Siemens全球產品、研發(fā)、股市、營銷、并購、組織與文

PresentationGroup5SiemensAGPresentationOverviewSiemensProductsandMarketsDegreeofTransnationalizationImpactsofNationalOriginDeparturefromNationalOriginIsSiemensaGlobalFirm?ProductsandMarkets‘Our428,000employeesworkon…productsin1,700locationsinnearlyeverycountryonearth.’(SiemensGlobalWebsite,2021)MarketDevelopmentsince2000(Source:Datamonitor,2021)ProductDevelopmentsince2000IndustryMagnetTechnologyBuildingTechnologiesTransportationITInfrastructureRailAutomotivesupplyEnergyWaterFiltrationAirpollutioncontrolsystemsRenewableEnergyWindenergyWaterpowerSteamturbine-generatorSolarpannelplanHealthcareImmunodiagnosticsDiagnosticsproducts(Source:Datamonitor,2021)M&AActivitybySectorsince2004252IndustryEnergyHealthcare(Source:Siemens,2021)DegreeofTransnationalizationLocation-Production-Sales-AssetsR&DManagementTeams-HeadOffice-SubsidiariesMarketListings&OwnershipLocation:Production,SalesandAssets(SiemensCompanyPresentation,September2021)Research&DevelopmentEurope,CIS,Africa,MiddleEastAmericasAsia,AustraliaWorldwideshareWorldwideshareWorldwideshareR&DEmployees20,20066%7,40024%3,20010%MajorR&DFacilities9453%5732%2515%Europe,CIS,Africa,MiddleEastAmericasAsia,AustraliaWorldwideshareWorldwideshareWorldwideshareR&DEmployees20,20066%7,40024%3,20010%MajorR&DFacilities9453%5732%2515%Employees243,00060%92,00023%70,00017%SupervisoryBoardMembersThyssenKrupp,Saint-Gobain,Allianz,Trumpf,MAN,AmsphereSeniorManagementP.L?scherW.DehenJ.K?serB.KuxH.RequardtS.RusswurmP.SolmssenAge51555155544554SiemensEmploymentpriortoSM1726022160NationalityGermanGermanGermanGermanGermanGermanUSAEducationBusinessBusinessBusinessBusinessTechnicalStudiesTechnicalStudiesLawSubstantialInternationalExperience(>5)

DominationofHQnationalsInternalpromotionvs.ExternalhiringBusiness/Lawvs.TechnicalStudiesInternationalExperienceStockMarketListings12thMarch2001:NYSE1999:SwissExchange"ThelistingofSiemensshares...isthelogicalconsequenceofthecompany'sglobalizationdrive,"companyCEOHeinrichV.Pierersaidinastatement."ListingherealsogivesSiemensanadditionalcurrencyforpotentialacquisitionsandstrategicinvestments.“(CNETNews,13thMarch2001)1990:LondonStockExchange1899:DeutscheB?rse(Source:SiemensShareInformation,2021)OwnershipStructure5,3%SiemensFamilyEstimated9%Employees‘shareholdingsImpactofNationalOriginStyleandTrajectoryManagementinHOandSubsidiariesHistoryNationalCharacteristics:GermanyOrganizedandproduction-oriented‘Long-termist’approach(B?rsch,2004)FamilyownershipCommunitarianapproachtowardsproblemresolutionDevelopedindustrialnetworksbetweenbuyerandsupplierfirmsQualityproductionstrategies(Streeck,1997)DistinctivepatternofcorporatecontrolStrategicHRMImplicationsofGermanOriginforTransnationalizationGeographyandindustries:Lessergeographicalreach(predominatelyWesternEurope)GermancompaniesarepronetolocateingeographicallycontiguousandculturallyrelatedcountrieswheretheGermanproductionmodelcanbereproducedwithrelativeease(Lane,1998)Narrowspectrumofindustries(High-skillmedium-andhigh-technologyindustries)Internationalizationstrategies:HighnationalinvestmentscomparedtotransnationalvolumeDeepernationalembeddednessanddependenceonhome-countryinstitutionalstructures(Lane,1998)PreferenceforexportingoverFDI(Dunning,1979)Highvolumeofstrategicalliancesandco-operations(HagedoornandSchakenraad,1990)Brownfieldinternationalizationandlong-termtransformationofsubsidiaries(KristensenandMorgan,2007)Decisionmakingandcorefunctions:Decisionmakingcentredinhome-countryControllingpositionsremaininthehandsofhomecountrynationalsStrongrelianceonthehomebase:corefunctionsinhomecountry(Dorrenbacher,2004)R&DactivitiesremainprimarilyinGermany(Lane,1998)1991:RolmUKSiemens:HistoryofTransnationalization19thcentury20thcentury21stcentury1848:Foundation1855:Russia1858:Britain1879:Austria1892:US1945:ExpropriatationForeignagenciesinkeymarketsaroundtheworld1923:JapanMid1950s:RegainingforeigncompaniesGlobalexpansionofmarketspredominatelyinUSandAsianPacificregion1998:Westinghouse2001:ListingNYSESiemens:StyleandTrajectoryofTransnationalization M&AActivity GreenfeeldActivity JointVenture/Cooperation MajorExportingActivity(Source:Datamonitor,2021)GlobalExpansionsince2000Siemens:StyleandTrajectoryofTransnationalizationBrownfieldinternationalizationstrategy

32bnEurooverthelast10years(Siemens,M&AProjectsPresentation2021)Siemens:StyleandTrajectoryofTransnationalizationCross-boarderacquisitions(vonPierer&Javidan,2002)Fullintegrationofnewsubsidiaries(vonPierer&Javidan,2002)StrongbasisinUSAforover100years,focusincreasedsincebeinglistedonNYSEPrimarybusinessfunctionsremaininGermanyandnearbyEuropeancountries(Lane,1998)Germancompaniesappeartopursueglobalintegrationonlyverypartiallyornotatall.Thus,Siemensaimsforonlysomeco-ordinationwithincontinentsforitsnon-Europeaninvestment(Lane,1998)ManagementinHOandsubsidiariesGermannationalsholdtopmanagementpositionsGermanlanguage(Fredrikssonetal,2006)Communicationandknowledgesharingbetweenheadquartersandsubsidiaries–“SiemensShareNet〞DifferentdegreesofautonomyaccrosssubsidiariesClosecouplingofEuropeansubsidiariesTightcontrolovernewsubsidiariesHighautonomyofUSandAustralianregionalheadquartersSiemensAustralia&NewZealandSiemenshasbeencreatingandapplyinginnovativetechnologysolutionsinAustraliaandNewZealandformorethanyears.HeadquartersinMelbournePrimaryproductareasinclude:water,energyandenvironment.R&DbudgetofA$9billion.Morethan2,500peopleat87locationsAustralianmodelofinternationalizationisverysimilartoUSAwhereheadquartershaveadegreeofautonomyandlocalexpertiseisofgreatimportanceDeparturefromNationalOrigins‘Germanness’vs.‘Anglo-Saxonization’Finance&OwnershipInvestorRelationsManagementStructureOrganizationalStructureHRPoliciesCulture(Ferner&Quintanilla,1998)(Ferner,Quintanilla&Varul,2001)Finance&OwnershipFocusonincreasingshareprice(ListingonNYSE)GrowingownershipofinstitutionalinvestorsWiedelydispersedownershipstructureLittleinfluenceofthe“Hausbank〞Crossownershipshieldingthecompanyfromfinancialmarketpressures(B?rsch,2004)InvestorRelationsTransparencyIndividualdivisionsMorepressureforpoorlyperformingsubsidiariesAmericanBusinessPracticesUSGAAPStocksasacqusitioncurrencyOrganizationalStructure1998:IntroductionofEconomic-Value-Addedconceptasthenewmanagementandcontrollinginstrument1999:Introductionofmanagementstockoptionplan2021:OrganizationalrestructuringLargelyindependentsectorsGreaterregionalautonomyManagementStructureInternationalexperienceascriterionforseniormanagementDegreesfrominternationallyrenownedBusinessSchoolsExternalhiringfromothertechnologycompanies/strategyconsultanciesCentralmanagementfunctionsremainlocatedinhomecountryandareheldbyhomecountrynationalsSlowandincrementaldecisionmakingHRPoliciesInternationaltrainingschemesfortopemployeesHostcountrynationalsholdkeypositionsinsubsidiariesPerformanceEvaluationSystemContinuingstakeholderorientation:EmployeeshareprogrammeCo-determinationRecruitmentforcorporatetopmanagementtakesplaceinGermanyComplytoforeignlabourmarketstructures(e.g.62%ofUSworkforcewithouttrainingorrelateddegree)CultureFormalizationandpublicationoforganizationalculturethroughmissionstatements,visions,etc.CommunicationsystemsPromotingcontinuouslearningthroughexperttrainingandanenvironmentwhichisbuiltuponinnovativethinking.Conclusion:IsSiemensaGlobalCompany?AccordingtoRugman’s(2003)typologySiemenscanbecharacterisedasahome-triadbasedMNE.GlobalBi-regionalHome-triadbaseHost-triadbaseAtleast20%ofsalesinall3partsofthetriadLessthan50%ofsalesinhome-triadbutatleast20%ofsalesin2partsofthetriadOver50%ofsaleswithinhome-triadOver50%ofsaleswithinhost-triad(Rugman,2003)SiemensSales2001Bartlett&Ghoshal(1989)andPerlmutter(1969):DoesSiemensfit?Bartlett&Ghoshal(1989)suggest4categoriesforMNCs(Multinational,global,internationalandtransnational).Siemensdisplayscharacteristicsindicitiveofbothmultinationalandinternationals.EthnocentricPolycentricGeocentricAuthorityandcontrolliepredominantlywithHQIdentifiablyGermanCommunicationflowsfromHQtosubsidiariesRecruitmentofhostcountrynationalswhothenremainwithintheirspecificsubsidiaryFocusondevelopinguniversalstandardswithlocallegitimacy(Perlmutter,1969)TheTransformationProcessSiemensisgraduallyshiftingtowardsanintergratedapproachinitsgrowthstrategy.(Krishnan,2006)Conclusion“Withapresenceinsome190countries,wecanoffercustomersfast,local,tailor-madesolutions.Andthatgivesusadecisivecompetitiveedge.〞(Siemens)B?rsch(2004)statesthatSiemensfollowsamulti-domesticstrategy.ThissupportsouranalysiswhichsuggeststhatSiemensisanMNCwitha“complexmixtureofchangeandcontinuity“(B?rsch,2004).ThereforeSiemenscannotbecategorisedintoaparticularbracket.IthascharacteristicsofvariouselementsofresearchbyBartlettandGhoshal,Perlmutteretc....ReferenceListBooksandJournalsBartlett,C.A.andGhoshal,(1989).Managingacrossborders:Thetransnationalsolution.Boston,MA:HarvardBusinessSchoolPress.B?rsch,A.(2004).Globalization,ShareholderValue,Restructuring:The(Non)-TransformationofSiemens.NewPoliticalEconomy,9(3),365-387.Ferner,A.,Quintanilla,JandVarul,M.Z.(2001).Country-of-origineffects,host-countryeffects,andthemanagementofHRinmultinationals:GermancompaniesinBritainandSpain.JournalofWorldBusiness,36(2),107-127.Ferner,A.,&Quintanilla,J.(1998).Multinationals,nationalbusinesssystemsandHRM:Theenduringinfluenceofnationalidentityoraprocessof“Anglo-Saxonisation〞?InternationalJournalofHumanResourceManagement,9(4),710–731.Fredriksson,R.,Barner-Rasmussen,W.,Piekkari,R.(2006),Themultinationalcorporationasamultilingualorganization:thenotionofacommoncorporatelanguage.CorporateCommunications:AnInternationalJournal,11(4),406-423.Krishnan,R.T.(2006).SubsidiaryInitiativeinIndianSoftwareSubsidiariesof.MNCs,Vikalpa,31,(1),61-71.Kristensen,P.andMorgan,G.(2007).Multinationalsandinstitutionalcompetitiveness.Regulation&Governance,1,197–212.Lane,C.(1998).Europeancompaniesbetweenglobalizationandlocalization:acomparisonofinternationalization