Activity #6

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School
University of the Cumberlands **We aren't endorsed by this school
Course
BADM 624
Subject
Management
Date
Nov 19, 2023
Pages
3
Uploaded by EarlEmu767 on coursehero.com
1 Question I: MNE's Impact on Globalization The relationship between my little firm and the MNE is expected to change significantly when the MNE moves from Globalization 2.0 to Globalization 3.0 activities. The growth of MNEs into new markets, frequently through outsourcing and offshoring operations, was a defining feature of globalization 2.0. My small business participated at this stage as a supplier, offering a particular good or service to MNE (Teece, 2022). However, the MNE's operations are anticipated to become increasingly integrated and networked with the transition to Globalization 3.0, pushed by cutting-edge technologies and digitalization. The degree of collaboration and reliance between my company and MNE could increase due to this transformation. For the MNE to keep a competitive edge in the global market, its suppliers may need to provide more specialized and creative contributions. As a result, to fulfill the MNE's changing needs, my company needs to modify and improve its capabilities. This could entail investing in new technologies, improving the effectiveness of processes, or gaining knowledge in cutting-edge fields (Rothaermel, 2024). The MNE may also create stronger relationships with its suppliers by collaborating on research and development projects or exchanging strategic information to promote mutual growth (Lee et al., 2023). As both sides navigate the challenging terrain of international operations, the relationship between my little firm and the MNE in Globalization 3.0 will likely become more collaborative, dynamic, and strategically aligned. Question II: Ethics for Winning Success Organizational leaders can convey the desire to succeed and foster essential abilities while upholding moral conduct by stressing the value of honesty, fair play, and commitment to
2 ethical values. The organization's principles and code of conduct clearly state that moral behavior should always come first. Leaders might also set up training programs and workshops to teach staff members how to make ethical decisions and provide resources for ethical problems (Johnson & Abarbanel, 2022). Satya Nadella, CEO of Microsoft, is one instance of a company executive that encourages moral conduct while pursuing success. Nadella has highlighted the value of honesty, decency, and moral leadership throughout the organization (Simola, 2023). Microsoft has stressed ethical corporate practices under his direction, including steadfast dedication to privacy; team leaders are essential in fostering high moral standards and creating a competitive drive. They can set an example by acting morally and ethically throughout their decisions and activities. They can encourage an environment where workers feel free to voice ethical issues (Rothaermel, 2024). Team leaders can foster an environment that promotes moral behavior and supports the idea that success should be attained through ethical methods by offering direction, support, accountability: security, and regulatory adherence. Patagonia, a manufacturer of outdoor apparel and equipment, illustrates a business that succeeded by abiding by the law and the rules. Patagonia is renowned for its dedication to ethical corporate conduct and environmental sustainability (Angerer et al., 2022). The corporation has established strict criteria for its supply chain, ensuring ethical labor practices and ecological responsibilities. Despite the difficulties, Patagonia has maintained high moral standards while pursuing its objectives and has attained extraordinary success and brand loyalty.
3 References Angerer, M., Mwanza, R., Miller, S., Pulikanti, S. R., Suzuki, R., & Robertson, R. W. (2022). Sustainability Marketing as a Success Factor-The Path of Patagonia Before and After Covid-19. i-Manager's Journal on Management , 17 (2), 40. Johnson, M. R., & Abarbanel, B. (2022). Ethical judgments of esports spectators regarding cheating in competition. Convergence , 28 (6), 1699-1718. https://doi.org/10.1177/1354856522108921 Lee, J. Y., Kim, D., Choi, B., & Jiménez, A. (2023). Early evidence on how Industry 4.0 reshapes MNEs' global value chains: The role of value creation versus value capturing by headquarters and foreign subsidiaries. Journal of International Business Studies , 1-32. https://doi.org/10.1057/s41267-022-00596-6 Rothaermel, F. (2024). Strategic Management: Concepts Simola, S. (2023). Corporate Crisis Management and Business Ethics. In Encyclopedia of Business and Professional Ethics (pp. 401-404). Cham: Springer International Publishing. https://doi.org/10.1007/978-3-030-22767-8_1304 Teece, D. J. (2022). A wider‐aperture lens for global strategic management: The multinational enterprise in a bifurcated global economy. Global Strategy Journal , 12 (3), 488-519. https://doi.org/10.1002/gsj.1462
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