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Competing in a global context - Coggle Diagram
Competing in a global context
global context
Globalisation
global rules/procedures
business function
local values
global culture
Glocalisation
global environment
theory of comparative advantage
absolute coparative advantage
relative comparative advantage
effects
more trade
specialisation
reverse impractical
trade barriers
loser country
populist pushes
underperform
challenges
political
adaptation
cultural
operations
offshoring + re-shoring
strategies
supply chain
vertically integrate
Barnes outsourcing matrix
Lamberts categorisation of supply relationships
Bullwhip effect
limit power imbalance
benefit all parties
economic + financial flows
international financial institutions
cooperation
IMF
World Bank
global imbalances
multinationals
influential
+++ innovative products, free services
--- monopoly, tax avoidance
tax + exchange rates
international tax rates
variability
competition
tax avoidance
cross-border tax cooperation
Base erosion
profit shifting
exchange rate affects asset and liabilities value
financial reporting
aim = standardise across international boundaries
jurisdiction differences caused by different:
legal systems
cultures
taxation
IFRS Standards
global application
replacing national standards
flexible application = differences
city leadership + business opportunities
policy sharing
inequalities/ contradictions
challenge similarities
city collaboration
convergence
leadership
generates social outcomes
types
managerial
political
civic
business
Actors
Structures
Processes
Followership
convergence/ divergence
'global culture'
comparison =
can impede innovation
convergence = adopt global culture
divergence = adopt parent culture
HRM integral
best practice adoption
Crossvergence
historical influence
universalism vs realism
solution = glocalisation
power struggles = north vs south
learn/innovate from different cultures
global culture + local needs
employee relations
benefits employees + employer
manage difference, maximise opportunities
international labour market
caused by globalisation
organisations have international presence
global trends
multicultural organisation
organisational learning
employee relations -> HRM transition
maximise personnel
issues = global competition
employee empowerment
CSR
diversity
HRM
balance/maximise stakeholder interests
progress / race to the bottom
business function support
integrate multinational workforce
international marketing
international expansion
macro / micro environment factors
STEEPLE
globalisation versus customisation
adapt
marketing mix
local taste
context
3 market segments
standardisation -> adaptation
multiple entry routes
branding
defining
logo
packaging/labelling
naming
coined
arbitary
suggestive
descriptive
generic
equity =
reputation =
external evaluation
global context
= success
suitability
global
international
local
positional marketing
ethics
marketing + ethics
issues
varying consumer protection
cultural homogenisation
lower-income/developing country targeting
consumer
= accentuate disparities/poverty
worker
= e-waste, slavery, environmental
CSR
