Projects
Corporate Cultures in Global Interaction
Modul I
Strategy, Structure, and Culture
In many corporations foreign turnover has exceeded domestic turnover for a long time. Although the international configuration of value activities has thus advanced to become a central challenge, internationality has not as yet made its way into management and supervisory boards and the value creation process as a whole in all sectors of industry. A study carried out during the first phase of this project module demonstrated that management and supervisory boards of DAX 30 corporations are far less international in character than their companies' business activities.
In the second project phase we examine both the status quo and the future of an intelligent international division of labor, using the automotive industry as an example. The cases analyzed are successful examples of value configuration which other corporations – including those from other sectors – can use in order to get their bearings. We elaborate suggestions on how to formulate strategies and implement structures, and how to manage in the context of global competition and present our results in the brochure "Managing the International Value Chain in the Automotive Industry – Strategy, Structure, and Culture."
We are pleased to offer you the option of downloading this study. Would you like to receive information about other projects and publications in the future? If so, please enter your contact details.
Modul I
Corporate governance and corporate culture
In many corporations foreign turnover has exceeded domestic turnover for a long time. Although the international configuration of value activities has thus advanced to become a central challenge, internationality has not as yet made its way into management and supervisory boards and the value creation process as a whole in all sectors of industry. A study carried out during the first phase of this project module demonstrated that management and supervisory boards of DAX 30 corporations are far less international in character than their companies' business activities.
In the second project phase we examine both the status quo and the future of an intelligent international division of labor, using the automotive industry as an example. The cases analyzed are successful examples of value configuration which other corporations – including those from other sectors – can use in order to get their bearings. We elaborate suggestions on how to formulate strategies and implement structures, and how to manage in the context of global competition and present our results in the brochure "Managing the International Value Chain in the Automotive Industry – Strategy, Structure, and Culture."
We are pleased to offer you the option of downloading this study. Would you like to receive information about other projects and publications in the future? If so, please enter your contact details.
Publications
Managing International Value Chain in the Automotive Industry
The study identifies a need to change the current value configurations and presents possible options for the structure of competitive value chains. The cases of Volkswagen, Toyota, Audi and Renault show the importance of a new perspective in the organization and management of international value creation. Companies need a new approach to achieving and managing decentralized corporate structures; they need to make their sites in the emerging economies an integral part of more advanced levels of value creation. At the same time, it is essential for corporate culture to safeguard the cohesion of global corporate structures, while also offering the flexibility to adapt to the circumstances prevailing at local sites.
C.K. Prahalad (Professor for Corporate Strategy at Ross School of Business and Most Influential Business Thinker 2007), Matthias Wissman (President of the German Association of the Automotive Industry) and Ralf Kalmbach (Head of Automotive, Roland Berger) answered our questions concerning the future of international management and the automotive industry.
This is a summary of our results, which are particularly significant in the context of the current crisis in the automotive industry.
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This is a summary of our results, which are particularly significant in the context of the current crisis in the automotive industry
Research partners
Prof. Stefan Schmid, ESCP-EAP European School of Management Berlin
Prof. Stefan Schmid has held the chair of International Management and Strategic Management at the ESCP-EAP European School of Management in Berlin since 2002. His research has focused on the areas of internationalization strategies, top-level management and corporate governance in international business organizations. He has authored numerous publications, including “Internationales Management” (International Management), 5th edition, 2006: Munich, Vienna (with M. Kutschker), and “Strategien der Internationalisierung” (Strategies for Internationalization), 2nd edition, 2007: Munich, Vienna. He serves as academic dean of the International Masters Program in European Business at ESCP-EAP and teaches in the masters, PhD, MBA and executive education programs, both in Germany and abroad.
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