Global Networks: The Vodafone-Ericsson Journey to Globalization and the Inception of a Requisite Organization

Cover......Page 1
Contents......Page 8
List of Figures......Page 11
Abbreviations......Page 12
Acknowledgements......Page 14
Globalization......Page 16
Globalization and Organization......Page 17
Transformation......Page 18
Horizontal and Virtual Organizational Relationships......Page 19
Vodafone in the Wireless Telecommunication Industry......Page 21
Virtual Global Organization Models......Page 24
Strategic Interorganizational Relationships......Page 27
Organizational Culture and Leadership......Page 30
The Messages......Page 32
From Racal to Vodafone......Page 35
Telefonaktiebolaget LM Ericsson......Page 39
Merger and Acquisitions......Page 41
Creation of the Global Brand......Page 44
Manchester United, Cricket, and Ferrari......Page 45
Move to the Next-Generation 3G Technology......Page 46
The Telecom Industry Introduction of the Reverse eAuction......Page 51
Vodafone to March 31, 2006......Page 52
Vodafone......Page 54
Ericsson......Page 55
The Commencement of the Journey Toward a Global Network......Page 57
Summary of the Inaugural Global Forum and Outcomes......Page 63
Athens, Greece......Page 65
Amsterdam, Holland......Page 66
Nynashamn, Sweden......Page 68
Cairo, Egypt......Page 70
Sydney, Australia......Page 71
Lisbon, Portugal......Page 73
Bucharest, Romania......Page 74
eRelationship......Page 75
The Invisible Organization......Page 83
Persuasion and Leadership......Page 85
Leading Change......Page 90
The Emergent Global Network Culture and Requisite Organization......Page 92
The Ensuing Emergent Requisite Organizational Model......Page 98
Summary......Page 100
Moving the Requisite Global Organization On......Page 103
OpCos and Lead OpCos......Page 105
Organizational Transformation......Page 110
Multiple Global Suppliers and Adapting the Requisite Organizational Model......Page 111
Communities and Social Networks......Page 112
Communities and Trust: The Invisible Organization......Page 115
Formalization and Governance......Page 118
Engaging the International Suppliers Globally......Page 121
The Complexity of Interests and the Variation Across OpCos......Page 124
The Creation and Implementation of Network Infrastructure Reverse eAuctions......Page 127
The Actual Benefits of Globalization to Vodafone, to the Suppliers, and to the OpCos......Page 129
The Accumulated Social Capital......Page 132
Transformational Change......Page 134
One Vodafone......Page 135
Senior Management May Not Like What It Cannot Formalize......Page 148
Ineffective or Globally Inexperienced Management May Tend Toward Control......Page 149
Cooperation Versus Competition Always Involves Tension......Page 158
Centralization May Be Driven by Stereotypical Experience and a Conformist Culture......Page 160
Yet More Unfinished Vodafone Business Perhaps?......Page 162
Managing Distance and Time......Page 165
Control, Management, and Leadership......Page 166
Organizational and Interorganizational Structure......Page 168
Change and Leadership......Page 169
The Performing Invisible Organization......Page 171
Experiential Learning......Page 173
Management and Leadership Development......Page 174
The Benefits of Age and Experience......Page 178
Culture and Stereotypes......Page 180
Going Global Is a Transformational Journey......Page 183
Going Global Means Going Beyond International......Page 187
Going Global Means Working Together......Page 192
Going Global Involves Getting People Going......Page 195
Inception of a Requisite Organization......Page 198
Postscript......Page 205
Notes......Page 207
Index......Page 218