Strategy, Structure, and Control of Multinational Enterprises in International Business Environments Author
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2008, 33 Seiten, Englisch, Table of ContentList of Figures II1 Introduction 11.1 Context 11.2 Focus 11.3 Globalisation 22 Environment 32.1 Internal Environment 42.1.1 S.W.O.T.-Analysis 42.2 External Environment 42.2.1 P.E.S.T.-Analysis 42.2.2 Porters Five Forces 53 Strategy 73.1 International Strategy 73.2 Global Strategy 83.3 Multidomestic Strategy 93.4 Transnational Strategy 104 Decision Making 115 Organisational Structures 135.1 Functional and Divisional Structures 135.1.1 International Division Structure 145.1.2 Area or Geographic Structure 155.1.3 Global Product Structure 165.1.4 Global Functional Organization 175.1.5 Matrix Structure 186 Coordination and Control Systems 206.1 Control Mechanisms 217 Case Study 227.1 Case: Nestlé 227.2 Case: Johnson & Johnson 238 Conclusion 25Bibliography 261.1 ContextIn the last 25 years of the twentiet.

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Strategy, Structure, and Control of Multinational Enterprises in International Business Environments: Seminar paper from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: 74 / A (Excellent), Leeds Metropolitan University, course: International Business, 12 entries in the bibliography, language: English, abstract: Table of ContentList of Figures II1 Introduction 11.1 Context 11.2 Focus 11.3 Globalisation 22 Environment 32.1 Internal Environment 42.1.1 S.W.O.T.-Analysis 42.2 External Environment 42.2.1 P.E.S.T.-Analysis 42.2.2 Porter`s Five Forces 53 Strategy 73.1 International Strategy 73.2 Global Strategy 83.3 Multidomestic Strategy 93.4 Transnational Strategy 104 Decision Making 115 Organisational Structures 135.1 Functional and Divisional Structures 135.1.1 International Division Structure 145.1.2 Area or Geographic Structure 155.1.3 Global Product Structure 165.1.4 Global Functional Organization 175.1.5 Matrix Structure 186 Coordination and Control Systems 206.1 Control Mechanisms 217 Case Study 227.1 Case: Nestl? 227.2 Case: Johnson & Johnson 238 Conclusion 25Bibliography 261.1 ContextIn the last 25 years of the twentieth century companies faced strong competition caused by technological revolutions, changing of product designs and manufacturing processes. Figure 1 indicates that FDI stock increased dramatically over the last decades. This implicates that multinational enterprises (MNEs) increasingly engage in international operations in order to create competitive advantages. Also governments are removing international restrictions and try to establish a common market by approximating the economic policies especially in the European Union. 1.2 FocusThis report focuses on the environment in which MNEs operate which determines the control strategies. After explaining these strategies this report will investigate organisational structures and control mechanisms which enables companies to coordinate and control their activities. In the last part the report will describe in a case study the strategies and structures of two `global players`: Nestle and Johnson & Johnson.1.3 GlobalisationNowadays the increasing `globalisation` forces companies to compete on global markets. The aim of most enterprises is to make profits. Nationally focused companies that were not able to access foreign markets quickly enough were forced to act under increasing pressure threatening loss of market share or even acquisitions. The drivers of globalisation have (...), Englisch, Ebook.

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Table of Content List of FiguresII 1Introduction1 1.1Context1 1.2Focus1 1.3Globalisation2 2Environment3 2.1Internal Environment4 2.1.1S.W.O.T.-Analysis4 2.2External Environment4 2.2.1P.E.S.T.-Analysis4 2.2.2Porters Five Forces5 3Strategy7 3.1International Strategy7 3.2Global Strategy8 3.3Multidomestic Strategy9 3.4Transnational Strategy10 4Decision Making11 5Organisational Structures13 5.1Functional and Divisional Structures13 5.1.1International Division Structure14 5.1.2Area or Geographic Structure15 5.1.3Global Product Structure16 5.1.4Global Functional Organization17 5.1.5Matrix Structure18 6Coordination and Control Systems20 6.1Control Mechanisms21 7Case Study22 7.1Case: Nestlé22 7.2Case: Johnson & Johnson23 8Conclusion25 Bibliography26 1.1Context In the last 25 years of the twentieth century companies faced strong competition caused by technological revolutions, changing of product designs and manufacturing processes. Figure 1 indicates that FDI stock increased dramatically over the last decades. This implicates that multinational enterprises (MNEs) increasingly engage in international operations in order to create competitive advantages. Also governments are removing international restrictions and try to establish a common market by approximating the economic policies especially in the European Union. 1.2Focus This report focuses on the environment in which MNEs operate which determines the control strategies. After explaining these strategies this report will investigate organisational structures and control mechanisms which enables companies to coordinate and control their activities. In the last part the report will describe in a case study the strategies and structures of two global players: Nestle and Johnson & Johnson. 1.3Globalisation Nowadays the increasing globalisation forces companies to compete on global markets. The aim of most enterprises is to make profits. Nationally focused companies that were not able to access foreign markets quickly enough were forced to act under increasing pressure threatening loss of market share or even acquisitions. The drivers of globalisation have (...) Seminar paper aus dem Jahr 2006 im Fachbereich Wirtschaft - Unternehmensführung, Management, Organisation, Note: 74 / A (Excellent), Leeds Metropolitan University, Veranstaltung: International Business, 12 Quellen im Literaturverzeichnis.

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Seminar paper from the year 2006 in the subject Business economics - Business Management, Corporate Governance, grade: 74 / A (Excellent), Leeds Metropolitan University, course: International Business, 12 entries in the bibliography, language: English, abstract: Table of Content List of FiguresII 1Introduction1 1.1Context1 1.2Focus1 1.3Globalisation2 2Environment3 2.1Internal Environment4 2.1.1S.W.O.T.-Analysis4 2.2External Environment4 2.2.1P.E.S.T.-Analysis4 2.2.2Porter's Five Forces5 3Strategy7 3.1International Strategy7 3.2Global Strategy8 3.3Multidomestic Strategy9 3.4Transnational Strategy10 4Decision Making11 5Organisational Structures13 5.1Functional and Divisional Structures13 5.1.1International Division Structure14 5.1.2Area or Geographic Structure15 5.1.3Global Product Structure16 5.1.4Global Functional Organization17 5.1.5Matrix Structure18 6Coordination and Control Systems20 6.1Control Mechanisms21 7Case Study22 7.1Case: Nestlé22 7.2Case: Johnson & Johnson23 8Conclusion25 Bibliography26 1.1Context In the last 25 years of the twentieth century companies faced strong competition caused by technological revolutions, changing of product designs and manufacturing processes. Figure 1 indicates that FDI stock increased dramatically over the last decades. This implicates that multinational enterprises (MNEs) increasingly engage in international operations in order to create competitive advantages. Also governments are removing international restrictions and try to establish a common market by approximating the economic policies especially in the European Union. 1.2Focus This report focuses on the environment in which MNEs operate which determines the control strategies. After explaining these strategies this report will investigate organisational structures and control mechanisms which enables companies to coordinate and control their activities. In the last part the report will describe in a case study the strategies and structures of two 'global players': Nestle and Johnson & Johnson. 1.3Globalisation Nowadays the increasing 'globalisation' forces companies to compete on global markets. The aim of most enterprises is to make profits. Nationally focused companies that were not able to access foreign markets quickly enough were forced to act under increasing pressure threatening loss of market share or even acquisitions. The drivers of globalisation have (...).

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Atilla Kibar, NOOK Book (eBook), Edition: 1, English-language edition, Pub by GRIN Verlag on 01-01-2008.

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