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Conceptualising                           corporate strategies                             versus emerging                ...
!"#$%&&()"*+,(&)-     Timber and industrial wood      Firewood                                        AGRICULTURAL RESEARC...
./0)12./0)1"&3&4$(4"&5/(/3$5"*/5&--&-                                  Oil                                  Forest product...
6789":"/$+"*,+3"$-";"$#&,+"<")/"&*+,5&"=/&-)-           >&?,3*+&"@$)1"A,+,B-$,C! !"#$%&#$()*+&,#$&-,.)%$"&)+#%,$/0#)$&12$2...
$$                           D?)&(-$/("/=")1&"-0**+B"(&)@/EThursday, March 14, 2013
8/*/,F/(-"*+,B$(4","G/,#"4,3&  ! !"#$%&()"%"*"++,-#.$/0+1*2"*),%0+2+($3%.$*4,%&0%("/-,("      5)#+0*,.+5,*"6,/.$7,.0%("/-,...
Why to question corporate        strategies and policies ?           •      Economic processes influence corporation strate...
The “obscure”nature of               “chinese” transnationalsThursday, March 14, 2013
Example 1 : Ta AnnThursday, March 14, 2013
Example 1 : Ta AnnThursday, March 14, 2013
Example 2 : OLAMThursday, March 14, 2013
Conceptual confusions                    • Chinafrica                    • Chindiafrica                    • Chinese inves...
A list of SEA corporations                   involved in oil-palm and forest                    •      OLAM (“Indian ?”)  ...
Linking corporate structure,                                                    strategy, and policy                      ...
Linking corporate structure,                                strategy, and policy                    •      Michael E Porte...
Building typologies with set of                           pertinent variables                                  Management ...
.)05)0&"/=")1&"$()&(,F/(,+"(&)@/E:                   9/@,#-",("&?*+,(,F/("/="*,5F5&-WTK Sarawak                           ...
Thank you                            roda@cirad.frThursday, March 14, 2013
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Seminar 13 March 2013 - Session 5 - Conceptualising corporate strategies versus emerging economic processes- by Jean-Marc Roda

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This presentation reviews several concepts use by scientists when they characterize Asian and South East Asian corporations and associated networks. From the various criteria available in the literature, a tentative framework is presented, in order to initiate the discussion. Special attention is given to the conceptual confusions between mainland Chinese investments throughout the world, and Chinese/SEA corporations displaying aspects of “chinese culture” and “chinese business practices”. The concepts are narrowed in terms of industrial organisation (i.e. corporate structure, shareholding, private/public ownership, diversification, stock listing, franchising, JV practices), and the boundaries of organisational patterns are investigated, identifying various capitalist organisations from different cultural origins, which share similar patterns. A few examples from the literature are taken in order to explore the links between the spread of the corporate strategies and the increasing needs of natural resources created by the development of emerging economies such as Brazil, India, China. From there, this talk opens the discussion on the possibilities for a common conceptual framework for investigating the corporate strategies in the context of the green economy.

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Transcript of "Seminar 13 March 2013 - Session 5 - Conceptualising corporate strategies versus emerging economic processes- by Jean-Marc Roda"

  1. 1. Conceptualising corporate strategies versus emerging economic processes Jean-Marc Roda - roda@cirad.fr CIRAD - UPM 15/03/2012, BogorThursday, March 14, 2013
  2. 2. !"#$%&&()"*+,(&)- Timber and industrial wood Firewood AGRICULTURAL RESEARCH FOR DEVELOPMENTThursday, March 14, 2013
  3. 3. ./0)12./0)1"&3&4$(4"&5/(/3$5"*/5&--&- Oil Forest products Timber and industrial wood Agricultural commodities Firewood Equipment goods AGRICULTURAL RESEARCH FOR DEVELOPMENTThursday, March 14, 2013
  4. 4. 6789":"/$+"*,+3"$-";"$#&,+"<")/"&*+,5&"=/&-)- >&?,3*+&"@$)1"A,+,B-$,C! !"#$%&#$()*+&,#$&-,.)%$"&)+#%,$/0#)$&12$2#+#3.($(&3$.*3$ 405%*1#%%$1#,6.)7%8! !"#$95#%/.1$*%$1.,$:;.)#%,<$.)$:&=)*-53,5)#<>$05,$:)#1,$?<$.)$ :)#1,$@<$6*,"*1$&$(.)A.3*.$.;$*125%,)*&3$&-/+*/#%! B*,"#)$,"#$;.)#%,$%,.-7%$-&)0.1$&12$0*.2*+#)%*,CDD>$.)$,"#$:3&12$ 5%#<$*%$-"&1=#2$&12$/0#)$*%$5%#2$&%$&1$*1*/&3$-&(*,&3$,.$3&51-"$ ,"#$(&3$(3&1,&/.1%>$*1$&$-.1,#E,$.;$2*F-53,$()*+&,#$0&17*1= 4G"&,#+#)$,"#$%-#1&)*.>$C.5$6*18Thursday, March 14, 2013
  5. 5. $$ D?)&(-$/("/=")1&"-0**+B"(&)@/EThursday, March 14, 2013
  6. 6. 8/*/,F/(-"*+,B$(4","G/,#"4,3& ! !"#$%&()"%"*"++,-#.$/0+1*2"*),%0+2+($3%.$*4,%&0%("/-,(" 5)#+0*,.+5,*"6,/.$7,.0%("/-,1$%5-$*"++7#(-,%+%,1$%,.8-2+0+ 1/)("%0%/0(+/-05$%()"9$-.&"*$%$20*+Thursday, March 14, 2013
  7. 7. Why to question corporate strategies and policies ? • Economic processes influence corporation strategies and policies (corporate policies are formal or informal guiding principles directing a companys activities) • Emerging transnational corporations involved in the agro- forest sector have a growing influence on South- South governments agricultural and forest policies - sometime more than labels, international standards, boycotts etc... • Corporate strategies and policies govern expansion plans and relations/influences with/on governmentsThursday, March 14, 2013
  8. 8. The “obscure”nature of “chinese” transnationalsThursday, March 14, 2013
  9. 9. Example 1 : Ta AnnThursday, March 14, 2013
  10. 10. Example 1 : Ta AnnThursday, March 14, 2013
  11. 11. Example 2 : OLAMThursday, March 14, 2013
  12. 12. Conceptual confusions • Chinafrica • Chindiafrica • Chinese investments in Africa • Asian corporations in Africa • “indian” firms (in Africa and SEA) i.e. OLAM • “chinese” firms in (Africa and SEA) i.e. RH, WTK,Vicwood etc.Thursday, March 14, 2013
  13. 13. A list of SEA corporations involved in oil-palm and forest • OLAM (“Indian ?”) => Singaporean, family owned and managed • FELDA (“Malaysian” Private ?) => Federal Land Development Authority, managed by civil servants • Sime Darby (“Malaysian” => Former colonial private plantations, Private ?) now state owned • Ta Ann (“Chinese” ?) => Malaysian, family owned and managed • WTK (“Chinese” ?) => Malaysian, family owned and managed • Sinar Mas (“Indonesian” ?) => Indonesian chinese, family owned and managed • RH,Vicwood, Afriventures, ... => QUESTIONS: what are the pertinent criteria ? ethnics, corporate structure, shareholding, ownership, management style... ?Thursday, March 14, 2013
  14. 14. Linking corporate structure, strategy, and policy Journal of Management Research Journal of Management Research Journal of Management Research !""#$ %&%()&&*$ !""#$ %&%()&&*$ !""#$ %&%()&&*$ +,%+-$ ./01$ -$ #/1$ 2$ +,%+-$ ./01$ -$ #/1$ 2$ +,%+-$ ./01$ -$ #/1$ 2$ @5A0B$%1$@CD/0/=:BE$5;F$85G/;/4:BE$/H$AIE:;BEE$0BJB0$E8758B=:BE$ @5A0B$%$C6/;8:;DBEF1$@GH/0/=:BI$5;E$85J/;/4:BI$/K$ADI:;BII$0BLB0$I8758B=:BI$ @5A0B$%$C6/;8:;DBEF1$@GH/0/=:BI$5;E$85J/;/4:BI$/K$ADI:;BII$0BLB0$I8758B=:BI$ Typologies Strategies proposed Classification variables Typologies Strategies proposed Classification variables Taxonomies Strategies Proposed Classification Variables K57<B8$LB;B8758:/; M7/389$566/7F:;=$8/$ !;;/L58/7I M57LBI8 $ L7/FI68$NBJB0/D4B;8 BG:E8:;=$5;F$;B3$D7/FI68E-$ O57<B8B7I MDI:;BII$K/6DI-$NIIB8$ PD:0EB7 "8758B=G$H/I8D7B$5;E$ K57<B8$NBJB0/D4B;8 5E$3B00$5E$BG:E8:;=$5;F$;B3$ Miller (1988) Q/;8:;D:8G I8758B=G$E:7B68:/;$ Ansoff (1965) P/I8$QB5EB7I H57I:4/;G-$NIIB8$:;8B;I:8G$ N:JB7E:H:658:/; 457<B8E$ #:69B$O57<B8B7I Q0:4AB7 C@/850$+N$L57:5A0BIF$ OI:0F:;= !;;/L58:/; Galbraith and #:69B O/7$89B$6/;ID4B7$=//EI$ P/0F:;= K57<B8$E957B$=/50E$ Schuler and Jackson R:4B;I:/;I$/K$6/4HB8:8:LB$ Schendel (1983) Q5I9/D8 :;EDI87G$ Buzzell et al. (1975) SD50:8G$T;95;6B4B;8 P57JBE8:;= (1987) 5EL5;85=B$ R/3$Q/44:84B;8 "8758B=G$H/I8D7B$5;E$ P/I8$UBED68:/; LB7H/745;6B$K5G:4:Q:;= RBLB0/H S5:;8B;5;6B I8758B=G$E:7B68:/;$ Utterback and L7/FI68$5;F$D7/6BEE$ T7/389 C+N$L57:5A0BIF$ "50BE$K5G:4:Q:;= Herbert and "85A:0:WB Abernathy (1975) :;;/J58:/;$ V7/ED68>457<B8$BL/0D8:/;$ O/7$89B$:;EDI87:50$H7/ED68$ R/E8$K:;:4:Q:;= Deresky (1987) @D7;57/D;E #:69B$ L7/EDB68/7 X57LBI8 :;EDI87G$ Miles and Snow S;50CQB7 V7:6B$R:KKB7B;8:58:/; Q/I8$RB5EB7I9:H$ "8758B=:6$69/:6B$5;E$ L588B7;E$/H$5F5D858:/;$ I8758B=:6$H/I:8:/;$5887:AD8BI$ (1978) NBHB;FB7 !45=B$R:KKB7B;8:58:/; UIIB8$Q/;I6:/DI$O/00/3B7I TB568/7 O/7$E:I6:H0:;BE$65H:850$ "DHH/78$R:KKB7B;8:58:/; M:=9$VD50:8G$TB;E574B =//EI$45<B7I$ "957B$!;67B5E:;= Mintzberg (1988) R:KKB7B;8:58:/;$5;E$I6/HB$ SD50:8G$R:KKB7B;8:58:/; Hambrick (1983) "8758B=:6$69/:6B$5;E$ M7/389 RBI:=;$R:KKB7B;8:58:/; P7/5E$P5IBE$W:KKB7B;8:58:/; L7/H:8 "85=B$/H$89B$D7/FI68>457<B8$ X7/IHB68/7I$ I8758B=:6$H/I:8:/;$5887:AD8BI$ Hofer and Schendel Y;E:KKB7B;8:58:/; O/7$5==7BII:LB$45<B7I$/K$ K57<B8$R/;6B;8758:/;$5;F$ BJ/0I8:/;$/H$89B$:;FIE87C-$ N==7BII:LB;BII UIIB8$Q/;I6:/DI$O/6DIB7I$ (1978) 6/4DB8:8:JB$D/E:8:/;$ 6/4H0BJ$65H:850$=//EI$ SEEB8$TBFI68:/; N;50GI:I YKK:6:B;6G$5;E$"B7L:6B @I7;57/I;F RBKB;I:LB;BII $ #/$Q0B57$"8758B=G U:VI:F58:/; Venkatraman (1989) ZD8D7:8G "8758B=:6$/7:B;858:/;$ "B7L:6B>9:=9(H7:6B$457<B8I$ S00$/I8$DIE9$H/7$E957B V7/568:LB;BII 5;E$P75;E$Q95;;B0$ P/0F$D/E:8:/; U:I<:;BII Robinson and !;K0DB;6B M7/3$3:89$:;FIE87C Q/3$6/I8 +Z$6/4HB8:8:LB$4B89/EI$ Pearce (1988) X7/ED68$!;;/L58:/;$5;E$ P57JBE8 R:KKB7B;8:58:/; WBLB0/H4B;8 Patel and Younger !;FIE87C$458I7:8C$5;F$ "B0B68:JB0C$DIE9$H/7$D/E:8:/; Q/3$6/I8$R:KKB7B;8:58:/; P75;E$ (1978) 6/4DB8:8:JB$D/E:8:/;$ L95EBF$/I8$3:89F75350 O:JBE Z:74$I:WB-$I6/HB$5;E$ !EB;8:K:658:/;>Q95;;B0$ @I7;57/I;F Wright et al. (1992) Z/6DI Q/3$P/I8 I87B;=89$ !;K0DB;6B$5;E$YKK:6:B;6G W:;F$;:69B$5;F$D7/8B68$:8 Z/6DI$R:KKB7B;8:58:/; X7/ED68$W:KKB7B;8:58/7I SA5;F/; Z/6DI$0/3$6/I8( S57<B8$W:KKB7B;8:58/7I KI08:D0:658:/; Kim and Lim (1988) %[$I8758B=G$L57:5A0BI$ "8758B=:6$D/E8I7BE$A5EBF$ R:KKB7B;8:58:/; LB7500$Q/I8$RB5EB7I K/;/D/0:Q:;= #:69B$R:KKB7B;8:58:/; "8D6<$!;$89B$S:EE0B /;$EIDB7:/7:8C$5;F$H0BG:A:0:8C$ T4H95I:I$/;$[D50:8G$5;E$ Vesper (1979) "DB6:50:Q58:/; M7/5E$O57<B8$ P7/5E$R:;B7 $ :;$5F5D8:;=$8/$89B$ H7:6B-$5IIB8$H57I:4/;G-$ U:VI:F58:/; B;J:7/;4B;81$ Ward et al. (1996) R:KKB7B;8:58:/; Douglas and Rhee !;;/L58/7 S57<B8:;=$8568:6I-$457<B8$ SA5;F/; :;;/L58:/;$(UR-$;577/3$ !;8B=758BE$S57<B8B7 I6/HB-$ADI:;BII$IG;B7=G$C%Z$ P/I8$QB5EB7I9:H H7/ED68$($457<B8$I6/HB$ (1989) R/E8$UB5FB7E9:D QB5;$P/4HB8:8:LB;BII R/3$VD50:8G I8758B=G$L57:5A0BIF$ N:HHB7B;8:58:/; $ "8758B=:6$E6/DB$5;F$E8758B=:6$ P/I8$QB5EB7I9:H #:69B7 Porter (1980) W/6IE E87B;=89$ Thompson and R:KKB7B;8:58:/; "8758B=:6$I6/HB$5;E$I8758B=:6$ "G;B7=:I8 "8I6<$!;$89B$K:FF0B Strickland (1999) Z/6DI I87B;=89$ Huang (2001) !;;/L58:/; Y:=98$I858B4B;8I$5A/D8$ XGD0/E:/; MBI8$P/I8$V7/L:EB7 Q/I8$0B5EB7I9:H I8758B=G$ XGD5;E:/; ":8I58:/;$/H$89B$457<B8$5;F$ "8D6<$:;$89B$S:EE0B R/;8:;I/IE$M7/389 E:8I58:/;$/H$89B$6/4D5;C$ Kim and Wissema et al.(1980) .50DB$!;;/L58:/;$ P/4HB8:8:LB$5EL5;85=B$ Lillo and Lajara W:KKB7B;8:58:/; #:;B8BB;$L57:5A0BI$ "0:D YD/EE:A0B$7/I8BE$8/$89B$ Mauborgne (1999) (2002) !;;/L58:/; EBI67:A:;=$5$K:74]I$ R/;E/0:F58:/; FBE:7BF$E8758B=:6$D/E:8:/;1Z$ V7B(B4H8:LB>Z:7I8$4/LB7 R:4B;I:/;I$/K$6/4HB8:8:LB$ X7/ED68$KKB7:;= 6/4HB8:8:LB$I8758B=G$ R/;87568:/; Chang et al. (2002) Q/3$P/I8>$Z/00/3B7 5EL5;85=B-$8:4:;=$/K$B;87G$ U==7BII:LB$=7/389$3:89$ N/45:;$NBHB;6B R:KKB7B;8:58:/;>Z/00/3B7 :;8/$89B$457<B8H056B$ ;577/3$IHB6:50$H7/ED68 Miles and Cameron P/I8$0B5EB7I9:H N/45:;$[HHB;EB [7=5;:Q58:/;50$5F5D858:/;$ Powers and Hahn TB;B750$W:KKB7B;8:58:/; +N$6/4HB8:8:LB$4B89/EI$ (1982) R:KKB7B;8:58:/; N/45:;$R7B58:/; "8758B=:6$I6/HB$5;E$I8758B=:6$ (2004) O/6DI Hitt et al. (2007) Z/6DI I87B;=89$ "8D6<$!;$89B$S:EE0B $ !;8B=758BE$P/I8$QB5EB7I9:H$ Q/I8$RB5EB7I9:H 5;E$R:KKB7B;8:58:/; QDI8/4B7$"B7L:6B$W:KK1 $ %,+ 33314567/89:;<1/7=>?47$ %, 33314567/89:;<1/7=>?47$ %,2 33314567/89:;<1/7=>?47$Thursday, March 14, 2013
  15. 15. Linking corporate structure, strategy, and policy • Michael E Porter , 1980 : "Competitive Strategy: Techniques for analyzing industries and competitors" • Murray Weidembaum, 1994: “The bamboo network”Thursday, March 14, 2013
  16. 16. Building typologies with set of pertinent variables Management fund Sectoral type Family type type La Porta et al., 1999: Corporate ownership around the world :)"0++3"0+%$(,%#2$-"()"*$3%(-#6$-;)0%"+"$-<%&0,%$- 9"+("-%673(,+"($=7"),>0$3-+65-,*1*"+,%&+(-,("/0"+6(),(9" 90..&"+*-07",%&-".,("($+(-3*(3-"+,%&*$-5$-,("(#5$.$/0"+Thursday, March 14, 2013
  17. 17. .)05)0&"/=")1&"$()&(,F/(,+"(&)@/E: 9/@,#-",("&?*+,(,F/("/="*,5F5&-WTK Sarawak Financial flow Decision line Franchise & Personal loan WTK Papua Associative Retail, supermarkets, Managers diversification Workers Logs Sawmill Initial capital for + plymill diversification AGRICULTURAL RESEARCH FOR DEVELOPMENTThursday, March 14, 2013
  18. 18. Thank you roda@cirad.frThursday, March 14, 2013
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