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2 management - School of International Business and ...

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129 The Puzzle <strong>of</strong> Globalization<br />

1 THE PUZZLE OF GLOBALIZATION<br />

»Globalization is the inexorable integration <strong>of</strong> markets, capital, nation states, <strong>and</strong><br />

technologies to a degree never seen before.«– Thomas Friedman<br />

Globalization is one <strong>of</strong> the most popular buzzwords <strong>of</strong> our time. Even in the theory <strong>and</strong> practice <strong>of</strong><br />

international <strong>management</strong> it emerged as a strategic guideline. Due to the ambiguity <strong>of</strong> this term, it<br />

gives a wide scope for interpretations <strong>and</strong> applications. It is well-suited to describe the increasing ex-<br />

posure to foreign competitors in the home market, the dramatic changes in foreign markets resulting<br />

from the entry <strong>of</strong> new competitors from emerging economies, the high-speed diffusion <strong>of</strong> new tech-<br />

nologies through many industries, the risks <strong>and</strong> chances to fragment the value chain <strong>and</strong> <strong>of</strong>fshore/<br />

outsource parts <strong>and</strong> components <strong>of</strong> production <strong>and</strong>/or production related services. Successfully man-<br />

aging the complex challenges <strong>of</strong> globalization requires openness, pro-active <strong>and</strong> permanent learning,<br />

state-<strong>of</strong>-the-art knowledge <strong>of</strong> analytical tools for the in-depth analysis <strong>of</strong> global trends, <strong>and</strong> social <strong>and</strong><br />

cross-cultural competence. It goes without saying that the fast changing business environment must<br />

have repercussions on the organization <strong>of</strong> companies. The multinationalization <strong>of</strong> companies is one <strong>of</strong><br />

the most prominent answers to globalization, but at the same time it is shaping the dynamics <strong>and</strong> pat-<br />

tern <strong>of</strong> globalization. But from a general point <strong>of</strong> view, international <strong>management</strong> has to find a flexible<br />

mix between developing <strong>and</strong> implementing strategic concepts <strong>and</strong> seizing chances that result from<br />

short-term dynamics <strong>of</strong> global markets. In many home markets, firms in industrialized countries are<br />

exposed to a vicious circle <strong>of</strong> internal <strong>and</strong> external changes that are increasing competitive pressures,<br />

not only in times <strong>of</strong> recession (Figure 1):<br />

– »Sales pressure«: Home markets are getting saturated which leads to decrease in degree<br />

<strong>of</strong> capacity utilization.<br />

– »R&D pressure«: Risks <strong>and</strong> costs <strong>of</strong> R&D investments are increasing.<br />

– »Price pressure«: The st<strong>and</strong>ardization <strong>of</strong> production processes <strong>and</strong> products among com-<br />

petitors is enforcing price competition.<br />

– »Cost pressure«: Excess capacities, decelerating advancement in productivity as well as<br />

increasing commodity <strong>and</strong> energy prices are causing increases in costs <strong>of</strong> production.<br />

Resulting from these internal <strong>and</strong> external changes, the pr<strong>of</strong>itability <strong>of</strong> many domestic companies<br />

in industrialized countries is decreasing (Table 1).<br />

The automobile industry in Europe <strong>and</strong> the U.S.A. – known as one <strong>of</strong> the most globalized indus-<br />

tries – is a striking example for almost stagnating home markets, high focus on domestic sales <strong>and</strong><br />

therefore increasing competitive pressure (Figure 2a). Currently, the latter can be at least partly<br />

compensated by penetrating into fast growing markets in emerging economies, especially in China<br />

(Figure 2b). However, it is to be expected that the competitiveness <strong>of</strong> local producers (Figure 2c) will<br />

increase within a few years. The growing number <strong>of</strong> Chinese companies in FORTUNE Global 500

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