Chapter Questions
If a related company begins to purchase unrelated businesses, in what ways should it change its structure or control mechanisms to manage the acquisitions?
What prompts a company to change from a global standardization strategy to a transnational strategy, and what new implementation problems arise as it does so?
How would you design a structure and confrol system to encourage entrepreneurship in a large, established corporation?
What are the problems associated with implementing a strategy of related diversification through acquisitions?
When would a company decide to change from a functional to a multidivisional structure?