Strategic Management - New Rules for Old Europe
New Rules for Old Europe
Erschienen am 5. November 2007
VIII, 314 Seiten
978-3-8349-9254-3 (ISBN)
Beschreibung
Perhaps it was not really meant the way it was said, but when Donald Rumsfeld used the term "Old Europe" in his famous speech of January 22, 2003, he coined a phrase to de pict not the birthplace of modem society, but a graveyard of old and outdated ideas. Even though it is legitimate for many of us in Europe to oppose the underlying message of going to war in Iraq, it makes absolute sense to examine the rules of the game which Europe is currently playing and which it will play in the future. In doing so, it becomes obvious that important changes are taking place: Strategic Man agement - New Rules for Old Europe makes the hidden rules governing strategic man agement in Europe transparent. The book follows a "from - to" logic and takes the reader along the course of changing conditions and contingencies. Europe has not only witnessed major transformations such as the dramatic fall of the Iron Curtain, economic and monetary integration and the in corporation of new member states: Fundamental change can also be perceived with re spect to the corporate responses to these ongoing dynamic changes. Strategic Management - New Rules for Old Europe is divided into four parts. Each of these consists of several contributions, starting with the focus on people, then on culture, then on systems.
Rezensionen / Stimmen
"Insgesamt ließe sich das sehr überzeugende und in jeder Hinsicht empfehlenswerte Buch auch überschreiben mit 'Good Rules für Good Old Europe'." Die Bank, 07/2006Weitere Details
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Christian Scholz | Joachim Zentes
Strategic Management - New Rules for Old Europe
New Rules for Old Europe
Buch
03/2006
Springer Gabler
93,08 €
Artikel ist vergriffen; siehe andere Ausgabe
Christian Scholz | Joachim Zentes
Strategic Management - New Rules for Old Europe
Buch
Gabler Verlag
109,79 €
Artikel wird leider nicht erscheinen
Personen
Univ.-Professor Dr. Christian Scholz holds the chair of Business Administration, especially Organisation, Human Resource Management and Information Management at Saarland University, Germany. He is director of the Institute of Management Competence and director of the Europa-Institut at Saarland University, Germany.
Univ.-Professor Dr. Joachim Zentes holds the chair of Business Administration, especially Foreign Trade and International Management at Saarland University, Germany. He is director of the Institute of Commerce & International Marketing and director of the Europa-Institut at Saarland University.
Univ.-Professor Dr. Joachim Zentes holds the chair of Business Administration, especially Foreign Trade and International Management at Saarland University, Germany. He is director of the Institute of Commerce & International Marketing and director of the Europa-Institut at Saarland University.
Inhalt
Changes in the Institutional Environment.- European Labour Markets: From Low to High Labour Demand Elasticities.- Sense-Making Processes in the Council of Ministers: From the ECSC to the European Constitution.- Accounting in Europe: From National Accounting Charts to Globally Converging Standards.- Banking Supervision in Europe: From Basel I to Basel II.- European Entrepreneurship: From Deterministic Government Policy to Market Experimentation.- Changes for Companies: Outside-Inside-Perspective.- Relationship Marketing in European Consumer Goods Markets: From Marketing Mix Orientation to Customer Life Cycle Management.- The Delights and Dangers of Global Branding: From Worldwide Brands to a Global/Local Dialectic.- Dynamics of the Internationalisation of European Retailing: From a National to a European Perspective.- Changes for Companies: Inside-Outside-Perspective.- European (Virtual) Team-Building: From Optimism to Efficiency.- International Corporate Cultures: From Helpless Global Convergence to Constructive European Divergence.- International Supplier Relationship Management: From Transactional to Relational Purchasing.- Consequences for Germany.- A Strategy Map for Germany: From Passive Self-Pity to Offensive Self-Renewal.
1. The Challenge: Escaping from the All-Is-Simple-Trap (S. 203-204)
1.1 The Need for Cross-National
Team-Building in Europe Statistics on intra-EU trade show that the intra-European interpenetration of national economies continues (Cristallo 2003, p. 2). In a situation of an ongoing process of integration and interconnection of countries, markets, and technologies (Roberts/Kossek/Ozeki 1998, Barkema/Baum/Mannix 2002), companies face increasing competition with respect to costs and prices, product quality, and time-to-market.
Companies in Europe recognise not only the threats of hypercompetition (DAveni 1994) caused by Europeanisation and globalisation. They also realise the opportunities resulting from international presence, such as global sourcing, global product development, global production networks, global marketing, and global distribution. A recent study (KfW Bankengruppe 2004, pp. 3-4) reports that German companies still have their most important export markets in Western Europe and increasingly in the new EU countries of Middle and Eastern Europe, their preferred target region for direct investments - with positive economic effects on the companies and on the whole country. The subsidiaries, as a result of a Europe-wide and international presence, form international networks (Snow/Miles/Coleman 1992, Sydow 1992).
They make it possible to benefit from the market-related advantages in the sense of optimising the overall company performance. The corresponding structure of cross-national collaboration on the team level are cross-national functional teams which receive responsibility for those tasks which are supposed to make synergies work, like, e.g., speed advantages (Simon 1989). Some companies even develop or produce services and goods in an expanded process structure, and therefore pass internationally distributed work forth within Europe and around the globe, following the alternating working hours in their different international locations.
Companies are facing the need for cross-national team building, but are also facing the related obstacles: from geographical distances and time differences to national cultural diversity and different work cultures. The logic of contemporary international teamwork is to transfer the idea of the "lead country concept" (Bartlett/Ghoshal 1989) to team level: Not only should single subsidiaries as a whole take the lead in the transnational network where they have a specific competence advantage, but also should single team units take the lead in the crossnational functional team where they have a specific competence advantage. One of the recently discussed approaches to solve the immense challenges of cross-national teamwork in this sense are International Virtual Teams (IVTs).
1.2 The Optimism that Failed
For a long time now, companies have been dealing with cross-national team structures. And for the same length of time, a relatively uncritical optimism has been observed. Except for the rather complicated cultural diversity topic (Moosmiiller 1997, Black et al. 1999), international teams were celebrated as a manageable innovation. Managers did not see major problems in transferring local teamwork principles to the international scale. They were optimistic that this kind of company-wide collaboration could strengthen the international interconnectedness of their company and that it might benefit from synergies.
1.1 The Need for Cross-National
Team-Building in Europe Statistics on intra-EU trade show that the intra-European interpenetration of national economies continues (Cristallo 2003, p. 2). In a situation of an ongoing process of integration and interconnection of countries, markets, and technologies (Roberts/Kossek/Ozeki 1998, Barkema/Baum/Mannix 2002), companies face increasing competition with respect to costs and prices, product quality, and time-to-market.
Companies in Europe recognise not only the threats of hypercompetition (DAveni 1994) caused by Europeanisation and globalisation. They also realise the opportunities resulting from international presence, such as global sourcing, global product development, global production networks, global marketing, and global distribution. A recent study (KfW Bankengruppe 2004, pp. 3-4) reports that German companies still have their most important export markets in Western Europe and increasingly in the new EU countries of Middle and Eastern Europe, their preferred target region for direct investments - with positive economic effects on the companies and on the whole country. The subsidiaries, as a result of a Europe-wide and international presence, form international networks (Snow/Miles/Coleman 1992, Sydow 1992).
They make it possible to benefit from the market-related advantages in the sense of optimising the overall company performance. The corresponding structure of cross-national collaboration on the team level are cross-national functional teams which receive responsibility for those tasks which are supposed to make synergies work, like, e.g., speed advantages (Simon 1989). Some companies even develop or produce services and goods in an expanded process structure, and therefore pass internationally distributed work forth within Europe and around the globe, following the alternating working hours in their different international locations.
Companies are facing the need for cross-national team building, but are also facing the related obstacles: from geographical distances and time differences to national cultural diversity and different work cultures. The logic of contemporary international teamwork is to transfer the idea of the "lead country concept" (Bartlett/Ghoshal 1989) to team level: Not only should single subsidiaries as a whole take the lead in the transnational network where they have a specific competence advantage, but also should single team units take the lead in the crossnational functional team where they have a specific competence advantage. One of the recently discussed approaches to solve the immense challenges of cross-national teamwork in this sense are International Virtual Teams (IVTs).
1.2 The Optimism that Failed
For a long time now, companies have been dealing with cross-national team structures. And for the same length of time, a relatively uncritical optimism has been observed. Except for the rather complicated cultural diversity topic (Moosmiiller 1997, Black et al. 1999), international teams were celebrated as a manageable innovation. Managers did not see major problems in transferring local teamwork principles to the international scale. They were optimistic that this kind of company-wide collaboration could strengthen the international interconnectedness of their company and that it might benefit from synergies.
