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• Motivation for global expansion: Economies of Scale Economies of Scope Low-Cost Production Factors
• Stages of international development : Domestic International  Multinational   Global 
• domestic strategic orientation = domestically oriented  stage of development = initial foreign involvment  strucutre:= domestic strucutre, plus export department  market potential = moderate , mostly domestic 
• international strategic orientation = export oriented , multidomestic  stage of development =  competitive postition  strucutre:= domestic structure plus international devision  market potential =large multi-domestic 
• multinational strategic orientation =  multinational  stage of development = explosion  strucutre:= worldwide, georaphical  production  market potential = very large multinaitonal 
• global global strategic orientation =  Global stage of development =  global strucutre:=  Matrix, transnational market potential = whole world 
• Strategic alliances has developed rapidly as one of the most common ways companies get involved in international operations.
• Strategic alliances typically includes Licensing Joint Ventures  Consortia
• Licensing – allowing another firm to market your brands
• Joint Ventures - separate entity of two or more firms. Joint ventures may be with either customers or competitors.
• Consortia – groups of independent companies joint together to share skills, resources, costs and assess to one  another’s markets.
• Globalization strategy  means that products design, manufacturing and marketing strategy are standardized throughout the world. It can help an organization reap economy-of-scale efficiencies.
• Multi-domestic strategy means that competition is handled in each country independently.
• GLOBAL MATRIX STRUCTURE = BOTH GLOBALIZATION AND MULTI-DOMESTIC STRATEGY 
• International Division was often used when companies begin to explore international opportunities
• Global product division structure means that the product divisions take responsibility for global operations in their specific product area.
• The global geographic structure divides the world into geographical regions, with each geographical division reporting to the CEO.
• Global matrix structure can be used to achieve vertical and horizontal coordination simultaneously. 
• The Global Organizational Challenge Increased complexity and differentiation Integration Knowledge transfer
• Integration is necessary for a global organization.. to reap the benefit of economies of scale, economies of scope and low-cost production.
• Knowledge transfer International environment offers opportunities for  learning and the development of diverse capabilities.
• Global team /transnational teams are cross-border work groups made up of multi-skilled, multinational members whose activities span multiple countries.
• Power Distance High power distance means that people accept inequality in power. - Low power distance means that people expect equality in power.
• Dragon multinationals refer to these companies in the emerging economies exploited the global economy as their ‘hometurf’ for rapid business expansion.
• Dragon multinationals seek to profit from external resources, through three key strategies: Linkage, Leverage and Learning.
• 2 new approaches of globalization Dragon multinationals and global value chains are  new approaches to global organizational design.
• Manufacturing technologies = traditional manufacturing processes and contemporary applications, such as flexible manufacturing and lean manufacturing.
• Technical complexity = the extent of mechanisation of the manufacturing process. the extent of mechanisation of the manufacturing process.
• High technical complexity = Low technical complexity =  -most of the work by machines. -workers play larger role. 
• Small-batch and unit production Job shop operations that manufacture and assemble small orders to meet specific needs of customers.  relies heavily on the human operator, it is not highly mechanized. 
• Large-batch and mass production. manufacturing process characterized by long production runs of standardized parts. 
• Continuous-process production entire process is mechanized. No starting or stopping. 
• Flexible manufacturing systems (FMS) = computer integrated manufacturinglinks together manufacturing components that perviously stood alone 
• Lean manufacturing = reach the ultimate level in flexible manufacturing systems to improve quality, customer service, and cost cutting -uses highly trained employees at every stage of production process. The heart of lean manufacturing is not machines or software, but people
• Core Organization Service Technology: workforce in manufacturing declines, service sector increases
• Mass customization = caused by flexible and lean manufacturing, using mass-production technology to quickly and cost-effectively assemble goods that are uniquely designed to fit the demands of individual customers. 
• Perrows model for understanding departmental technologies. variety and analyzability 
• task variety : number of exceptions in the work 
• analyzability: analyzability of work activities 
• Interdependence (Abhängigkeit): the extent to which departments depend on each other for resources or materials to accomplish their tasks.
• James Thompson’s three types of interdependence Pooled (gebündelt) interdependence  Sequential interdependence Reciprocal (wechselseitige) interdependence
• Pooled (gebündelt) interdependence work does not flow between units. Each department works independently.  low communication 
• Sequential interdependence parts produced in one department become inputs to another department.   medium communication
• Reciprocal (wechselseitige) interdependence= utput of operation A is input operation B, and output of operation B is the input back again in operation A.  high communication 
• Job design = the assignment of goals and tasks to be accomplished by employees.
• Job rotation = moving employees from job to job to give them a greater variety of tasks.
• Job simplification = the variety and difficulty of tasks performed by a single person are reduced. Caused by mass-production technologies.
• Socio-technical systems approach: recognizes the interaction of technical and human needs in effective job design, combining the needs of people with the organization’s need for technical efficiency.
• Socio: refers to the people and groups that work in organizations
• applications have grown to support top management control and decision making about complex and uncertain problems. 3 - Transaction processing systems (TPS) - Data warehousing - Business intelligence

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