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- W2895912666 abstract "In the early to mid-1990s, Alcatel, a French telecommunications giant, went on a mergerand buying spree such that in a very short amount of time it had 200 operations in Franceitself and over 700 in the rest of the world, representing a huge increase in the number ofits operations. These mergers with, and acquisitions of, foreign operations createdsignificant management challenges for Alcatel. The telecommunications giant wasstruggling with the immediate issues of determining what to standardize and what tolocalize. It needed to build a common corporate culture yet allow decentralization asappropriate. It needed to understand how to manage foreign units that wanted greaterindependence yet also encourage cross-unit collaboration in order to leverage experienceeconomies among its vast domestic and foreign operations. To manage such an operation,Alcatel needed a new management mentality, one that would reflect a keenerunderstanding of countries – their cultures, politics, economics; of the individualoperations it had acquired – their history, their organizational cultures, their distinctivecompetencies; and of management and organizational principles – balancing the needs oflocal independence and system interdependence." @default.
- W2895912666 created "2018-10-26" @default.
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- W2895912666 date "2013-05-07" @default.
- W2895912666 modified "2023-10-17" @default.
- W2895912666 title "Global Leadership Development" @default.
- W2895912666 doi "https://doi.org/10.4324/9780203138014-16" @default.
- W2895912666 hasPublicationYear "2013" @default.
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