Case: Corning Glass Works International

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Case: Corning Glass Works International Theoretical Framework The company in this case is Corning International Corporation (CIC), which is a separate international organization of the company Corning Glass Works (CGW). CIC has had many problems during the years; mainly with internationalization and the structure of the company. A lack of sufficient coordination and integration within the domestic organizations led to independent actions of the domestic and foreign organisations; they did not work together towards common goals. One main problem was born when the parent company decided to integrate a new accounting system to every subsidiary. The subsidiaries had problems whit adapting the new program, because they could not understand it. That is why they decided to use their old and new accounting program parallel with each other. This was very laborious for the subsidiaries, and took a lot of time, reducing the efficiency. When the company continued to expand internationally, bigger problems arose. The management of the different subsidiaries were organised geographically, so big decisions where usually taken on a country to country basis. Their subsidiaries acted independently of one another and don’t act in a manner that is most beneficial for the firm. For example, they take significant time to resolve disputes and in many cases Behm was the only one able to solve them. This time costs money, especially if clients or potential clients become discouraged from purchasing Corning resources. Furthermore, Forrest Behm needs time for coordinating the international markets and the actions of the subsidiaries takes time from his ability to do this. Also, as the subsidiaries act independently it leads to that sometimes two or more subsidiaries chase after the same potential client. And this if something is not profitable for the company. The efforts to fix

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