1Global Interdependent Organizational LeadershipC

1
Global Interdependent Organizational LeadershipComment by
[email protected]: Topic is incomplete.
Check feedback comment from ARP 1. Eg., you may add the
role of technology or the topic’s impact on organizational
culture, etc.
(New Topic) Bridging Global Leadership Gaps in Multinational
Organizations.
Department of Global Leadership, Indiana Institute of
Technology
David E. Popoola
Synthesis Matrix
Dr. Tina Abrefa-Gyan
October 30, 2021
Comment: See the embedded comments. Need to align work
with APA style of writing although you’ve demonstrated
significant improvement in this area. Per the instructions for
this assignment, you were to Identify at least 10 research
articles as a base for your ARP. You have used textbooks and
dissertations to replace some of the articles. It is necessary to
answer all question asked in an assignment to ensure that your
work meets the doctoral level standards.
Grade: 40/50

Global Interdependent Organizational Leadership
When you go through this synthesis Matrix one thing that will
be very clear to you is how you can hardly separate the success
of the organization from the success of the company. This
shows the reliance of the organizations on the host nations,
however, the bridge between the nation and her people, their
cultures and their ways are the leader. While the people are
getting introduced to the organization, they will meet and know
the leader, their opinion at this point begins to form. However,
the workings of diverse stations scattered all over the world
working as one is an efficient working and reliance of
multiculturism and the Global leader is right at the core of this
system (Schein & Schein 2016 and Setyaningrum 2017).
Citation in APA 7th edition Format
Claim 1 / Main Idea AComment by [email protected]: State the
ideas here
E.g., Meeting Needs Globally/Global Customer Satisfaction of
Products
Claim 2 / Main Idea B
Claim 3 / Main Idea C
Claim 4 / Main Idea D
Article 1: French, 2019
The goal is not to just be in multiple nations, but to see how
your product and service can meet need, that is what sustains a
foreign organization, this is a major mindset
Global leaders’ mindset, start from recognizing there are
differences in National character.
Success comes when the leader knows how to navigate between
these different characters in multination.
National culture and characteristics must be celebrated across

board; corporate, leadership and individual level of the
organization.
Article 2: Fry and Egel, 2021
Being in different nation has its challenges, and having a
working methods, models, and tools helps to navigate some of
the hurdles.
There are social and environmental challenges facing all
organizations represented in multiple organization.
The organization should focus on implementing organizational
change for sustainable development.
N/A
Article 3: Gilman, 2013
Organization can’t overlook cultural influences
Cultural influences will reflect of work ethics
Corporate culture must marry national culture to uniquely
maximize potential in that nation.
N/A
Article 4: Ravenscroft, 2012
Availability is important to learn
Before they interact with the organization, they will learn the
about the leader
N/A
Article 5: Setyaningrum, 2017
Rate of expansion of multinational organization has skyrocketed
Profit making will not sustain an organization, commitment to
the host nation must be palpable
Commitment cannot just be words; it starts from an
organizational culture committed to worker.
N/A
Article 6: Tran, 2012
Leaders make their mark bore the organization will ever begin
The personality of a global leader and the nation he is spreading
to, must work for success to be registered
Organizational leadership with a global perspective is not a

standalone, it involves may aspects that revolves around life
and culture,
N/A
Article 7: Pearson, 2012
Reliance, alliance and dependence, are the key ingredient every
21st century global leader need
Every aspect of a global leader is called into action when
leading in this age, because of the fast pace the world is moving
Just because of the unpredictability of the world we live in, a
global leader needs solid structure, framework and people.
N/A
Article 8: Mohammadian, 2019
Diversity is key in a multicultural organization
Representation is not overrated in a multicultural organization
Cultural value helps to build a workforce that is motivated
N/A
Article 9: Schein & Schein, 2016
To thrive in a new land study how the society influence the
people
When cultural is not clearly observed and defined, a faulty
organization culture is built
A global leader must recognize the dependency of External
adaptation and internal integration
N/A
Article 10: By & Burnes, 2012
Culture of transparency must be prominent evening the face of
faulty and corrupt host Country policy
Without solid ethical structure, a failure in a country will
spread to the next.
N/A
Comment by [email protected]: Instead, state the main ideas in
the table and use them here as subtitles. To help orient the
reader, I need to know the main ideas and your which paragraph
is used to describe each of the main ideas.

Main Ideas
There is an unending circle that flows from nation to nation,
around the framework of a global organization knitted together
by a corporate vision and culture. This as an overview cr eates
an image, however, the microscopic events are what guarantees
success. The matrix highlights how these microscopic pillars
hold the frameworks and systems of a global organization
together ensuring it thrives anywhere it is planted (Fry & Egel,
2021;, Gilman, 2013; Pearson, 2013 and Gilman, D. G. (2013).
You will see the global leader as a major determining factor and
piece in the equation. How the organization succeed and for
how long can be dependent on a leader’s mindset and
willingness to learn and unlearn. An organization producing
cheese originating from America must understand that cheese
itself is a cultural meal in eastern Europe and because of the
this the leader must be able to learn fast and adapt the culture of
the organization with that of the national culture. Any ethical
issues on the side of the leader as will is visible to very quickly
and cannot be hidden for too long (Ravenscroft, 2012).
Organization must ensure they are not sending men and women
with questionable ethical issues (Tran, 2012 and French, 2019).
Representation is key. Everything gravitates to what is familiar.
When an organization is in a foreign home, there must be a
drive to get indigenes into important role, by this, the
organization is local enough but globally reaching to produce
result a local organization can only dream of (Mohammadian,
2019).
However, what this matrix literature review did not show is the
difference that exist in the cultures. It made mention of
difference of culture and that a global leader that want to be
successful must be aware of these differences. But how does a
difference in culture, which includes beliefs, ethics and work
culture affect the organization when they differ from one nation
to another. How do we measure this effect and hows significant
is this effect on the corporate organization?
Conclusion

It’s no news that we live in a fast-paced world, however, not
everyone has realized how much we depend on each other for
basic things in the world, and how this dependance has made
our world smaller.
ReferencesComment by [email protected]: Per the instructions
for this assignment, you were to Identify at least 10 research
articles as a base for your ARP. You have used textbooks and
dissertations to replace some of the articles.
By, R. T., & Burnes, B. (Eds.). (2012). Organizational change,
leadership and ethics: Leading organizations towards
sustainability. Taylor & Francis Group.Comment by
[email protected]: This looks incorrect if it is an article or book.
Check the APA manual.
French, R. P. (2019). Global mindset: Cultivating knowledge in
multinational organizations. Cambridge Scholars Publishing.
ISBN: 1-5275-1825-6
Fry, L. W., & Egel, E. (2021). Global Leadership for
Sustainability. Sustainability, 13(11),6360.
http://dx.doi.org/10.3390/su13116360
Gilman, D. G. (2013). Comparative analysis of corporate culture
in a multinational organization (Order No. 3587467). Available
from ProQuest Dissertations & Theses Global; ProQuest One
Business; Publicly Available Content Database. (1426825462).
https://www.proquest.com/dissertations-theses/comparative-
analysis-corporate-culture/docview/1426825462/se-2
Mohammadian, H. D. (2019). International project management:
A focus on hr approach in multinational corporations.
Momentum Press.Comment by [email protected]: ???
Pearson, C. S. (2012). The transforming leader: New approaches
to leadership for the twenty-first century. Berrett-Koehler
Publishers, Incorporated.
Ravenscroft, D. A. (2012). A Unified Model of Competence in
Global Leader Behavior (Order No. 3544484). Available from

ProQuest Dissertations & Theses Global; ProQuest One
Business. (1226259578).
https://www.proquest.com/dissertations-theses/unified-model-
competence-global-leader-behavior/docview/1226259578/se-
2?accountid=42681
Schein, E. H., & Schein, P. A. (2016). Organizational culture
and leadership. John Wiley & Sons, Incorporated.
Setyaningrum, R. P. (2017). Relationship between Servant
Leadership in Organizational Culture, Organizational
Commitment, Organizational Citizenship Behaviour and
Customer Satisfaction. European Research Studies, 20(3), 554-
569. https://www.proquest.com/scholarly-journals/relationship-
between-servant-leadership/docview/1945556219/se-
2?accountid=42681
Tran, V. N. (2012). Romancing organizational leadership: A
study of the relationship between personality, maturity, national
culture, and romance of leadership in a multinational
organization (Order No. 3516959). Available from ProQuest
Dissertations & Theses Global; ProQuest One Business;
Publicly Available Content Database. (1030961295).
https://www.proquest.com/dissertations-theses/romancing-
organizational-leadership-study/docview/1030961295/se-2
Mike W. Peng, PhD
Jindal Chair of Global Strategy
University of Texas at Dallas
Chair, Global Strategy Interest Group, Strategic Management
Society (2008)

Decade Award Winner, Journal of International Business
Studies (2015)
The Only Global Strategy Textbook Author Listed in
The World’s Most Influential Scientific Minds (2015)
Global Strategy
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ISBN: 978-0-357-03918-2
Printed in the United Kingdom by CPI Antony Rowe

Print Number: 04 Print Year: 2019
WCN: 02-300
To Agnes, Grace, and James

Brief Contents
Preface xviii
About the Author xxv
PART 1 FOUNDATIONS OF GLOBAL STRATEGY 1
1 STRATEGIZING AROUND THE GLOBE 2
OPENING CASE:
Emerging Markets: Samsung’s Global Strategy Group 3
CLOSING CASES:
Emerging Markets: Microsoft’s Evolving China Strategy 23
The Global Strategy of Global Strategy 27
2 MANAGING INDUSTRY COMPETITION 32
OPENING CASE:

Emerging Markets: Competing in the Indian Airline Industry 33
CLOSING CASES:
Emerging Markets: Competing in the Indian Retail Industry 54
Emerging Markets: High Fashion Fights Recession 56
3 LEVERAGING RESOURCES AND CAPABILITIES 60
OPENING CASE:
Enhancing Value, Rarity, and Inimitability at Burberry 61
CLOSING CASES:
Emerging Markets: From Copycats to Innovators 78
IBM at 100 81
iv

4 EMPHASIZING INSTITUTIONS, CULTURES, AND ETHICS
86
OPENING CASE:
Emerging Markets: One Rock Formation, Two Countries 87
CLOSING CASE:
PART 2 BUSINESS-LEVEL STRATEGIES 111
5 GROWING AND INTERNATIONALIZING THE

ENTREPRENEURIAL FIRM 112
OPENING CASE:
Emerging Markets: The Rise of Alibaba 113
CLOSING CASES:
Emerging Markets: Amazon.com of Russia 130
Emerging Markets: Microfinance, Macro Success or Global
Mess? 131
6 ENTERING FOREIGN MARKETS 138
OPENING CASE:
Emerging Markets: SABMiller in Nigeria 139
CLOSING CASES:
Emerging Markets: Pearl River Goes Abroad 160

Enter the United States by Bus 163
7 MAKING STRATEGIC ALLIANCES AND NETWORKS
WORK 168
OPENING CASE:
Emerging Markets: Etihad Airways’ Alliance Network 169
CLOSING CASES:
Emerging Markets: BP, AAR, and TNK-BP (also see Emerging
Markets 7.1) 188
8 MANAGING GLOBAL COMPETITIVE DYNAMICS 196
OPENING CASE:
Emerging Markets: Emirates Airlines Fights Legacy Airlines
197
CLOSING CASES:
220

Emerging Markets: HTC Fights Apple 222
Brief Contents v
PART 3 CORPORATE-LEVEL STRATEGIES 227
9 DIVERSIFYING AND MANAGING ACQUISITIONS
GLOBALLY 228
OPENING CASE:
Emerging Markets: Emerging Acquirers from China and India
229

CLOSING CASE:
251
10 STRATEGIZING, STRUCTURING, AND LEARNING
AROUND THE WORLD 258
OPENING CASE:
Emerging Markets: GE Innovates from the Base of the Pyramid
259
CLOSING CASES:
A Subsidiary Initiative at Bayer MaterialScience North America
277
279
11 GOVERNING THE CORPORATION AROUND THE
WORLD 284
OPENING CASE:
Global Competition in How to Best Govern Large Firms 285

CLOSING CASES:
Emerging Markets: The Private Equity Challenge 306
309
12 STRATEGIZING WITH CORPORATE SOCIAL
RESPONSIBILITY 316
OPENING CASE:
Emerging Markets: The Ebola Challenge 317
CLOSING CASES:
Emerging Markets: The Ebola Challenge 335
Launching the Nissan Leaf: The World’s First Electric Car 337
Glossary 343
Index 355
vi Brief Contents

Contents
Preface xviii
About the Author xxv
PART 1 FOUNDATIONS OF GLOBAL STRATEGY 1
1 STRATEGIZING AROUND THE GLOBE 2
OPENING CASE:
A GLOBAL GLOBAL-STRATEGY BOOK 4

WHY STUDY GLOBAL STRATEGY? 7
WHAT IS STRATEGY? 7
Origin 7
Plan versus Action 8
Strategy as Theory 9
FUNDAMENTAL QUESTIONS IN STRATEGY 13
Why Do Firms Differ? 13
How Do Firms Behave? 14
What Determines the Scope of the Firm? 16
What Determines the Success and Failure of Firms Around the
Globe? 16
WHAT IS GLOBAL STRATEGY? 17
WHAT IS GLOBALIZATION? 18

Three Views on Globalization 18
The Pendulum View on Globalization 18
Semiglobalization 20
GLOBAL STRATEGY AND THE GLOBALIZATION DEBATE
20
ORGANIZATION OF THE BOOK 22
vii

CHAPTER SUMMARY 22
CRITICAL DISCUSSION QUESTIONS 23
TOPICS FOR EXPANDED PROJECTS 23
CLOSING CASES:
Emerging Markets: Microsoft’s Evolving China Strategy 23
The Global Strategy of Global Strategy 27
NOTES 28
2 MANAGING INDUSTRY COMPETITION 32
OPENING CASE:
DEFINING INDUSTRY COMPETITION 34
THE FIVE FORCES FRAMEWORK 35

From Economics to Strategy 35
Intensity of Rivalry among Competitors 35
Threat of Potential Entry 37
Bargaining Power of Suppliers 39
Bargaining Power of Buyers 39
Threat of Substitutes 40
Lessons from the Five Forces Framework 41
THREE GENERIC STRATEGIES 41
Cost Leadership 42
Differentiation 42
Focus 44
Lessons from the Three Generic Strategies 44
DEBATES AND EXTENSIONS 44

Clear versus Blurred Boundaries of Industry 44
Threats versus Opportunities 46
Five Forces versus a Sixth Force 46
Stuck in the Middle versus All-Rounder 46
Industry Rivalry versus Strategic Groups 47
Integration versus Outsourcing 49
Industry-Specific versus Firm-Specific and Institution-Specific
Determinants
of Performance 50
Making Sense of the Debates 50
viii Contents

THE SAVVY STRATEGIST 51
CHAPTER SUMMARY 51
CLOSING CASES:
Emerging Markets: Competing in the Indian Retail Industry 54
Emerging Markets: High Fashion Fights Recession 56
NOTES 58

3 LEVERAGING RESOURCES AND CAPABILITIES 60
OPENING CASE:
UNDERSTANDING RESOURCES AND CAPABILITIES 62
RESOURCES, CAPABILITIES, AND THE VALUE CHAIN 63
FROM SWOT TO VRIO 67
The Question of Value 67
The Question of Rarity 68
The Question of Imitability 68
The Question of Organization 69
Firm-Specific versus Industry-Specific Determinants of
Performance 71
Static Resources versus Dynamic Capabilities 72

Offshoring versus Non-Offshoring 73
Domestic Resources versus International (Cross-Border)
Capabilities 75
THE SAVVY STATEGIST 75
CHAPTER SUMMARY 76
CLOSING CASES:
Emerging Markets: From Copycats to Innovators 78
IBM at 100 81
NOTES 82
Contents ix

4 EMPHASIZING INSTITUTIONS, CULTURES, AND ETHICS
86
OPENING CASE:
UNDERSTANDING INSTITUTIONS 88
Definitions 88
What Do Institutions Do? 89
How Do Institutions Reduce Uncertainty? 90

AN INSTITUTION-BASED VIEW OF BUSINESS STRATEGY
92
Overview 92
Two Core Propositions 94
THE STRATEGIC ROLE OF CULTURE 95
The Definition of Culture 95
The Five Dimensions of Culture 95
Cultures and Strategic Choices 97
THE STRATEGIC ROLE OF ETHICS 97
The Definition and Impact of Ethics 97
Managing Ethics Overseas 98
Ethics and Corruption 99
A STRATEGIC RESPONSE FRAMEWORK FOR ETHICAL

CHALLENGES 100
Opportunism versus Individualism/Collectivism 102
Cultural Distance versus Institutional Distance 103
CHAPTER SUMMARY 104
CLOSING CASE:
NOTES 107
PART 2 BUSINESS-LEVEL STRATEGIES 111
5 GROWING AND INTERNATIONALIZING THE

ENTREPRENEURIAL FIRM 112
OPENING CASE:
ENTREPRENEURSHIP AND ENTREPRENEURIAL FIRMS
114
x Contents
A COMPREHENSIVE MODEL OF ENTREPRENEURSHIP 115
Industry-Based Considerations 115

Resource-Based Considerations 116
Institution-Based Considerations 117
FIVE ENTREPRENEURIAL STRATEGIES 118
Growth 118
Innovation 118
Network 119
Financing and Governance 120
Harvest and Exit 121
INTERNATIONALIZING THE ENTREPRENEURIAL FIRM
123
Transaction Costs and Entrepreneurial Opportunities 123
International Strategies for Entering Foreign Markets 123
International Strategies for Staying in Domestic Markets 124

Traits versus Institutions 125
Slow Internationalizers versus Born Global Start-ups 126
Anti-Failure Biases versus Entrepreneur-Friendly Bankruptcy
Laws 127
THE SAVVY ENTREPRENEUR 128
CHAPTER SUMMARY 129
CLOSING CASES:
Emerging Markets: Amazon.com of Russia 130
Emerging Markets: Microfinance, Macro Success or Global
Mess? 131

NOTES 134
6 ENTERING FOREIGN MARKETS 138
OPENING CASE:
OVERCOMING THE LIABILITY OF FOREIGNNESS 140
UNDERSTANDING THE PROPENSITY TO
INTERNATIONALIZE 141
A COMPREHENSIVE MODEL OF FOREIGN MARKET
ENTRIES 142
Contents xi

WHERE TO ENTER? 146
Location-Specific Advantages and Strategic Goals 146
Cultural/Institutional Distances and Foreign Entry Locations
148
WHEN TO ENTER? 148
HOW TO ENTER? 150
Scale of Entry: Commitment and Experience 150
Modes of Entry: The First Step on Equity versus Non-Equity
Modes 151

Modes of Entry: The Second Step on Making Actual Selections
153
Liability versus Asset of Foreignness 156
Global versus Regional Geographic Diversification 156
Old-Line versus Emerging Multinationals: OLI versus LLL 157
CHAPTER SUMMARY 159
TOPICS FOR EXTENDED PROJECTS 160
CLOSING CASES:
Emerging Markets: Pearl River Goes Abroad 160

Enter the United States by Bus 163
NOTES 164
7 MAKING STRATEGIC ALLIANCES AND NETWORKS
WORK 168
OPENING CASE:
DEFINING STRATEGIC ALLIANCES AND NETWORKS 170
A COMPREHENSIVE MODEL OF STRATEGIC ALLIANCES
AND NETWORKS 171
FORMATION 177
Stage One: To Cooperate or Not to Cooperate? 177

Stage Two: Contract or Equity? 177
Stage Three: Positioning the Relationship 178
xii Contents
EVOLUTION 179
Combating Opportunism 179
Evolving from Strong Ties to Weak Ties 179
From Corporate Marriage to Divorce 181

PERFORMANCE 182
The Performance of Strategic Alliances and Networks 182
The Performance of Parent Firms 183
Majority JVs as Control Mechanisms versus Minority JVs as
Real Options 184
Alliances versus Acquisitions 184
Acquiring versus Not Acquiring Alliance Partners 185
CHAPTER SUMMARY 187
CLOSING CASES:

Emerging Markets: BP, AAR, and TNK-BP (also see Emerging
Markets 7.1) 188
NOTES 192
8 MANAGING GLOBAL COMPETITIVE DYNAMICS 196
OPENING CASE:
197
STRATEGY AS ACTION 198
INDUSTRY-BASED CONSIDERATIONS 199
Collusion and Prisoners’ Dilemma 199
Industry Characteristics and Collusion vis-à-vis Competition
201
RESOURCE-BASED CONSIDERATIONS 203

Value 203
Rarity 203
Imitability 204
Organization 204
Resource Similarity 204
Fighting Low-Cost Rivals 205
INSTITUTION-BASED CONSIDERATIONS 207
Formal Institutions Governing Domestic Competition: A Focus
on Antitrust 207
Formal Institutions Governing International Competition: A
Focus on Antidumping 209
Contents xiii

ATTACK AND COUNTERATTACK 210
Three Main Types of Attack 210
Awareness, Motivation, and Capability 212
COOPERATION AND SIGNALING 213
LOCAL FIRMS VERSUS MULTINATIONAL ENTERPRISES
213
Strategy versus IO Economics and Antitrust Policy 215
Competition versus Antidumping 216

CHAPTER SUMMARY 219
TOPICS FOR EXTENDED PROJECTS 220
CLOSING CASES:
220
Emerging Markets: HTC Fights Apple 222
NOTES 224
PART 3 CORPORATE-LEVEL STRATEGIES 227
9 DIVERSIFYING AND MANAGING ACQUISITIONS
GLOBALLY 228
OPENING CASE:
229

PRODUCT DIVERSIFICATION 231
Product-Related Diversification 231
Product-Unrelated Diversification 231
Product Diversification and Firm Performance 232
GEOGRAPHIC DIVERSIFICATION 233
Limited versus Extensive International Scope 233
Geographic Diversification and Firm Performance 233
COMBINING PRODUCT AND GEOGRAPHIC
DIVERSIFICATION 235
A COMPREHENSIVE MODEL OF DIVERSIFICATION 236

The Evolution of the Scope of the Firm 240
xiv Contents
ACQUISITIONS 243
Setting the Terms Straight 243
Motives for Mergers and Acquisitions 244
Performance of Mergers and Acquisitions 245
Restructuring 248

Product Relatedness versus Other Forms of Relatedness 248
Acquisitions versus Alliances 249
CHAPTER SUMMARY 250
CLOSING CASE:
251
NOTES 254
10 STRATEGIZING, STRUCTURING, AND LEARNING
AROUND THE WORLD 258
OPENING CASE:

259
MULTINATIONAL STRATEGIES AND STRUCTURES 260
Pressures for Cost Reduction and Local Responsiveness 260
Four Strategic Choices 261
Four Organizational Structures 264
The Reciprocal Relationship between Multinational Strategy
and Structure 266
A COMPREHENSIVE MODEL OF MULTINATIONAL
STRATEGY, STRUCTURE, AND LEARNING 267
WORLDWIDE LEARNING, INNOVATION, AND

KNOWLEDGE MANAGEMENT 271
Knowledge Management 271
Knowledge Management in Four Types of Multinational
Enterprises 271
Globalizing Research and Development (R&D) 272
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