- Cyril is French as well as Canadian, and he is a Professor of Strategy and Innovation at IMD, a leading business school based in Lausanne Switzerland, which has been rankededit
Having a great idea is only half of the innovation journey: For your brainchild to succeed, guard against these four implementation myths.
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We examine how internal markets channel the limited attention of corporate headquarters (HQ) executives inside the multinational enterprise. In doing so, we desire to understand three related set of issues: First, why do some HQ... more
We examine how internal markets channel the limited attention of corporate headquarters (HQ) executives inside the multinational enterprise. In doing so, we desire to understand three related set of issues: First, why do some HQ executives invest more time and effort than others in the international marketplace? Second, what factors explain the attention that specific subsidiaries attract within the multinational system? Third, how does such attention relate to subsidiary performance? Unlike fully independent local companies, subsidiaries have fundamental ties to a corporate network that can contribute to the realization of local objectives or, on the contrary, restrict their scope of actions and hinder performance. By securing the attention they need from HQ, subsidiaries can achieve benefits that justify their association to the multinational network, without compromising the pursuit of local objectives.
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In Bayesian inference tasks, information about base rates as well as hit rate and false-alarm rate needs to be integrated according to Bayes' rule after the result of a diagnostic test became known. Numerous studies have found that... more
In Bayesian inference tasks, information about base rates as well as hit rate and false-alarm rate needs to be integrated according to Bayes' rule after the result of a diagnostic test became known. Numerous studies have found that presenting information in a Bayesian inference task in terms of natural frequencies leads to better performance compared to variants with information presented in terms of probabilities or percentages. Natural frequencies are the tallies in a natural sample in which hit rate and false-alarm rate are not normalized with respect to base rates. The present research replicates the beneficial effect of natural frequencies with four tasks from the domain of management, and with management students as well as experienced executives as participants. The percentage of Bayesian responses was almost twice as high when information was presented in natural frequencies compared to a presentation in terms of percentages. In contrast to most tasks previously studied,...
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... Simultaneously, extended discussions of ''corporate wrongdoing'' in an inter-national context (Jackson, 1998) have ... The normative appeal for enhancing the corporate social responsibility of MNEs... more
... Simultaneously, extended discussions of ''corporate wrongdoing'' in an inter-national context (Jackson, 1998) have ... The normative appeal for enhancing the corporate social responsibility of MNEs is clear ... However, enhancing the CSP of a firm also involves a set of attendant ...
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A new book argues that "alien" thinking can drive social change.
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Many executives believe their companies suffer from "headquarters knows best syndrome". This syndrome can hinder a company's global competitiveness. One company achieved a change in mindset by establishing more than one... more
Many executives believe their companies suffer from "headquarters knows best syndrome". This syndrome can hinder a company's global competitiveness. One company achieved a change in mindset by establishing more than one headquarters. Narrow-mindedness holds back many organizations in their efforts to turn global presence into a real source of competitive advantage. In this article, the authors explore the manifestations and costs associated with this way of thinking and ways companies have addressed the problem. Many of the things companies have done are fairly predictable, such as decentralizing global responsibilities, changing the reporting relationships, internationalizing senior management, and creating cross-national teams. In Irdeto's case, the company tried a more extreme remedy: It created two headquarters, one in the Netherlands and the other in China. The decision to operate out of dual headquarters provided an effective way to realign the focus of the c...
In the far-flung subsidiaries of global corporations, getting attention from headquarters can often be an asset. However, such attention from headquarters can have a downside as well, sometimes triggering a dynamic that hampers... more
In the far-flung subsidiaries of global corporations, getting attention from headquarters can often be an asset. However, such attention from headquarters can have a downside as well, sometimes triggering a dynamic that hampers performance. Even with the best of intentions, headquarters support can easily mutate into hyper-attention that destroys value. To explore this phenomenon, the authors conducted 55 interviews with subsidiary managers based in China. For subsidiary executives, such visits consume considerable amounts of time and energy, and from a research perspective, they offer a rich vein of information (even though the interviewees agreed to speak only on condition of anonymity). The companies studied represented a variety of industries involved in both products and services, and included major corporations based in the United States or Europe. Only about a quarter of the managers interviewed were broadly satisfied with the quantity and quality of attention received from t...
This paper investigates how foreign subsidiaries gain attention from corporate headquarters (HQ.) Using detailed questionnaire and archival data on 283 subsidiaries in multinational enterprises, our analysis revealed three significant... more
This paper investigates how foreign subsidiaries gain attention from corporate headquarters (HQ.) Using detailed questionnaire and archival data on 283 subsidiaries in multinational enterprises, our analysis revealed three significant findings. First, attention decisions are partially based on the structural positions that subsidiary units occupy within the corporate system - their "weight." Second, subsidiaries also have a "voice" of their own which they can use to attract attention. Third, the relationship between subsidiary voice and HQ attention is moderated by two specific aspects of the subsidiary's historical situation - geographic distance and a downstream competence.
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Para ciertas filiales de corporaciones multinacionales, conseguir que la sede central les preste atencion resulta todo un reto. Una vez conseguida esa atencion, muchos directivos se dan cuenta de que esta puede desencadenar una dinamica... more
Para ciertas filiales de corporaciones multinacionales, conseguir que la sede central les preste atencion resulta todo un reto. Una vez conseguida esa atencion, muchos directivos se dan cuenta de que esta puede desencadenar una dinamica capaz de obstaculizar el rendimiento de su equipo y de su filial. En este articulo se recogen las experiencias de distintos directores de filiales con sede en China, uno de los mercados mas en auge en los ultimos anos, se exponen tambien sus principales quejas y se explica como ellos han conseguido mejorar las relaciones con sus sedes centrales, que practicas han utilizado para ello y que recomendaciones darian a sus homologos.
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Abstract This study suggests that it is critical for executives to develop transnational social capital (TSC), or professional relationships and ties that span national borders. We first provide a conceptual framework and careful... more
Abstract This study suggests that it is critical for executives to develop transnational social capital (TSC), or professional relationships and ties that span national borders. We first provide a conceptual framework and careful operationalization of TSC that differentiates between bonding and bridging forms of social capital. We then examine the effect of three key determinants—opportunity, investment and ability—on the TSC of executives. Using detailed survey data on 227 executives, our analysis suggests that international experience, investment in communicating with cross-border ties and cosmopolitan ability have direct effects on overall TSC. We further demonstrate that international experience and cosmopolitan ability affect both bridging and bonding, but that investment in cross-border communication only affects bridging social capital. The study proposes that social capital is becoming more and more transnational as connections, interactions and transactions increasingly span national borders, which has implications for international business and human resource management. Given our findings, it would make sense for global organizations to pay more attention to these, if they would like their members to develop this resource. We point out benefits to organizations and individuals.
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In this chapter, the results are interpreted in light of their implications for research on the topic of attention, as well as for theories of global mindsets in MNEs. Much of the argument is designed to extend this research’s results to... more
In this chapter, the results are interpreted in light of their implications for research on the topic of attention, as well as for theories of global mindsets in MNEs. Much of the argument is designed to extend this research’s results to broader issues of multinational management, and thus, it is quite prescriptive in nature. As such, the discussion provided in this chapter may be of interest to both academic researchers and practitioners. The chapter is divided into four sections. The first section provides a brief summary interpretation of the research findings in light of past and existing research dealing with the topic of global mindsets. From this discussion, three themes emerged that are the subject of further discussion: (1) the MNE as a matrix of inter-connected minds, (2) global mindsets and the concept of geographic competency, and (3) the viability of a number of alternate globalization strategies for MNEs. These themes will be addressed in the second, third, and fourth sections of the chapter.
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In March 1995, Michael Smith (fictitious name) paid $490,000 for a 1981 Beech Duke aircraft. A bargain, thought Smith, a retired fighter pilot with a long-time passion for aerial photography who had just retired from the Navy. In the... more
In March 1995, Michael Smith (fictitious name) paid $490,000 for a 1981 Beech Duke aircraft. A bargain, thought Smith, a retired fighter pilot with a long-time passion for aerial photography who had just retired from the Navy. In the summer of 1999, Smith scheduled one of his favorite flights over the Pacific Coast. As usual, he stuck two fingers into the tank to ensure fuel was at the top, before departing the local county airport. Winds were calm, and visibility was high. “The perfect conditions to shoot,” thought Smith, while he and his wife were getting ready for an exciting photo session.
With trillions of internal company documents circulating in corporate offices everyday, it’s easy to lose sight of priorities by concentrating on the wrong signals. As globalization rapidly expands the amount of information that... more
With trillions of internal company documents circulating in corporate offices everyday, it’s easy to lose sight of priorities by concentrating on the wrong signals. As globalization rapidly expands the amount of information that potentially affects a firm’s activities and performance, an increasing number of managers must confront the essential question: how can they best manage their own attention and that of other subordinates in the organization to ensure appropriate sensitivity and receptivity to what is happening in the farther corners of the business world? This chapter begins peeling the onion by answering a set of fundamental questions: What is attention? What are the economics of attention? How can the organization more effectively regulate the process of attention allocation? The implications for MNEs and the development of global mindsets are discussed along each of these themes.
This research’s findings represent the early stage in the development of a body of empirical research addressing the issue of attentionmanagement in MNEs. The principal ambition of this study is to use recent theory and research on... more
This research’s findings represent the early stage in the development of a body of empirical research addressing the issue of attentionmanagement in MNEs. The principal ambition of this study is to use recent theory and research on attention to develop an understanding of the determinants and performance implications of a global mindset. In-depth field interviews were combined with the results of a cross-national survey of 136 MNEs to assist in the achievement of this research endeavor. This chapter reconciles the results presented in Chapter 6 with prior relevant literature in international strategic management research. Few research projects are without limitations, particularly when they address the inner functioning of medium and large MNEs worldwide. These limitations are discussed in this chapter, along with directions for future research.
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This chapter outlines the methodology used to test the research’s hypotheses. The chapter splits naturally into two sections. The first section provides details about the sample selection process, including the choice of a multi-industry... more
This chapter outlines the methodology used to test the research’s hypotheses. The chapter splits naturally into two sections. The first section provides details about the sample selection process, including the choice of a multi-industry setting and the random selection of companies according to minimum size criteria. This section also provides a brief description of the main data collection instrument (mail questionnaire). The second section discusses the operationalization of the research variables.
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Managers likely differ in their attention to the world. And through them, so do entire organizations. But until recently, assessing the implications of such differences has been a rather awkward enterprise dependent on the use of... more
Managers likely differ in their attention to the world. And through them, so do entire organizations. But until recently, assessing the implications of such differences has been a rather awkward enterprise dependent on the use of approximate time recording techniques, best recall, and direct observation procedures. This chapter uses methods that are largely inductive, qualitative, and non-statistical in nature, as well as insights from relevant international strategic management literature, to present ideas and research propositions that help companies (1) better diagnose the attention top executives give to international business matters; (2) identify a set of internationally-oriented tools through which they can more effectively direct the focusing of time and effort by managers; and (3) understand whether global thinking abilities can improve performance, or whether in fact a more parochial approach works just as well.
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... Eproduction, Julian Birkinshaw in MIT Sloan Management Review (2007). 2 readers Save reference to library · Related research. Managing requirements capture within a global telecommunications company. Margaret Bruce, Rachel Cooper,... more
... Eproduction, Julian Birkinshaw in MIT Sloan Management Review (2007). 2 readers Save reference to library · Related research. Managing requirements capture within a global telecommunications company. Margaret Bruce, Rachel Cooper, Barny Morris, Andrew Wooten ...
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Segun la teoria, hoy dia la innovacion debe ser una actividad continua, llevada a cabo por todos los miembros de la organizacion, que mejore todo lo que hace y ofrece la empresa, y las nuevas herramientas basadas en la Web estan aqui para... more
Segun la teoria, hoy dia la innovacion debe ser una actividad continua, llevada a cabo por todos los miembros de la organizacion, que mejore todo lo que hace y ofrece la empresa, y las nuevas herramientas basadas en la Web estan aqui para lograr que todo eso ocurra. No obstante, ?esta en lo cierto la teoria? ?Las experiencias de las empresas apoyan estas afirmaciones? Los autores de este articulo presentan la respuesta a estas preguntas y reflexionan sobre los cinco mitos que rodean a la innovacion.
L’analyse de negociation porte sur sept facteurs: les parties, les reglements, les questions, les interets, les options, les accords eventuels et les liens. Cet article montre comment cette perspective aurait pu preparer le P-DG de... more
L’analyse de negociation porte sur sept facteurs: les parties, les reglements, les questions, les interets, les options, les accords eventuels et les liens. Cet article montre comment cette perspective aurait pu preparer le P-DG de Renault, Louis Schweitzer, et son equipe a negocier avec Nissan Automobile. Les neuf mois de negociations sont ensuite decrits en detail. La perspective analytique permet de mieux comprendre certaines questions essentielles des discussions entre Renault et Nissan mais elle neglige aussi certains aspects importants du processus de negociation.
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In this study, we introduce a conceptual framework for transnational social capital as a higher order multidimensional construct. Consistent with this view, we develop and validate a 11-item scale aimed at measuring bridging and bonding... more
In this study, we introduce a conceptual framework for transnational social capital as a higher order multidimensional construct. Consistent with this view, we develop and validate a 11-item scale aimed at measuring bridging and bonding social capital embedded within a cross-border network of professional relations and ties. Data from several exploratory and confirmatory studies of executives and Master of Business Administration students show reliability and construct validity. This research instrument provides researchers with a valuable resource for assessing transnational social capital of individuals and exploring its implications.
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This paper investigates how foreign subsidiaries gain attention from corporate headquarters (HQ.) Using detailed questionnaire and archival data on 283 subsidiaries in multinational enterprises, our analysis revealed three significant... more
This paper investigates how foreign subsidiaries gain attention from corporate headquarters (HQ.) Using detailed questionnaire and archival data on 283 subsidiaries in multinational enterprises, our analysis revealed three significant findings. First, attention decisions are partially based on the structural positions that subsidiary units occupy within the corporate system - their "weight." Second, subsidiaries also have a "voice" of their own which they can use to attract attention. Third, the relationship between subsidiary voice and HQ attention is moderated by two specific aspects of the subsidiary's historical situation - geographic distance and a downstream competence.
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The guest editors wish to acknowledge and thank members of the Editorial Review Board and the scholars listed below who have contributed their time to review manuscripts for this ''Conflict, Security and Political Risk:... more
The guest editors wish to acknowledge and thank members of the Editorial Review Board and the scholars listed below who have contributed their time to review manuscripts for this ''Conflict, Security and Political Risk: International Business in Challenging Times'' ...