ABSTRACT

This chapter discusses different organisational designs to tackle the firm's international market engagement, and relates them to the firm's strategic position in the Strategic Windows model. It then briefly discusses the role of top management and potential internal organisational tensions inherent in the internationalisation of the firm. Top management should relate to the owners, primarily through the board of directors, and bring the internationalisation process to the agenda at board meetings. The chapter also discusses the potential areas of conflict between related departments of the firm. These conflicts emerge in the wake of different demands from customers in different countries and in the intersection of different demands within the firm. It is suggested that such conflicts are alleviated through implementation of a clan culture within the firm, with a common purpose and common sets of beliefs. The concrete structure of the organisation helps management distribute tasks among the different members and departments of the firm.