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For a complete discussion of the evolution of global strategy, a good compendium of articles and papers is Michael E. Porter's Competition in Global Industries (Harvard Business School Press, 1986) and numerous articles by Christopher Bartlett and Sumantra Ghoshal, including one called “Organizing for Worldwide Effectiveness: The Transnational Solution” (California Management Review, Fall, 1988). Other relevant articles include Thomas Hout, Michael Porter, and Eileen Ruddens “How Global Companies Win Out” (Harvard Business Review, September-October, 1982) and C. K. Prahalad and Gary Hamel's “Do You Have a Global Strategy?” (Harvard Business Review, July-August, 1985).
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Extensive discussions on the general topic of decentralization and some of its problems include Robert Hoskisson and Michael A. Hitt's article, “Strategic Control Systems and Relative R & D Investment in Large Multiproduct Firms” (Strategic Management Journal, November-December, 1988) and Gary Hamel and C. K. Prahalad's “The Core Competence of the Corporation” (Harvard Business Review, May-June, 1989). Also, two Harvard Business School cases on Brown-Boveri (#9-378-115) and Philips N.V. (#9388-050) examine some of the particular difficulties facing these two firms in their efforts to pursue a more rationalized global strategy.
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Management development is an area of intense growing interest. For an explicit consideration of how management selection and development may differ in their implementation, see Jeff Kerr and Ellen Jackofsky's article, “Aligning Managers with Strategy: Management Development Versus Selection” (Strategic Management Journal, Summer, 1989). Good books that outline the basic ingredients and success factors for management development programs include Douglas T. Hall's Careers in Organization (Goodyear, 1976) and Larry Hrebiniak and William Joyce's Implementing Strategy (MacMillan Publishing, 1984). Rosalie Tung examines the patterns of how different foreign multinationals compare with their American counterparts in management development and training programs in “Selection and Training Procedures of U.S., European and Japanese Multinationals” (California Management Review, Fall, 1982).
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The concept of corporate culture has an extensive body of literature. Edgar Schein s book Culture and Leadership (Jossey-Bass, 1985) presents a thorough literature background and ideas behind culture's influence on organizational performance. Of related interest is Jay Barney's “Organizational Culture: Can It Be a Source of Sustained Competitive Advantage?” (The Academy of Management Review, July, 1986) and Jeff Kerr and John W. Slocum, Jr.'s article, “Managing Corporate Culture through Reward Systems” (The Academy of Management Executive, May, 1987). A change in corporate culture is documented in Noel Tichy's “GE's Crotonville: A Staging Ground for Corporate Revolution” (The Academy of Management Executive, May, 1989).
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An excellent article that covers the relationship between business strategy and organizational culture is Howard Schwartz and Stanley Davis “Matching Corporate Culture and Business Strategy” (Organization Dynamics, Summer 1981). Peter Kuin documents Unilever's rise to a large multinational in “The Magic of Multinational Management” (Harvard Business Review, September-October 1972). An insightful discussion of how corporate culture and managerial rotation interrelate is Anders Edstrom and Jay Galbraith's “Transfer of Manager; as a Coordination and Control Mechanism in Multinational Organizations” (Administrative Science Quarterly, June 1977).
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