Christian Scholz/Joachim Zentes (Eds.) Strategic Management - New Rules for Old Europe

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1 Christian Scholz/Joachim Zentes (Eds.) Strategic Management - New Rules for Old Europe

2 Christian Scholz/Joachim Zentes (Eds.) Strategic Management New Rules for Old Europe GABLER

3 Bibliographic information published by Die Deutsche Bibliothek Die Deutsche Bibliothek lists this publication in the Deutsche Nationalbibliografie; detailed bibliographic data is available in the Internet at < Univ.-Professor Dr. Christian Scholz holds the chair in Business Administration, in particular Organisation, Human Resource Management and Information Management at Saarland University, Germany. He is Director of the Institute of Management Competence and Director of the Europa- Institut at Saarland University, Germany. Univ.-Professor Dr. Joachim Zentes holds the chair in Business Administration, in particular Foreign Trade and International Management at Saarland University, Germany. He is Director of the Institute for Commerce & International Marketing and Director of the Europa-lnstitut at Saarland University, Germany. 1st edition March 2006 All rights reserved Betriebswirtschaftlicher Verlag Dr. Th. Gabler I GWV Fachverlage GmbH, Wiesbaden 2006 Gabler is a company of Springer Science+Business Media. No part of this publication may be reproduced, stored in a retrieval system or transmitted, mechanical, photocopying or otherwise without prior permission of the copyright holder. Registered and/or industrial names, trade names, trade descriptions etc. cited in this publication are part of the law for trade-mark protection and may not be used free in any form or by any means even if this is not specifically marked. Cover design: Ulrike Weigel, Printing and binding: Wilhelm & Adam, Heusenstamm Printed on acid-free paper Printed in Germany ISBN X ISBN

4 Preface Perhaps it was not really meant the way it was said, but when Donald Rumsfeld used the term "Old Europe" in his famous speech of January 22, 2003, he coined a phrase to depict not the birthplace of modem society, but a graveyard of old and outdated ideas. Even though it is legitimate for many of us in Europe to oppose the underlying message of going to war in Iraq, it makes absolute sense to examine the rules of the game which Europe is currently playing and which it will play in the future. In doing so, it becomes obvious that important changes are taking place: Strategic Management - New Rules for Old Europe makes the hidden rules governing strategic management in Europe transparent. The book follows a "from - to" logic and takes the reader along the course of changing conditions and contingencies. Europe has not only witnessed major transformations such as the dramatic fall of the Iron Curtain, economic and monetary integration and the incorporation of new member states: Fundamental change can also be perceived with respect to the corporate responses to these ongoing dynamic changes. Strategic Management - New Rules for Old Europe is divided into four parts. Each of these consists of several contributions, starting with the focus on people, then on culture, then on systems. The first part, "Changes in the Institutional Environment", describes how the European labour markets are becoming more elastic (people), how the sense-making processes around the European Constitution have reached a new stage (culture), how accounting in Europe is converging to new standards (systems), how banking supervision in Europe is proceeding to Basel II (systems), and how European entrepreneurship has evolved (systems). The second part, "Changes for Companies: Outside-Inside-Perspective", presents the external market-driven movements for European companies. It investigates how customer life cycle orientation is integrated in relationship marketing (people), how cross-cultural branding can be assessed (culture), and how a European perspective in retailing is reached (systems). The third part, "Changes for Companies: Inside-Outside-Perspective", presents the internal organisation-driven movements. It shows how European virtual team building has advanced (people), how corporate culture in Europe uses the advantages of divergence (culture), and how supplier relationship marketing advances to relational purchasing (systems). The fourth part, "Consequences for Germany", addresses the management and leadership challenges in Germany as one of the dominant European countries. It develops a strategy map that intends to focus on offensive self-renewal (people/culture/systems).

5 VI Preface The majority of literature in international management is still based on the United States of America, with Americans as the underlying reference system. Given its focus on Europe, this book goes far beyond the scope of domestically-oriented books on management. Therefore, readers will become acquainted with some rather unfamiliar practices answering to the description of international management behaviour. They can add the distinct European perspective to their knowledge, and they can compare international management literature to the specificities of the European approach with all of its contemporary developments. Strategic Management - New Rules for Old Europe expands the reader's understanding of people, culture, and systems issues in management and gives valuable insights into the complexity of today's European management. Strategic Management - New Rules for Old Europe can be used by executives, managers, and (MBA) students in several ways: It is applicable to university teaching in strategic management, marketing, and Human Resource Management as well as to management seminars with focus on Europe. We would like to thank the many people who have contributed to this book, each from his/her unique perspective and with his/her expertise. The authors are part of the faculty of the Europa-Institut and show their outstanding commitment to our MBA programme by their contribution. Special thanks go to Lambert Scheer, M.A., Jonas Bastian, Sabine Herwig, Matthias Schu and the team of the Europa-Institut for their excellent editing of this book. Saarbriicken, January 2006 Christian Scholz and Joachim Zentes

6 Contents Preface V Changes in the Institutional Environment Udo Broil / Sabine Hansen European Labour Markets: From Low to High Labour Demand Elasticities 3 Wichard Woyke Sense-Making Processes in the Council of Ministers: From the ECSC to the European Constitution 25 Karlheinz Kiiting / Matthias Heiden Accounting in Europe: From National Accounting Charts to Globally Converging Standards 41 Hartmut Bieg / Gregor Kramer Banking Supervision in Europe: From Basel I to Basel II 73 S. Ramakrishna Velamuri / Marc Sosna European Entrepreneurship: From Deterministic Government Policy to Market Experimentation 83 Changes for Companies: Outside-Inside-Perspective RalfTerlutter / Peter Weinberg Relationship Marketing in European Consumer Goods Markets: From Marketing Mix Orientation to Customer Life Cycle Management 123

7 VIII Benoit Heilbrunn The Delights and Dangers of Global Branding: From Worldwide Brands to a Global/Local Dialectic 137 Bernhard Swoboda / Sandra Schwarz Dynamics of the Intemationalisation of European Retailing: From a National to a European Perspective 159 Changes for Companies: Inside-Outside-Perspective Volker Stein European (Virtual) Team-Building: From Optimism to Efficiency 203 Christoph I. Barmeyer /Eric Davoine International Corporate Cultures: From Helpless Global Convergence to Constructive European Divergence 227 Hanna Schramm-Klein /Dirk Morschett International Supplier Relationship Management: From Transactional to Relational Purchasing 247 Consequences for Germany Christian Scholz /Joachim Zentes A Strategy Map for Germany: From Passive Self-Pity to Offensive Self-Renewal 273 Index of Authors 303 Index of Subjects 309