Teoria y diseño organizacional

Capítulo 6: Diseño de las organizaciones para el entorno internacional 249
64. Carol Saunders, Craig Van Slyke y Douglas R. Vogel, “My
Time or Yours? Managing Time Visions in Global Virtual
Teams”, Academy of Management Executive 18, núm. 1
(2004), 19-31.
65. Snow et al., “Use Transnational Teams to Globalize Your
Company”.
66. Gupta y Govindarajan, “Converting Global Presence into
Global Competitive Advantage”; y Nadine Heintz, “In Spanish,
It’s Un Equipo; In English, It’s a Team; Either Way, It’s Tough
to Build”, Inc. (abril de 2008), 41-42.
67. Richard Pastore, “Global Team Management: It’s a Small
World After All”, CIO (23 de enero de 2008), http://www.cio.
com/article/174750/Global_Team_Management_It_s_a_Small_
World_After_All, accesado el 20 de mayo de 2008.
68. Pete Engardio, “A Guide for Multinationals: One of the
Greatest Challenges for a Multinational Is Learning How to
Build a Productive Global Team”, BusinessWeek (20 de agosto
de 2007), 48-51; y Lynda Gratton, “Working Together... When
Apart”, The Wall Street Journal (18 de junio de 2007), R1.
69. Robert J. Kramer, Organizing for Global Competitiveness: The
Corporate Headquarters Design (Nueva York: The Conference
Board, 1999).
70. Ghislanzoni et al., “The Multilocal Challenge”.
71. Basado en Christopher A. Bartlett y Sumantra Ghoshal,
Managing across Borders: The Transnational Solution, 2a. ed.
(Boston: Harvard Business School Press, 1998), capítulo 11,
231-249.
72. Véase Jay Galbraith, “Building Organizations around the
Global Customer”, Ivey Business Journal (septiembre-octubre
de 2001), 17-24, para una discusión de las redes laterales tanto
formales como informales que se utilizan en las empresas multinacionales.
73. Esta sección y los ejemplos de BP están basados en Morten
T. Hansen y Nitin Nohria, “How to Build Collaborative
Advantage”, MIT Sloan Management Review (otoño de 2004),
22 y siguientes.
74. Gumbel, “Big Mac’s Local Flavor.”
75. Geert Hofstede, “the Interaction between National and
Organizational Value Systems”, Journal of Management
Studies 22 (1985), 347-357; y Geert Hofstede, Cultures and
Organizations: Software of the Mind (Londres: McGraw-Hill,
1991).
76. Véase Mansour Javidan y Robert J. House, “Cultural Acumen
for the Global Manager: Lessons from Project GLOBE,”
Organizational Dymanics 29, núm. 4 (2001), 289-305; y
R. J. House, M Javidan, Paul Hanges y Peter Dorfman,
“Understanding Cultures and Implicit Leadership Theories
across the Globe: An Introduction to Project GLOBE”, Journal
of World Business 37 (2002), 3-10.
77. Mansour Javidan, Peter W. Dorfman, Mary Sully de Luque y
Robert J. House, “In the Eye of the Beholder: Cross Cultural
Lessons in Leadership from Project GLOBE”, Academy of
Management Perspectives (febrero de 2006), 67-90.
78. Esta discusión está basada en “Culture and Organization,”
Lectura 2-2 en Christopher A. Bartlett y Sumantra Ghoshal,
Transnational Management, 3a. ed. (Boston: Irwin McGraw-
Hill, 2000), 191-216, extracto de Susan Schneider y Jean-Louis
Barsoux, Manging across Cultures (Londres: Prentice-Hall,
1997).
79. Basado en Bartlett y Ghoshal, Managing across Borders,
181-201.
80. Martin Hemmert, “International Organization of R&D and
Technology Acquisition Performance of High-Tech Business
Units”, Management International Review 43, núm. 4 (2003),
361-382.
81. Jean Lee, “Culture and Management - A Study of a Small
Chinese Family Business in Singapore”, Journal of Small
Business Management 34, núm. 3 (julio de 1996), 63 y siguientes;
Olivier Blanchard y Andrei Shleifer, “Federalism with and
without Political Centralization: China versus Russia”, IMF
Staff Papers 48 (2001), 171 y siguientes; y Javidan et al.,
“In the Eye of the Beholder”.
82. Nailin Bu, Timothy J. Craig y T. K. Peng, “Reactions to
Authority”, Thunderbird International Business Review 43,
núm. 6 (noviembre-diciembre de 2001), 773-795.
83. Phred Dvorak y Leila Abboud, “Difficult Upgrade: SAP’s Plan
to Globalize Hits Cultural Barriers; Software Giant’s Shift Irks
German Engineers”. The Wall Street Journal (11 de mayo de
2007), A1.
84. Sumantra Ghoshal y Christopher Bartlett,” The Multinational
Corporation as an Inter-organizational Network”, Academy of
Management Review 15 (1990), 603-625.
85. Claudia H. Deutsch, “As Sales Go Abroad for U.S. Firms, So
Do Managers”, International Herald Tribune (15 de febrero de
2008), 14.
86. La descripción de la organización trasnacional se basa en
Bartlett y Ghoshal, Transnational Management and Managing
across Borders.
87. Phred Dvorak, “ How Irdeto Split Headquarters - Move to Run
Dutch Firm From Beijing Means Meeting Challenges”, The
Wall Street Journal (7 de enero de 2008), B3; y Dvorak, “Why
Multiple Headquarters Multiply”.
88. Royal y Stark, “Why Some Companies Excel at Conducting
Business Globally”.