Managing across borders: the transnational solution PDF
Preview Managing across borders: the transnational solution
Managing Across Borders : The title: Transnational Solution Bartlett, Christopher A.; Ghoshal, author: Sumantra. publisher: Harvard Business School Press isbn10 | asin: 0875848494 print isbn13: 9780875848495 ebook isbn13: 9780585232522 language: English International business enterprises-- subject Management. publication date: 1998 lcc: HD62.4.B36 1998eb ddc: 658/.049 International business enterprises-- subject: Management. Page iii Managing across Borders The Transnational Solution Christopher A. Bartlett and Sumantra Ghoshal H B S P ARVARD USINESS CHOOL RESS B , M OSTON ASSACHUSETTS Page iv Copyright © 1998 President and Fellows of Harvard College All rights reserved Printed in the United States of America 02 01 00 99 98 5 4 3 2 1 Bartlett, Christopher A., 1943- Managing across borders : the transnational solution / Christopher A. Bartlett and Sumantra Ghoshal.2nd ed. p. cm. Includes bibliographical references and index. ISBN 0-87584-849-4 (alk. paper) 1. International business enterpriseManagement. I. Ghoshal, Sumantra. II. Title HD62.4.B36 1998 658'.049dc21 98-26004 CIP The paper used in this publication meets the requirements of the American National Standard for Permanence of Paper for Printed Library Materials Z39.49-1984. Page v To Barbara and Susmita With love and appreciation Page vii CONTENTS Preface to the Second Edition ix Preface to the Paperback Edition xv Preface to the First Edition xvii Acknowledgments xxi Part I: The Transnational Challenge 1 1. Organizational Capability: The Next Battleground 3 2. New Organizational Challenge: Beyond Structural Fit 21 3. Administrative Heritage: Organizational Asset and 39 Constraint 4. The Transnational: The Emerging Organization Model 65 Part II: Characteristics of the Transnational 83 5. Building Competitiveness: The Integrated Network 85 6. Developing Flexibility: Specialized Roles and 109 Responsibilities 7. Facilitating Learning: Multiple Innovation Processes 131 Part III: Building and Managing the Transnational 155 8. Legitimizing Diversity: Balancing Multiple 157 Perspectives 9. Managing Complexity: Developing Flexible 181 Coordination Page viii 10. Building Commitment: Creating a Matrix in 203 Managers' Minds Part IV: Transformation to the Transnational 229 11. Developing Transnational Managers: New Roles and 231 Tasks 12. Managing the Transformation Process: 251 Rationalization, Revitalization, Regeneration 13. The Transnational Solution 281 Application Handbook 301 Notes 349 Bibliography 367 Index 381 About the Authors 391 Page ix PREFACE TO THE SECOND EDITION Almost a decade after we completed the research that resulted in the publication of Managing Across Borders: The Transnational Solution, it has been a strange experience to find ourselves revisiting the manuscript. So much has occurred in the intervening years that we approached the possibility of the new edition of the book with some trepidation. As we reviewed the concepts and frameworks, and reacquainted ourselves with some old familiar companies, we experienced a variety of emotions. At one extreme was a glow of nostalgia for the wonderful experiences we had in researching and writing this book; at the other was a sense of embarrassment about sections of awkward prose or inappropriate predictions. But the over-whelming feeling we had was one of contentment and even pride. This was not so much a contentment born of self-satisfactionthe manuscript's numerous errors and revealed blind spots prevented thatbut a contentment born of a recognition of how fortunate we had been to be in the right place at the right time. Through the generous cooperation of some 236 managers in nine core companies, we were able to see an emerging transnational management model supported by an integrated network organization form that has proven robust and powerful in the years that have followed the publication of the book. As we look around at the international business environment in the closing years of this century, it gives us a great deal of satisfaction to see companies developing the kind of multidimensional strategic competencies and the flexible organizational capabilities that we described as the transnational model. In today's environment, this is no longer simply an idealized model. It is the corporate form that companies around the world are building and managing in an ongoing routine fashion. Page x As we noted in the original preface and acknowledgments, we count ourselves extraordinarily privileged to have had the opportunity to learn from so many knowledgeable and experienced managers. Throughout the seemingly endless process of researching this book, whenever we became discouraged that we would never be able to make sense of the vast amounts of data we were collecting, we simply reminded ourselves that ours was the easy task. With access to leading-edge companies and generous managers willing to share their views, we had the luxury of being able to step back and look for patterns and trends across the very diverse organizations we were studying. Our simple goal was to reduce the large and complicated world that the managers were wrestling with into some simpler concepts and frameworks that could capture the essence of the emerging strategic imperatives and organizational forms without destroying either the subtlety or the complexity. In fact, we found this experience such an exhilarating one that within months of the publication of Managing Across Borders, we were already engaging in the design of a follow-on project. That project has provided the material for the update of this book. Although our research for this book focused on the ways in which the forces of globalization were creating new strategic and organizational imperatives for companies worldwide, by the time we had finished the study, we were acutely aware that we were examining only one part of a much more profound revolution. Globalization was only one of several important and urgent forces of change that were simultaneously reconfiguring the corporate model in a way that had not been seen in more than three quarters of a century. In the closing decades of the twentieth century, the forces of deregulation and privatization were also sweeping the world. Meanwhile, the information age and knowledge revolution were reconfiguring the strategic characteristics of whole industries and providing new
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