Beyond ‘Implementation’: Managing the Overall Agenda

Paul Verdin and Nick Heck

Chapter Chapter 6 in From Local Champions To Global Masters, 2001, pp 158-179 from Palgrave Macmillan

Abstract: Abstract From local or multinational champion to global master is a long trajectory that requires tactful and thoughtful management. Rare are the companies that manage to become truly global in one big leap, whatever press reports or dramatic acquisition stories may make us believe. Witness Daimler (buying into the US through the acquisition of Chrysler), Whirlpool (buying into Europe through the Philips’ domestic appliances business), Pharmacia and Upjohn (merging) or Renault (taking a stake in Nissan in Japan), or even some of the dot com companies which quickly evaporated or ran into a series of troubles. Even when the benefits of internationalization have been well defined, the matching organizational structure constructed, and the temporary barriers and resistance have been avoided, internationalization requires more (see Figure S3.2 earlier in this section).

Keywords: International Project; International Operation; International Strategy; Alliance Partner; Internal Barrier (search for similar items in EconPapers)
Date: 2001
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Persistent link: https://EconPapers.repec.org/RePEc:pal:palchp:978-0-230-51432-4_7

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DOI: 10.1057/9780230514324_7

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