Discuss the below:
1. Roy is the CEO of a multinational apparel company. How would he conceptualize the strategic role of his firm's foreign operations if he embraced a ‘global mentality'? If he embraced a ‘multinational mentality'? If he embraced a "transnational mentality"?
2. Traditionally, MNEs developed innovation processes that were either very centralized (resulting in center-for-global innovation), or very decentralized (resulting in local-for-local innovation.) More recently, companies have developed two transnational innovation models.
Describe the new models and the advantages they have over the older approaches to innovation.
3. While the role of the geographic (country) subsidiary manager has traditionally concentrated on responsibilities such as identifying sales and profit opportunities, accessing local factors of production and leveraging parent company assets and resources, the modern geographic subsidiary manager's role has evolved to include an expanded set of responsibilities. Discuss the tasks executed by the country manager and propose an associated set of skills that you think would be required by a country manager. Be sure to link these skills to the list of tasks.
4. Allan is the CEO of a large corporation that wants to partner with a competitor to develop a new technology. Explain the potential risks that Allan's company may encounter by collaborating with a rival.
5. What are the challenges associated with managing a center-for-global innovation process and what are some of the measures that can be employed to ensure that the process is efficient?.
6. You are employed by a large national chemical manufacturing firm that is considering its first investment in an emerging market. Your boss is concerned - while she senses an unprecedented opportunity to grow the firm, she is also mindful of the demonstrations surrounding a recent gathering of world leaders in which activists voiced a wide range of concerns over the perils of globalization. She appreciates the need to position the chemical manufacturing firm in the eyes of prospective stakeholders, but is unsure where to target. In the hopes of establishing a position that is neither overly exploitive, nor overly transformative, your boss has asked you for a report detailing the two most extreme positions that the chemical manufacturing firm could occupy. Compare and contrast these two characterizations of the MNE-stakeholder relationship in emerging markets, providing examples you think will illustrate your position.