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Conceptualising corporate strategies versus emerging economic processes Jean-Marc Roda - [email protected] CIRAD - UPM 15/03/2012, Bogor Thursday, March 14, 2013
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Conceptualising corporate strategies
versus emerging economic processes
Jean-Marc Roda - [email protected] - UPM
15/03/2012, Bogor
Thursday, March 14, 2013
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AGRICULTURAL RESEARCH FOR DEVELOPMENT
Timber and industrial wood
Firewood
Thursday, March 14, 2013
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AGRICULTURAL RESEARCH FOR DEVELOPMENT
Timber and industrial wood
Firewood
OilForest productsAgricultural commoditiesEquipment goods
Thursday, March 14, 2013
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Thursday, March 14, 2013
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Thursday, March 14, 2013
Why to question corporate strategies and policies ?• Economic processes influence corporation strategies and
policies (corporate policies are formal or informal guiding principles directing a company's activities)
• Emerging transnational corporations involved in the agro-forest sector have a growing influence on South- South governments agricultural and forest policies - sometime more than labels, international standards, boycotts etc...
• Corporate strategies and policies govern expansion plans and relations/influences with/on governments
Thursday, March 14, 2013
The “obscure”nature of “chinese” transnationals
Thursday, March 14, 2013
Example 1 : Ta Ann
Thursday, March 14, 2013
Example 1 : Ta Ann
Thursday, March 14, 2013
Example 2 : OLAM
Thursday, March 14, 2013
Conceptual confusions
• Chinafrica
• Chindiafrica
• Chinese investments in Africa
• Asian corporations in Africa
• “indian” firms (in Africa and SEA) i.e. OLAM
• “chinese” firms in (Africa and SEA) i.e. RH, WTK, Vicwood etc.
Thursday, March 14, 2013
A list of SEA corporations involved in oil-palm and forest• OLAM (“Indian ?”)
• FELDA (“Malaysian” Private ?)
• Sime Darby (“Malaysian” Private ?)
• Ta Ann (“Chinese” ?)
• WTK (“Chinese” ?)
• Sinar Mas (“Indonesian” ?)
• RH, Vicwood, Afriventures, ...
=> Singaporean, family owned and managed
=> Federal Land Development Authority, managed by civil servants
=> Former colonial private plantations, now state owned
=> Malaysian, family owned and managed
=> Malaysian, family owned and managed
=> Indonesian chinese, family owned and managed
=> QUESTIONS: what are the pertinent criteria ? ethnics, corporate structure, shareholding, ownership, management style... ?
Thursday, March 14, 2013
Journal of Management Research !""#$ %&'%()&&*$
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Typologies Strategies proposed Classification variables
Ansoff (1965)
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457<B8E$
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Buzzell et al. (1975) OI:0F:;=
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Utterback and Abernathy (1975)
LB7H/745;6B$K5G:4:Q:;= L7/FI68$5;F$D7/6BEE$:;;/J58:/;$"50BE$K5G:4:Q:;=
R/E8$K:;:4:Q:;=
Miles and Snow (1978)
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NBHB;FB7TB568/7
Hofer and Schendel (1978)
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M7/389L7/H:8
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Patel and Younger (1978)
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Vesper (1979)
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Porter (1980)
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Wissema et al.(1980)
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Miles and Cameron (1982)
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Typologies Strategies proposed Classification variables
Miller (1988) !;;/L58/7I
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Schuler and Jackson (1987)
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Herbert and Deresky (1987)
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Mintzberg (1988)
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Venkatraman (1989)
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Wright et al. (1992)
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Ward et al. (1996)
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Thompson and Strickland (1999)
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I87B;=89$R:KKB7B;8:58:/;
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Kim and Mauborgne (1999) .50DB$!;;/L58:/;$ P/4HB8:8:LB$5EL5;85=B$
Chang et al. (2002) V7B(B4H8:LB>Z:7I8$4/LB7 R:4B;I:/;I$/K$6/4HB8:8:LB$
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Hitt et al. (2007)
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Journal of Management Research !""#$ %&'%()&&*$
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Taxonomies Strategies Proposed Classification Variables
Galbraith and
Schendel (1983)
M57LBI8 $"8758B=G$H/I8D7B$5;E$I8758B=G$E:7B68:/;$C@/850$+N$L57:5A0BIF$
O/7$89B$6/;ID4B7$=//EI$:;EDI87G$
PD:0EB7Q/;8:;D:8GQ0:4AB7#:69BQ5I9/D8
R/3$Q/44:84B;8 "8758B=G$H/I8D7B$5;E$I8758B=G$E:7B68:/;$C+N$L57:5A0BIF$
O/7$89B$:;EDI87:50$H7/ED68$:;EDI87G$
S5:;8B;5;6BT7/389#:69B$
Hambrick (1983)
Q/I8$RB5EB7I9:H$ "8758B=:6$69/:6B$5;E$I8758B=:6$H/I:8:/;$5887:AD8BI$O/7$E:I6:H0:;BE$65H:850$
=//EI$45<B7I$UIIB8$Q/;I6:/DI$O/00/3B7IM:=9$VD50:8G$TB;E574B
P7/5E$P5IBE$W:KKB7B;8:58:/; "8758B=:6$69/:6B$5;E$I8758B=:6$H/I:8:/;$5887:AD8BI$O/7$5==7BII:LB$45<B7I$/K$6/4H0BJ$65H:850$=//EI$
X7/IHB68/7I$UIIB8$Q/;I6:/DI$O/6DIB7I$
Robinson and Pearce (1988)
YKK:6:B;6G$5;E$"B7L:6B
+Z$6/4HB8:8:LB$4B89/EI$
#/$Q0B57$"8758B=G"B7L:6B>9:=9(H7:6B$457<B8I$5;E$P75;E$Q95;;B0$
!;K0DB;6BX7/ED68$!;;/L58:/;$5;E$
WBLB0/H4B;8P75;E$
!EB;8:K:658:/;>Q95;;B0$!;K0DB;6B$5;E$YKK:6:B;6G
Kim and Lim (1988) X7/ED68$W:KKB7B;8:58/7I
%[$I8758B=G$L57:5A0BI$S57<B8$W:KKB7B;8:58/7I\LB7500$Q/I8$RB5EB7I"8D6<$!;$89B$S:EE0B
Douglas and Rhee
(1989)
P7/5E$R:;B7 $S57<B8:;=$8568:6I-$457<B8$I6/HB-$ADI:;BII$IG;B7=G$C%Z$
I8758B=G$L57:5A0BIF$
!;;/L58/7!;8B=758BE$S57<B8B7R/3$VD50:8G#:69B7"G;B7=:I8
Huang (2001) !;;/L58:/; Y:=98$I858B4B;8I$5A/D8$I8758B=G$Q/I8$0B5EB7I9:H
"8D6<$:;$89B$S:EE0BLillo and Lajara
(2002) W:KKB7B;8:58:/; #:;B8BB;$L57:5A0BI$
EBI67:A:;=$5$K:74]I$6/4HB8:8:LB$I8758B=G$
!;;/L58:/;X7/ED68$\KKB7:;=
U==7BII:LB$=7/389$3:89$;577/3$IHB6:50$H7/ED68
Powers and Hahn (2004)
TB;B750$W:KKB7B;8:58:/; +N$6/4HB8:8:LB$4B89/EI$O/6DI
"8D6<$!;$89B$S:EE0BQ/I8$RB5EB7I9:H
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Linking corporate structure, strategy, and policy
Thursday, March 14, 2013
Linking corporate structure, strategy, and policy
• Michael E Porter , 1980 : "Competitive Strategy: Techniques for analyzing industries and competitors"
• Murray Weidembaum, 1994: “The bamboo network”
Thursday, March 14, 2013
Building typologies with set of pertinent variables
Family typeSectoral typeManagement fund
type
:)"'0++3"'0+'%$(',%#2$-"'()"'*$3%(-#6'$-';)0%"+"'$-'<%&0,%'$-'9"+("-%6'73(','+"('$='7"),>0$3-+6'5-,*1*"+',%&'+(-,("/0"+6'(),('9"'90..'&"+*-07"',%&'-".,("'($'+(-3*(3-"+',%&'*$-5$-,("'(#5$.$/0"+
La Porta et al., 1999: Corporate ownership around the world
Thursday, March 14, 2013
.)'05)0'&"/=")1&"$()&'(,F/(,+"(&)@/'E:9/@,'#-",("&?*+,(,F/("/="*',5F5&-
AGRICULTURAL RESEARCH FOR DEVELOPMENT
WTK Papua
Associative
Franchise &Personal loan
Managers
Workers
WTK Sarawak
Retail, supermarkets, diversification
LogsInitial capital for diversification
Sawmill+ plymill
Financial flowDecision line
Thursday, March 14, 2013
