國(guó)際貿(mào)易專業(yè)類外文翻譯-國(guó)際貿(mào)易-資料下載頁(yè)
【導(dǎo)讀】緩慢的“循序漸進(jìn)”的過(guò)程。有些公司開(kāi)始被吸引到國(guó)際市場(chǎng)上來(lái)，是因?yàn)槭盏搅苏?。公司主?dòng)進(jìn)行國(guó)際經(jīng)營(yíng)是為了對(duì)付寡頭賣主壟斷的威脅。機(jī)遇，通過(guò)在國(guó)外經(jīng)營(yíng)來(lái)開(kāi)發(fā)資源供應(yīng)，獲得外國(guó)技術(shù)或提高生產(chǎn)效率。樣的公司聯(lián)系在一起的投資組合。這些早期的經(jīng)營(yíng)措施，很難說(shuō)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(xiàng)計(jì)劃，考慮到地理。需要認(rèn)真評(píng)估全球各種可選擇的方案和每個(gè)方案涉及的風(fēng)險(xiǎn)。全球戰(zhàn)略旨在于在多國(guó)的基礎(chǔ)上取得最大的效益，而不是。把國(guó)際經(jīng)營(yíng)活動(dòng)當(dāng)作不同國(guó)家的業(yè)務(wù)組合。限，但最終決定經(jīng)營(yíng)的競(jìng)爭(zhēng)，并不局限在個(gè)別的地點(diǎn)和國(guó)家市場(chǎng)。因此，為了保持具。發(fā)現(xiàn)自己不能在研究或產(chǎn)品開(kāi)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(zhǎng)的市場(chǎng)拱手讓與日本競(jìng)爭(zhēng)者的情況更為嚴(yán)重。勇于創(chuàng)新，美國(guó)市場(chǎng)多年來(lái)對(duì)許多產(chǎn)品的容納率和增長(zhǎng)率，在世界上都是名列前茅。并據(jù)此做出重大決策。
【正文】 ers subsidiaries as neither satellites nor independent citystates but as parts of a whole, the focus of which is on worldwide as well as local objectives. And 6 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. 選自 : Management and Administration, Macmillan Press Ltd., 2021
鄂ICP備17016276號(hào)-1