corporate Strategies in a Turbulent World
- Chapter 1 Multinational Corporate Strategy-Making: Integrating International Business and Strategic Management
- Chapter 2 The Implications of Subsidiary Autonomy for Multinational Flexibility
- Chapter 3 Democratizing the Multinational Corporation (MNC): Interaction Between Intent at Headquarters and Autonomous Subsidiary Initiatives
- Chapter 4 Internationalization Effects in a Global Knowledge-Based Industry: A Study of Multinational Pharmaceutical Companies
- Chapter 5 Navigating a Global Corporate Culture: On the Notion of Organizational Culture in a Multinational Corporation
- Chapter 6 Building a Global Responsive Organization: The Case of the Haier Group
- Chapter 7 Effective Crisis and Emergency Responses in the Multinational Corporation
- Chapter 8 Global Catastrophe Effects – the Impact of Terrorism
- Index