International synergy management: A strategic approach for raising efficiencies in the cross-border interaction process

Thèse de Master , 2011 , 130 Pages , Note: 1,3

Gestion d'entreprise - Direction d'entreprise, Management, Organisation

Global economic integration has changed business conditions significantly. Due to their limited financial and human resources it was initially difficult for German small and medium-sized businesses to internationalize. Nowadays, this business segment is heavily approaching foreign markets. Export is still the dominating internationalization mode, however it is supplemented by the relocation of selected business activities or entire value networks to foreign markets. Corporations operating internationally and establishing foreign subsidiaries are facing the obligation as well as the challenge to profit from cross-border interaction. However, potential synergetic benefits provided by the international environment are accompanied by even more demanding challenges.
This dissertation elaborates to which extend German small and medium-sized manufacturing businesses could benefit from the implementation of a strategic cross-border synergy management. The study is based on a single case study deriving the research hypotheses and a survey investigating cross-border interaction throughout a sample of small and medium-sized manufacturing businesses. Research findings indicate that headquarter - subsidiary interaction within this business segment provides unutilized synergetic potential, as barriers are blocking the optimal design of cross-border interrelationships. In contrast to the organisational requirements proposed by scientific experts, a significant part of the responding companies are not actively controlling and managing these barriers in a strategic and comprehensive way. Extensive systems thinking and a holistic management approach are required in order to profit from synergetic interaction.
“Synergies are not realized by themselves – they have to be identified and actively developed within a professionally coordinate process. Management of synergy seeking organizations is asked for intensive efforts beyond daily operations” (Weber and Roventa, 2006).
Based on the research findings this paper proposes a holistic framework, designed for strategists of small and medium-sized manufacturing business. It outlines the establishment of the cross-border synergy management concept as part of the corporate strategy and the efficient and effective management of international interaction.

Inhaltsverzeichnis (Table of Contents)

• 1 Introduction
• 1.1 Research Background
• 1.2 German small and medium-sized businesses as research object
• 1.3 Research Problem and Objectives
• 1.4 Research Scope
• 1.5 Research Pertinence
• 1.6 Research Structure
• 1.7 Definitions
• 2 Literature Review
• 2.1 Overview
• 2.2 The concept of synergetic interaction in the business context
• 2.2.1 Definition
• 2.2.2 Types of synergetic interaction
• 2.2.3 Positive effects of synergetic interaction
• 2.2.4 Negative effects of synergetic interaction
• 2.2.5 Synergetic interaction and the competitive advantage
• 2.2.6 Barriers blocking synergetic interaction
• 2.3 Synergy Management
• 2.3.1 Synergy Management as Corporate Strategy
• 2.3.2 The Synergy Management Process
• 2.3.2.1 Identifying potential synergetic interaction (Definition Phase)
• 2.3.2.2 Quantifying potential synergetic interaction (Definition Phase)
• 2.3.2.3 Coordinating ways to achieve synergetic inter. (Planning Phase)
• 2.3.2.4 Management Tools & Techniques (Implementation Phase)
• 2.3.2.5 Monitoring of Synergetic Interaction (Control Phase)
• 3 Methodology
• 3.1 Practical implementation of synergetic interaction
• 3.1.1 Research Approach and Procedure
• 3.2 Research Design
• 3.2.1 Research Strategies
• 3.2.1.1 Case Study Research
• 3.2.1.2 Survey Research
• 3.2.2 Research Choice
• 3.2.3 Research Time Horizont
• 3.2.4 Research Techniques (Data Analysis)
• 3.3 Evaluating primary research design
• 3.4 Secondary Research
• 4 Hypotheses Derivation
• 4.1 Case Study
• 4.2 Research Hypotheses
• 5 Research Analysis and Discussion
• 6 Recommendations and Conclusion
• 6.1 Recommendations
• 6.1.1 Synergy Management – Strategic Perspective
• 6.1.1.1 Provide Orientation
• 6.1.1.2 Define Management Power and Authority
• 6.1.1.3 Provide Chance & Incentives
• 6.1.1.4 Cost-Benefit Analysis
• 6.1.1.5 Summary Strategic Perspective
• 6.1.2 Synergy Management - Operational Perspective
• 6.2 Conclusion
• 6.3 Study limitations and supplementary research

Zielsetzung und Themenschwerpunkte (Objectives and Key Themes)

This dissertation examines the potential benefits of implementing strategic cross-border synergy management within German small and medium-sized manufacturing businesses. The study is grounded in a single case study, which generates research hypotheses, and a survey investigating cross-border interaction among a sample of these businesses. The primary goal is to determine the extent to which these businesses can benefit from this approach.
• The impact of global economic integration on German small and medium-sized businesses.
• The nature and benefits of synergetic interaction in an international business context.
• Barriers hindering the realization of synergetic potential in cross-border interactions.
• The development of a holistic framework for strategic cross-border synergy management.
• The application of this framework to German small and medium-sized manufacturing businesses.

Zusammenfassung der Kapitel (Chapter Summaries)

• Chapter 1: Introduction introduces the research background, research problem, objectives, scope, pertinence, structure, and definitions related to the study.
• Chapter 2: Literature Review provides a comprehensive overview of the concept of synergetic interaction in the business context, discussing its definition, types, positive and negative effects, competitive advantage, and barriers. It also explores the principles of synergy management, including its role as a corporate strategy and the key elements of the synergy management process.
• Chapter 3: Methodology outlines the research approach and procedure, detailing the chosen research design, strategies (case study and survey research), research choice, time horizon, and data analysis techniques. It also discusses the evaluation of the primary research design and the use of secondary research.
• Chapter 4: Hypotheses Derivation delves into the derivation of research hypotheses based on the case study. The chapter presents the case study details and the resulting research hypotheses.
• Chapter 5: Research Analysis and Discussion analyzes and discusses the findings of the research, examining the collected data and drawing conclusions.
• Chapter 6: Recommendations and Conclusion provides recommendations for implementing strategic cross-border synergy management in German small and medium-sized manufacturing businesses, focusing on both the strategic and operational perspectives. It also presents the conclusion of the study and discusses study limitations and potential avenues for further research.

Schlüsselwörter (Keywords)

The primary keywords and focus topics of this dissertation include internationalization, cross-border interaction, synergy management, small and medium-sized enterprises (SMEs), manufacturing, strategic management, organizational barriers, competitive advantage, and research methodologies like case study and survey research.

• Université: South Bank University London (International Business)
• Note: 1,3
• Auteur: Patrick Daum (Auteur)
• Année de publication: 2011
• Pages: 130
• N° de catalogue: V193107
• ISBN (ebook): 9783656182153
• ISBN (Livre): 9783656182436
• Langue: anglais
• mots-clé: International, Synergien, Effizient, Prozessoptimierung, Synergies, Länderübergreifend, Auslandsniederlassung, Headquarter