They go for developing specific products and services, acceptable to local markets. Transnational organizations develop blending of the international and multi-domestic approaches to optimize their locational advantages and also to reap the benefits from optimal sourcing.
They customize their product and service-mix on region basis and, at the same time, gam the advantage from their worldwide centers of operations. Unilever, Proctor and Gamble and NEC are the good examples of this type of organization (Bartlett and Ghoshal, 1998). Informated organizations manage information up and down the organization, making an extensive use of computers and other related supports.
They are low in virtualization and high in IT infusion (Shoshana Zuboff, 1988). Cellular organizations are characterized by small, autonomous work groups or business units, which are self governed and which can grow, reproduce and form relations, as per their need (Miles et al, 1997).
In fact, they are different from our earlier discussed SBUs or IBUs in a sense that they can operate more independently, even crossing the boundary of cells. Networked organizations develop active linkage between internal and external organizations to meet the knowledge needs.
They are a mix of virtualizations and IT infusion and are also active in making strategic alliances. Many organizations, in order to survive in a diverse global environment, develop a corporate culture, which is a learned, shared, relatively enduring, interdependent system of meanings that classify, code, prioritize and justify activities within the organization and towards external environments it has defined as relevant.