全球战略管理_10.pptVIP

* * 4 * * * * * * * * 4 * KM in 4 Types of MNEs Strategy Home Replication Localization Global Standard-ization Trans-national Role of foreign subsidiaries Adapting and levering parent company competencies Sensing and exploiting local opportunities Implementing parent company initiatives Differentiated contributions by subsidiaries to integrate worldwide operations Copyright ? 2009 Cengage. All rights reserved. 10–* KM in 4 Types of MNEs Strategy Home Replication Localization Global Standard-ization Trans-national Development and diffusion of knowledge Knowledge developed at the centre and transferred to subsidiaries Knowledge developed and retained within each subsidiary Knowledge mostly developed and retained at the centre and key locations Knowledge developed jointly and shared worldwide Copyright ? 2009 Cengage. All rights reserved. 10–* KM in 4 Types of MNEs Strategy Home Replication Localization Global Standard-ization Trans-national Flow of knowledge Extensive flow of knowledge and people from HQ to subsidiaries Limited flow of knowledge and people in both directions (to and from the centre) Extensive flow of knowledge and people from centre and key locations to subsidiaries Extensive flow of knowledge and people in multiple directions Copyright ? 2009 Cengage. All rights reserved. 10–* Sieman’s ShareNet How can Sieman’s tap into and rejuvenate the knowledge of 475,000 employees in 190 countries? Since 1998 Sieman’s has been developing a KMS (ShareNet) Copyright ? 2009 Cengage. All rights reserved. 10–* Sieman’s ShareNet 4 Steps of Development Concept definition Global rollout in 39 countries in 1999 Generating momentum Sustaining performance Copyright ? 2009 Cengage. All rights reserved. 10–* Sieman’s ShareNet Concept definition Handling explicit and tacit knowledge Capable of integrating interactive components Global rollout in 39 countries in 1999 ShareNet managers appointed to local subsidiaries Local Workshops Copyright ? 2009 Cengage. All right