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Chapter 11 Organizational Structure and Controls Strategic Center Firm Building Linkages to Facilitate Learning Strategic center firm emphasizes to partners the need to build linkages between value chains and networks of value chains. The strategic network seeks to develop a competitive advantage in primary or support activities A Distributed Strategic Network Main Strategic Center Firm Distributed Strategic Center Firms International Cooperative Strategies often require more complex networks Many large multinational firms form distributed strategic networks with multiple regional strategic centers to manage their array of cooperative arrangements with partner firms Breaking large networks into multiple manageably-sized networks helps to manage the complexity of maintaining many relationships 1 2 5 6 10 17 18 27 34 35 36 40 82 83 90 100 107 18 5 10 76 76 88 83 Ch11-* Michael A. Hitt R. Duane Ireland Robert E. Hoskisson ?2000 South-Western College Publishing Competitiveness Chapter 3 Internal Environment Chapter 2 External Environment The Strategic Management Process Strategic Intent Strategic Mission Strategic Competitiveness Above Average Returns Feedback Strategy Formulation Chapter 4 Business-Level Strategy Chapter 5 Competitive Dynamics Chapter 6 Corporate-Level Strategy Chapter 8 International Strategy Chapter 9 Cooperative Strategies Chapter 7 Acquisitions Restructuring Strategy Implementation Chapter 10 Corporate Governance Chapter 11 Structure Control Chapter 12 Strategic Leadership Chapter 13 Entrepreneurship Innovation Strategic Inputs Strategic Actions Strategic Outcomes Structure Types All organizations require some form of organizational structure to implement and manage their strategies Firms frequently alter their structure as they grow in size and complexity Three basic structure types: Functional Structure Multi-divisional Structure (M-form) Simple Structure Strategy Structure Growth Patterns Sales Growth Coordination and Control Problems Eff
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