Prahalad & Doz An Approach to Strategic Control in MNCs
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Transcript of Prahalad & Doz An Approach to Strategic Control in MNCs
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Prahalad & Doz
An Approach to Strategic Control in MNCs
Ruth Aguilera
September 2008
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Prahalad & Doz An Approach to Strategic Control in MNCs
Dilemma: Centralization vs. decentralization
“Subsidiaries mature and become autonomous with respect to strategic resources, such as technology, capital, management, and access to markets, the HO’s ability to control the strategies of subsidiaries is significantly reduced” (p. 5).
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An Approach to Strategic Control in MNCs
• What’s strategic control for the HO? – influence over a subsidiary concerning decisions that
affect their strategy– monitor subsidiary’s progress
• What are the typical decisions reflecting the strategy of a subsidiary?– choice of technology– definition of product market– emphasis in different product lines– allocation of resources– expansion and diversification of subsidiary operations– willingness to participate in a global network of product flows
among subsidiaries
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Why should we care?
(1) Increasing share of sales & profits from overseas subsidiaries… need to send abroad larger part of their assets
(2) Often, higher growth potential than the home country
Impact of Global CompetitionHO manager wants to decentralize
Impact of Host Government DemandsHost gov’t demands penalize decentralization
Joint Ventures
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Changing Nature of HO-Subsidiary Relationship
Tendency: Control TOO MUCH!!!!!!
HO must depend on mechanisms other than control over strategic resources (capital, technology, management, or access to markets) as a basis for strategic control.
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STRATEGIC CONTROL DILEMMA:
1) Reciprocal dependence btw the HO and subsidiaries
2) Responsiveness and flexibility in strategy must coexist w/ desires for global rationalization
3) Strategy must be responsive to environment demands => satisfy resource commitments.
4) Support proactive changes in strategy =>5) HO and subsidiaries must perceive the
legitimacy of these changes
Subsidiary dependence should NOT be the basis for strategic control (resources)
Subtle Mechanisms => Creation of an Organizational Context.
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New firms Mature Firms
Control Gap
S
S1
M
M
M1
O
O1
Dependence of HO on
Organizational Context
Dependence of subsidiary on HO for
Strategic
Resources
High High
Low Low
Shifts in Control Mechanisms in HO-Subsidiary Relationships
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Figure 1:
Dependence of subsidiary on HO for strategic resources versus Dependence of HO on organizational context for controlling subsidiaries
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Creating an Appropriate Organizational Context as a substitute for Substantive
control:• A complex organization is an aggregation of
four orientations (possibly aligned):– Cognitive– Strategic– Power – Administrative
• Organizational Mechanisms that managers use to manipulate these 4 orientations.
– Data Management Mechanisms– Manager Management Mechanisms– Conflict Resolution Mechanisms
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STRATEGIC CONTROL DILEMMA IN MNCs
Goal: Coordination (Figure 2, p. 11) High
Low
AUTONOMOUS(B)
INTEGRATED(A)
FRAGMENTED(C)
DEPENDENT(D)
Low High
Org
aniz
atio
nal
Con
text
Strategic Resources
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STRATEGIC CONTROL DILEMMA IN MNCs
Goal: Coordination (Figure 2, p. 11) High
Low
AUTONOMOUS(B)
INTEGRATED(A)
FRAGMENTED(C)
DEPENDENT(D)
Low High
Org
aniz
atio
nal
Con
text
Strategic Resources
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Controlling and Coordinating MNE “Kentucky Fried Chicken (Japan), Ltd.”
(1) What should Dick Mayer do about Loy Weston?
(2) What does it take to succeed in the fast food franchising business?
(3) What implications does this have for the way KFC should manage its international operations?
(4) What recommendations would you make to Dick Mayer on the issues he raises at the end of the case?