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Year 2 Semester 1 > MNE Topic 7 > Flashcards

MNE Topic 7 Flashcards

1
Q

global knowledge management

A
  • management of innovation
  • under R&D function
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2
Q

innovative companies

A

tech sectors
e.g. apple e.g. Tesla

ability of innovation to drive performance

  • most innovative = outpace broader market in SH returns by significant margin 3.3% av per year
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3
Q

innovation ready company
3 characteristics

A
  1. makes innovation priority
  2. commits inv and talent to it
  3. ready to transform inv into results

nearly 90% of innovation ready companies plan to increase innovation spending

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4
Q

2 innovation trends

A
  1. collab with comp in complementary sectors
  2. mergers and acquisitions = new tech/process = talent
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5
Q

innovation and sustainability

A

one of top priorities

2022 - 56% ranks innovation and climate sustainability among top 3 priorities

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6
Q

Global Innovation Index

A
  1. Switzerland

china = sole middle income in top 30

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7
Q

3 R&D types
US is e.g.

A
  1. Domestic - conducted in US by companies HQ in US
  2. Imported - conducted by US by companies HQ elsewhere
  3. Exported - conducted in other countries by companies HQ in US
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8
Q

in-region R&D spending

A

domestic & imported R&D

  • both R&D spending by local companies and R&D spending imported from other regions
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9
Q

4 worldwide R&D innovation trends in MNCs

A
  1. biggest innovators = conduct parts of R&D abroad
  2. where spend R&D money = changed
  3. regional ranking for corp R&D = Asia, North America and Europe
  4. Asias rank = driven by China and India
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10
Q

imported R&D china

A

R&D spending in China by companies HQ in other countries - nearly doubled 2007-2015

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11
Q

india

A

growth in corp R&D conducted in India rose 115% 2007-2015 = £28billion

growth powered from MNCs - imported R&D

software R&D = largest area

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12
Q

why do MNCs move to Asia
3 reasons

A
  1. Close to market -> tech centre - around the clock capability = accelerate dev work (time difference)
  2. Accessing talent technical talent - in close proximity to regional customers
  3. low cost labour
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13
Q

hollowing out of manufacturing in advanced economies

A

developing:
1. increase low skilled jobs
2. boosted skilled labour force -> upgrading strategies & physical co-location of high value added activities with production

advanced:
1. impoverished competencies = skill shortage & skill erosion (low and high skilled jobs)
2. skill mismatch

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14
Q

US

A
  • increased R&D exports -> muted by rise in imports
  • bigger gain = imports from European invested heavily in US -> 63% of US R&D total in 2015
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15
Q

Europe

A

European spend less R&D at home

exported R&D - spending in other countries by companies HQ in EU

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16
Q

models explaining differentiating national subsidiaries roles

A
  1. UN model of multinational management
  2. Headquarters hierarchy syndrome
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17
Q

UN model of multinational management

A
  • allocating roles/responsibilities to national subs in same general terms
  • corp HQ treats all subs in uniform manner
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18
Q

headquarters hierarchy syndrome

A
  • subs are merely implementers of MNCs worldwide strategy

tensions = leaders (power), merging = resource freedom

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19
Q

4 consequences of symmetrical treatment between HQ and subsidiaries

A
  1. overcompensation for needs of smaller/less crucial mkt
  2. under-responsiveness to strategically important needs
  3. underutilisation of company’s worldwide assets & org capabilities
  4. demotivated country mngers
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20
Q

solution of symmetrical treatment

A

move towards MNC differentiated network

homogenous -> differentiated sub role

concentrated -> dispersed responsibilities

21
Q

4 differentiated roles of national subsidiaries

A
  1. strategic leader
  2. contributor
  3. black hole
  4. implementer
22
Q

strategic leader

A

HIGH strategic importance of local env
HIGH competence of local org

partner of HQ

23
Q

contributor

A

LOW strategic importance of local env
HIGH competence of local org

valuable subsidiary expertise

24
Q

implementer

A

LOW strategic importance of local env
LOW competence of local org

lack potential to be contributors

25
Q

black hole

A

HIGH strategic importance of local env
LOW competence of local org

not acceptable
strong local presence essential

26
Q

3 managerial implications for subsidiaries roles (HQ)

A
  1. common strategic direction (orgs with differentiated tasks and dispersed responsibilities)
  2. differentiated network (allocate roles & ensure subs participate in corp decisions)
  3. direct process (coordinate roles & distribute responsibilities)
27
Q

International companies stimuli
4 examples

A

wide range

  1. customer preference
  2. comp behaviour
  3. gov demands
  4. sources of tech info

potential source of innovation & learning for company

28
Q

3 ways international companies capitalise on the advantages

A
  1. responsive in absorbing info
  2. national companies = recognised as source of expertise
  3. cooperative effort - works better than centralised direction
29
Q

centres of excellence

A

embodies set of capabilities -> leverage/disseminated to other firm parts
source of value creation

COE within foreign subsidiaries

30
Q

7 examples of COEs

A
  1. Pfizer -> R&D lab specialised in medicinal/pharma sciences
  2. IBM -> specialise in nanotech in Zurich
  3. Siemens -> R&D lab in Bangalore india - software for 30 areas of business for India and worldwide mkts
  4. Google - cloud computing
  5. VW Battery cells
  6. Samsungs marketing
  7. J&J 3D printing
31
Q

Deloitte COE Singapore

A
  • create solutions that anticipate mkt disruptions - address skills, mismatch challenge and identify future job requirements
  • global flagship with Deloitte

-knowledge & skills transfer, local capabilities built

  • train and employ locals and global talent in highly sought areas
32
Q

COE 4 benefits

A
  1. provide research
  2. best practices
  3. support
  4. training

key area = tech (cloud computing/3D printing) or broad area of study (future of work)

33
Q

3 Conditions COE emerges in MNCs

A
  1. external factors
  2. inter-unit relationships
  3. parent firm investment

produce COE and then performance

34
Q

COE qualities and the qualities of performance

A
  1. strong capabilities
  2. formal recognition
  3. greater than unit lvl contribution

performance
1. profitability & competitiveness
2. innovation
3. learning and knowledge transfer

35
Q

2 external factors -> subsidiary more likely to contain COE

A
  1. greater strength & dynamism of local industry “diamond” (location) -> NOT SUPPORTED
  2. greater impact of external org on dev of sub competence (connection) -> SUPPORTED

both hypotheses

36
Q

3 internal factors -> subsidiary more likely to contain COE

A
  1. greater impact of other units within Multinational network on dev of sub competence (connections) -> SUPPORTED
  2. greater inv made by parent -> SUPPORTED
  3. greater autonomy -> NOT SUPPORTED
37
Q

Porter’s national diamond

A

framework = explain how nation can achieve competitiveness in given industry

four attributes promote or impeded creation of comp adv

38
Q

attributes of Porter’s national diamond

A
  1. factor conditions
  2. related and supporting industries
  3. firm strategy/structure and rivalry
  4. demand conditions

-government policy
-chance

39
Q

4 outcomes (performance) of COEs

A

1- superior capabilities and greater than unit locus of exploitation for capabilities

2- drive +Ve perf on several dimensions
3- profitability, competitiveness, innovation, learning

4- perf influence COEs formation process e.g. inv in unit

40
Q

barriers to global knowledge management

A

barriers to cross border collab exist at lvl of source of knowledge and recipient of knowledge

  1. unwilling to seek input and learn from others
  2. unwilling to help
  3. inability to seek and find expertise
  4. inability to work together and transfer knowledge
41
Q

seekers of help

A
  1. unwilling to seek input/ learn from others = “not invented here”
    - close themselves off
  2. inability to seek/find expertise = “needle in a haystack”
    - cant find or search efficiently
42
Q

providers of help

A
  1. unwilling to help = “hoarder of expertise”
    - reluctant to share
  2. inability to work together/transfer knowledge = stranger
    - willing but cant easily transfer what they know
43
Q

nature of knowledge

A

tacit = difficult to articulate in meaningful and complete way

codified = made independent from knowledge carrier

specific to context and culture = cross cultural distance

44
Q

addressing barriers to global knowledge management (LEVERS)

A
  1. leadership
  2. HR procedures
  3. latent cross-unit mechanisms

-diagnose source of cross border barriers and use levers to address sources

  • measures are costly and should be focused on deliverables
45
Q

Leadership

A
  • behaviours
  • shared values related to team
  • unifying goal

unwilling to seek input & unwilling to help

46
Q

HR procedures

A
  • recruit
  • promote
  • compensation

unwilling to seek input or help

47
Q

Latent cross unit mechanisms

A
  1. informal networks -> connectors, strong professional relationships
  2. formal lateral mechanisms - cross unit groups
  3. info systems (knowledge mngment database, benchmark system)

unable to find expertise or transfer knowledge

48
Q

Centres of excellence qualities

A
  1. Strong capabilities
  2. Formal recognition
  3. Greater than unit level contribution

Year 2 Semester 1 (19 decks)

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