Globalization and Corporate Strategy Term Paper by Nicky

A look at the impact of globalization on corporate strategies.
# 151208 | 1,185 words | 10 sources | APA | 2012 | US
Published on May 29, 2012 in Business (Companies) , Business (International) , Economics (Globalization)

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This paper evaluates the many facets of international expansion and globalization from the standpoint of their effects on corporate strategy. First, the paper analyzes various factors which contribute to a company's success in expanding globally. These are discussed individually and then shown how they relate to the overall picture of developing a corporate strategy that considers globalization. Next, the paper considers the importance of understanding cultural variations when doing business internationally. Then, the paper discusses how globalization has encouraged international innovations centers, further giving examples of companies that have done this. The paper concludes by noting that international expansion and globalization's impacts on corporate strategy can be seen most clearly from the aspects of compliance, cultural considerations, manufacturing and supply chain and logistics areas.


The Many Facets of International Expansion and Globalization
Cultural Considerations
Supply Chains and Logistics

From the Paper:

"Another significant factor affecting corporate strategy from an international expansion and globalization context is the need to plan for cultural variations within organizations and with suppliers, buyers, and partners. One of the most commonly used frameworks for accomplishing this is the Cultural Dimensions Model (Hofstede, 1993). Dr. Geert Hofstede developed the Cultural Dimensions Model while at IBM to assist its managers in better acclimating to foreign regions and nations. The Cultural Dimensions Model provides insights into how sociological variations between nations influence communication, transparency, transactions and trust. International expansion and globalization has made the Hofstede Cultural Dimensions Model all the more relevant. No longer can organizations afford to be ethnocentric or myopic in their views of how to operate their companies in foreign regions or nations. International expansion and globalization is forcing the issue of cultural fit as a consideration into corporate strategies. It is also redefining the foreign market entry strategies as well, from acquisition of an existing company, to joint ventures to merging with another company in the region or nation of interest. These decisions of business model structure are predicated in part on the cultural variations of the foreign country to an organizations' home nation as well."

Sample of Sources Used:

  • Susan Christopherson. 2007. Barriers to 'US style' lean retailing: the case of Wal-Mart's failure in Germany. Journal of Economic Geography: Transnational Retail, Supply Networks, and the Global 7, no. 4, (July 1): 451-469.
  • Jeffrey H Dyer and Kentaro Nobeoka. 2000. Creating and managing a high-performance knowledge-sharing network: The Toyota case. Strategic Management Journal: Special Issue: Strategic Networks 21, no. 3, (March 1): 345-367.
  • Ferdows, Kasra. 2006. Transfer of Changing Production Know-How. Production and Operations Management 15, no. 1, (April 1): 1-9.
  • Ferdows, Kasra. 1997. Making the most of foreign factories. Harvard Business Review, March 1, 73-88.
  • James A. Hall, and Stephen L. Liedtka. 2007. The Sarbanes-Oxley Act :implications for large-scale IT outsourcing. Association for Computing Machinery. Communications of the ACM 50, no. 3, (March 1): 95-100.

Cite this Term Paper:

APA Format

Globalization and Corporate Strategy (2012, May 29) Retrieved May 27, 2023, from

MLA Format

"Globalization and Corporate Strategy" 29 May 2012. Web. 27 May. 2023. <>