How Corporate Spiders Cast Out Their Pyramid Into a Net(work) and Then Spread It Further to Other Pyramids, Including Mexican and Egyptian Ones

How Corporate Spiders Cast Out Their Pyramid Into a Net(work) and Then Spread It Further to Other Pyramids, Including Mexican and Egyptian Ones

DOI: 10.4018/978-1-5225-4966-6.ch004

Abstract

The role of actor in networkization of the world markets, of the conductor in multinational integration of production processes, of the fragmentator in international trade and also that of the global marketologist – all these roles demand multinational businesses change radically their internal organization and their inside systems of management. This chapter describes the internal environment of multinational companies as an additional resource of their global competitiveness. Key features of the adaptive organizational structure of corporations are outlined. X-model of labor organization within a multinational corporate department is suggested; this model combines, on the one hand, the team interaction (for example, in the centers of innovations' generation or in the centers of strategic decision-making) and on the other – it guarantees the unity of a corporation (mainly through the structure of frame management), maintaining at the same time mobility and adaptability of this structure (for example, for the cases of strategic business zones' autonomism or when corporate chain of value creation is being reformatted. In the concluding paragraphs of this chapter we provide the overall evaluation of competitive environment (including consumer markets, relations with agents, suppliers and bodies of public regulation) which is also a factor of global positioning and global competitiveness for any multinational business.
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“When The Lower Class Does Not Want To Anymore” And Other Principles Of Operational Management Inside A Tnc

The middle level of management inside TNCs has experienced the most radical transformations in the recent years. This can be explained by the dynamics of external environment of international business, inter alia, by the objective necessity to reorient the work of many structural units on narrower segments of consumers. At the same time, we also observe the growing competitive fight at many markets, including that between the brands belonging to the same corporations. Thus, the adaptive management at this middle level of corporations must be based on the following principles:

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