E-Book, Englisch, 314 Seiten, eBook
ISBN: 978-3-8349-9254-3
Verlag: Betriebswirtschaftlicher Verlag Gabler
Format: PDF
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Univ.-Professor Dr. Christian Scholz holds the chair of Business Administration, especially Organisation, Human Resource Management and Information Management at Saarland University, Germany. He is director of the Institute of Management Competence and director of the Europa-Institut at Saarland University, Germany.
Univ.-Professor Dr. Joachim Zentes holds the chair of Business Administration, especially Foreign Trade and International Management at Saarland University, Germany. He is director of the Institute of Commerce & International Marketing and director of the Europa-Institut at Saarland University.
Zielgruppe
Upper undergraduate
Autoren/Hrsg.
Weitere Infos & Material
1;Preface;5
2;Contents;7
3;Changes in the Institutional Environment;9
3.1;European Labour Markets: From Low to High Labour Demand Elasticities;10
3.1.1;1. Introduction;12
3.1.2;2. Unemployment in Europe;13
3.1.2.1;2.1 Overview;13
3.1.2.2;2.2 Hysteresis;13
3.1.2.3;2.3 Unemployment and Unionisation;14
3.1.3;3. Intemationalisation of Economic Relationships;17
3.1.3.1;3.1 Overview;17
3.1.3.2;3.2 Trade Economists vs. Labour Economists;17
3.1.3.3;3.3 European Trade Patterns and FDI;18
3.1.4;4. Elasticity of Labour Demand;21
3.1.4.1;4.1 Overview;21
3.1.4.2;4.2 Labour Demand with One Input;22
3.1.4.3;4.3 Labour Demand with Two Inputs;23
3.1.5;5. Impact of a More Elastic Labour Demand on the Domestic Workforce;24
3.1.5.1;5.1 Overview;24
3.1.5.2;5.2 Incidence of Non-Wage Costs;24
3.1.5.3;5.3 Volatility;26
3.1.5.4;5.4 Bargaining;27
3.1.6;6. Conclusion;30
3.1.7;References;30
3.2;Sense-Making Processes in the Council of Ministers: From the ECSC to the European Constitution;33
3.2.1;1. Introductory Remarks;34
3.2.2;2. Historical Development;34
3.2.3;3. Structure of the Council;36
3.2.3.1;3.1 Overview;36
3.2.3.2;3.2 COREPER;37
3.2.3.3;3.3 The Council Secretariat;38
3.2.3.4;3.4 The Presidency;38
3.2.4;4. Principal Factors Determining the Progress of a Proposal through the Council according to Nugent;40
3.2.5;5. The Decision-Making Process;41
3.2.6;6. The European Council;45
3.2.7;7. The Council according to the New Constitution;46
3.2.8;8. The Council - The Chameleon of the EU Institutions;47
3.2.9;References;48
3.3;Accounting in Europe: From National Accounting Charts to Globally Converging Standards*;49
3.3.1;1. Introduction;50
3.3.2;2. EU Harmonisation of Accounting Standards;51
3.3.3;3. EU Eastern Enlargement from an Accounting Perspective;55
3.3.4;4. The East Gemian Experience - An Accounting Benchmark for Eastern Europe?;61
3.3.5;5. US-GAAP - The Competing Accounting System;63
3.3.6;6. IAS Improvements Project and Convergence Movements between Global Accounting Standards;66
3.3.7;7. The Dual Listing Problem;69
3.3.8;8. Summary and Outlook;71
3.3.9;References;73
3.4;Banking Supervision in Europe: From Basel I to Basel II;81
3.4.1;1. The Development of Basel II;82
3.4.1.1;1.1 The Basel Capital Accord of 1988 ("Basel I");82
3.4.1.2;1.2 Changes and Revisions of Basel I;85
3.4.1.3;1.3 The New Basel Capital Accord ("Basel 11");85
3.4.2;2. Contents of Basel II;87
3.4.2.1;2.1 Overview;87
3.4.2.2;2.2 Changes in Requirements of Regulatory Capital Based on Basel II;89
3.4.3;References;90
3.5;European Entrepreneurship: From Deterministic Government Policy to Market Experimentation;91
3.5.1;1. The EU Goal of the Lisbon Strategy for 2010 and Where Are We Now?;92
3.5.2;2. Where Can We Learn From?;96
3.5.2.1;2.1 Overview;96
3.5.2.2;2.2 Military Spending;97
3.5.2.3;2.3 Immigration and its Influence on Regional Development;103
3.5.2.4;2.4 Entrepreneurship Education;110
3.5.2.5;2.5 Bankruptcy Legislation and Culture;112
3.5.2.6;2.6 Governmental Interventions;115
3.5.3;3. Conclusions & Implications: How to Bridge the Gap?;122
3.5.4;References;123
4;Changes for Companies: Outside-Inside-Perspective;129
4.1;Relationship Marketing in European Consumer Goods Markets: From Marketing Mix Orientation to Customer Life Cycle Management;131
4.1.1;1. Introduction and Goal of the Paper;132
4.1.2;2. Basics of Relationship Marketing in Consumer Goods Markets;132
4.1.3;3. Conceptual Frameworks for the Employment of Instruments by Firms;136
4.1.3.1;3.1 Overview;136
4.1.3.2;3.2 From Marketing Mix Orientation...;136
4.1.3.3;3.3 .. .to Customer Life Cycle Management;138
4.1.4;References;142
4.2;The Delights and Dangers of Global Branding: From Worldwide Brands to a Global/Local Dialectic;145
4.2.1;1. Overview;146
4.2.2;2. Worldwide Brands and the Global/Local Dialectic;146
4.2.3;3. The Factors that Prompt the GlobaUsation of Brands;148
4.2.3.1;3.1 Overview;148
4.2.3.2;3.2 Strategic Factors;149
4.2.3.3;3.3 How Access to the Markets Has Evolved;149
4.2.3.4;3.4 The Partial Harmonisation of Tastes and Methods of Consumption;150
4.2.4;4. What Sectors Are Appropriate for Global Brands?;151
4.2.4.1;4.1 Overview;151
4.2.4.2;4.2 Taking Cultural Factors into Account;152
4.2.4.3;4.3 Taking into Account the Locations of Different Markets;155
4.2.5;5. The Far East and an Examination of the Tri-Functional Approach to Branding;158
4.2.5.1;5.1 Overview;158
4.2.5.2;5.2 The Semantic Significance of Products and Brands;158
4.2.5.3;5.3 The Question of Sovereignty (and of Effect): Effectiveness or Efficiency?;159
4.2.5.4;5.4 The Question of Reproducibility;160
4.2.6;6. The Specifics of the Global Brand;161
4.2.7;7. Adapting to Cultures or Traversing Cultures;163
4.2.8;References;165
4.3;Dynamics of the Intemationalisation of European Retailing: From a National to a European Perspective;167
4.3.1;1. Introduction;168
4.3.2;2. Practical Status and Dynamics: High Relevance of Retail Intemationalisation or just the Beginning?;168
4.3.2.1;2.1 Development Overview;168
4.3.2.2;2.2 Driving Forces behind Intemationalisation;170
4.3.2.3;2.3 A Note on the Dynamics in Different World Regions;171
4.3.2.4;2.4 The Present Dynamics as just the Beginning;173
4.3.3;3. Research Status and Dynamics: Retail Intemationalisation as a Single Decision or Global Advantage?;175
4.3.3.1;3.1 Overview of the Perspectives;175
4.3.3.2;3.2 Systematic Planning Perspective;178
4.3.3.3;3.3 Further Perspectives;191
4.3.3.4;3.4 The Present Dynamics as Relation of Single Decisions and Value Chain Advantages;199
4.3.4;4. Summary and Outlook;201
4.3.5;References;202
5;Changes for Companies: Inside-Outside-Perspective;209
5.1;European (Virtual) Team-Building: From Optimism to Efficiency;211
5.1.1;1. The Challenge: Escaping from the All-Is-Simple-Trap;212
5.1.1.1;1.1 The Need for Cross-National Team-Building in Europe;212
5.1.1.2;1.2 The Optimism that Failed;213
5.1.2;2. The Background: Focused Research Experience;214
5.1.3;3. The Framework: IVTs;216
5.1.4;4. The Rule Revision: Toward IVT Efficiency;219
5.1.5;5. Conclusion: A New Start;225
5.1.6;References;226
5.2;International Corporate Cultures: From Helpless Global Convergence to Constructive European Divergence;235
5.2.1;1. Overview;236
5.2.2;2. From Convergence to Divergence: The Context and the Challenge;236
5.2.3;3. From Monoculture to Multiculture: The Concept of Corporate Culture and International Transfer;238
5.2.4;4. From Theory to Reality: Case Studies of Corporate Values and Codes of Conduct;240
5.2.4.1;4.1 Overview;240
5.2.4.2;4.2 Corporate Values;240
5.2.4.3;4.3 Codes of Conduct;244
5.2.4.4;4.4 Findings and Reactions;246
5.2.5;5. From Bad Practices to Good Practice;250
5.2.6;References;252
5.3;International Supplier Relationship Management: From Transactional to Relational Purchasing;255
5.3.1;1. Introduction;256
5.3.2;2. Relational vs. Transactional Supplier Interaction;256
5.3.3;3. Objectives and Effects of International Supplier Relationship Management;258
5.3.3.1;3.1 Theoretical Foundation;258
5.3.3.2;3.2 Objectives of International Supplier Relationship Management;261
5.3.3.3;3.3 Optimal Transaction Mode in International Supplier Interactions;263
5.3.4;4. Features of International Supplier Relations;264
5.3.4.1;4.1 Overview;264
5.3.4.2;4.2 Attributes of the Supplier and Region;264
5.3.4.3;4.3 Attributes of the Product;266
5.3.4.4;4.4 Attributes of the Relationship;267
5.3.4.5;4.5 Attributes of the International Dimension of the Relationship;268
5.3.5;5. Stages of an International Supplier Relationship Management;269
5.3.5.1;5.1 Selection and Acquisition of Suppliers;269
5.3.5.2;5.2 Establishment and Development of Supplier Relations;270
5.3.5.3;5.3 Attributes of International Supplier Relations: A Stages Model;271
5.3.6;6. Summary and Conclusion;272
5.3.7;References;274
6;Consequences for Germany;279
6.1;A Strategy Map for Germany: From Passive Self-Pity to Offensive Self-Renewal;281
6.1.1;1. The Challenge: Germany and Old Europe;283
6.1.2;2. Playing by Old Rules: Inappropriate Developments and a Negative Scenario;284
6.1.2.1;2.1 Endangered: Germany as the World's Export Champion;284
6.1.2.2;2.2 Endangered: Germany as an Industrial Location;285
6.1.2.3;2.3 Endangered: Germany as an Innovation Engine;286
6.1.3;3. Playing by New Rules: Searching for New Ways;286
6.1.4;4. Strategic Management Options: The New Strategy Map;288
6.1.4.1;4.1 Carrying On;288
6.1.4.2;4.2 Getting Going;294
6.1.4.3;4.3 Turnaround;299
6.1.4.3.1;4.3.1 From Convergence to Divergence: New Awareness of Difference;299
6.1.4.3.2;4.3.2 From Network to Hierarchy: New Organisational Models;300
6.1.4.3.3;4.3.3 From Central Planning to Confidence in the Market: New Market Economy;301
6.1.4.3.4;4.3.4 From a Politicians' State to a Civil Society: A New Understanding of Democracy;302
6.1.4.4;4.4 Letting It Be;303
6.1.4.4.1;4.4.1 No (Renewed) Expansion of Co-Determination;303
6.1.4.4.2;4.4.2 No (Renewed) Reduction of Pension Age Limits;304
6.1.4.4.3;4.4.3 No (Renewed) National Protectionism;304
6.1.4.4.4;4.4.4 No (Renewed) Ideological Resistance to Globalisation;305
6.1.5;5. Summary and Conclusions;306
6.1.6;References;307
7;Index of Authors;311
8;Index of Subjects;317
Changes in the Institutional Environment.- European Labour Markets: From Low to High Labour Demand Elasticities.- Sense-Making Processes in the Council of Ministers: From the ECSC to the European Constitution.- Accounting in Europe: From National Accounting Charts to Globally Converging Standards.- Banking Supervision in Europe: From Basel I to Basel II.- European Entrepreneurship: From Deterministic Government Policy to Market Experimentation.- Changes for Companies: Outside-Inside-Perspective.- Relationship Marketing in European Consumer Goods Markets: From Marketing Mix Orientation to Customer Life Cycle Management.- The Delights and Dangers of Global Branding: From Worldwide Brands to a Global/Local Dialectic.- Dynamics of the Internationalisation of European Retailing: From a National to a European Perspective.- Changes for Companies: Inside-Outside-Perspective.- European (Virtual) Team-Building: From Optimism to Efficiency.- International Corporate Cultures: From Helpless Global Convergence to Constructive European Divergence.- International Supplier Relationship Management: From Transactional to Relational Purchasing.- Consequences for Germany.- A Strategy Map for Germany: From Passive Self-Pity to Offensive Self-Renewal.
1. The Challenge: Escaping from the All-Is-Simple-Trap (S. 203-204)
1.1 The Need for Cross-National
Team-Building in Europe Statistics on intra-EU trade show that the intra-European interpenetration of national economies continues (Cristallo 2003, p. 2). In a situation of an ongoing process of integration and interconnection of countries, markets, and technologies (Roberts/Kossek/Ozeki 1998, Barkema/Baum/Mannix 2002), companies face increasing competition with respect to costs and prices, product quality, and time-to-market.
Companies in Europe recognise not only the threats of hypercompetition (DAveni 1994) caused by Europeanisation and globalisation. They also realise the opportunities resulting from international presence, such as global sourcing, global product development, global production networks, global marketing, and global distribution. A recent study (KfW Bankengruppe 2004, pp. 3-4) reports that German companies still have their most important export markets in Western Europe and increasingly in the new EU countries of Middle and Eastern Europe, their preferred target region for direct investments - with positive economic effects on the companies and on the whole country. The subsidiaries, as a result of a Europe-wide and international presence, form international networks (Snow/Miles/Coleman 1992, Sydow 1992).
They make it possible to benefit from the market-related advantages in the sense of optimising the overall company performance. The corresponding structure of cross-national collaboration on the team level are cross-national functional teams which receive responsibility for those tasks which are supposed to make synergies work, like, e.g., speed advantages (Simon 1989). Some companies even develop or produce services and goods in an expanded process structure, and therefore pass internationally distributed work forth within Europe and around the globe, following the alternating working hours in their different international locations.
Companies are facing the need for cross-national team building, but are also facing the related obstacles: from geographical distances and time differences to national cultural diversity and different work cultures. The logic of contemporary international teamwork is to transfer the idea of the "lead country concept" (Bartlett/Ghoshal 1989) to team level: Not only should single subsidiaries as a whole take the lead in the transnational network where they have a specific competence advantage, but also should single team units take the lead in the crossnational functional team where they have a specific competence advantage. One of the recently discussed approaches to solve the immense challenges of cross-national teamwork in this sense are International Virtual Teams (IVTs).
1.2 The Optimism that Failed
For a long time now, companies have been dealing with cross-national team structures. And for the same length of time, a relatively uncritical optimism has been observed. Except for the rather complicated cultural diversity topic (Moosmiiller 1997, Black et al. 1999), international teams were celebrated as a manageable innovation. Managers did not see major problems in transferring local teamwork principles to the international scale. They were optimistic that this kind of company-wide collaboration could strengthen the international interconnectedness of their company and that it might benefit from synergies.
