國際貿(mào)易專業(yè)外文翻譯---國際化經(jīng)營-國際貿(mào)易-資料下載頁
2025-01-19 08:24本頁面
【導(dǎo)讀】個緩慢的“循序漸進”的過程。有些公司開始被吸引到國際市場上來，是因為收到了。些公司主動進行國際經(jīng)營是為了對付寡頭賣主壟斷的威脅。殊機遇，通過在國外經(jīng)營來開發(fā)資源供應(yīng)，獲得外國技術(shù)或提高生產(chǎn)效率。各樣的公司聯(lián)系在一起的投資組合。這些早期的經(jīng)營措施，很難說是完整的全球戰(zhàn)略的一部分。定全球戰(zhàn)略，采用全球規(guī)劃程序。全球戰(zhàn)略是表示企業(yè)戰(zhàn)略的一項計劃，考慮到地理。需要認真評估全球各種可選擇的方案和每個方案涉及的風(fēng)險。把國際經(jīng)營活動當(dāng)作不同國家的業(yè)務(wù)組合。限，但最終決定經(jīng)營的競爭，并不局限在個別的地點和國家市場。因此，為了保持具。發(fā)現(xiàn)自己不能在研究或產(chǎn)品開發(fā)方面與他人并駕齊驅(qū)。當(dāng)日本的公司大規(guī)模地打入歐美傳統(tǒng)。在摩托車工業(yè)中，把迅速增長的市場拱手讓與日本競爭者的情況更為嚴重。勇于創(chuàng)新，美國市場多年來對許多產(chǎn)品的容納率和增長率，在世界上都是名列前茅。并據(jù)此做出重大決策。
【正文】 on worldwide as well as local objectives. And each part of the system makes its unique contribution with its unique petence. This approach, which has been popularized as egocentrism, involves collaboration between subsidiaries and headquarters to establish universal standards and permissible local variations on the basis of which key decisions are made. However, egocentrism requires a reward system for subsidiary a manager that motivates them to work for worldwide goals and not just to defend country objectives. In international enterprises, there are three general types of headquarters39。 orientation toward subsidiaries。 ethnocentric (homecountry oriented), polycentric (or hostcountry oriented) , and geocentric (world oriented). The ethnocentric attitude can be characterized as: We, the homecountry nationals, are superior to, more trustworthy than, and more reliable than any foreigners in headquarters or the subsidiaries.” In such firms, performance criteria and decision rules are generally based on homecountry standards. Ethnocentrism works against a global strategy because of a lack of good feed back and because the experience and views of managers familiar with local conditions in the areas of operation do not carry appropriate weight in decision making. Polycentric firms go to the other extreme by assuming that local people always know what is best for them and that the unit of the multinational enterprise located in a host country should be as local in identity and behavior as possible. A polycentric firm is more akin to a confederation of quasiindependent subsidiaries. A polycentric management philosophy is likely to sacrifice most of the unification and synergistic benefits of multinational operation. The costs of polycentrism are the waste due to duplication of effort and inefficient use of homecountry experience. The approach has the advantage of making intensive use of local resources and personnel but at the cost of global growth and efficiency. Egocentrism also has costs, largelyrelated to munication and travel expense, time spent in decision making because of the desire to educate personnel about global objectives and to secure consensus, and the expense of a relatively large headquarters bureaucracy. But the payoffs are a more objective total enterprise performance, worldwide utilization of resources, improvement of local pany management, a greater sense of mitment to worldwide goals, and, last but not least, more profit. A globally oriented enterprise, of course, depends on having an adequate supply of managers who are globally oriented. 教師評語 成 績： 教師簽名：
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