Respuesta :
Answer:
1. Global. It's level of Integration goes beyond multinational. The collection of parts and subassemblies coming from other countries is carefully orchestrated. It is not transnational because it's "home" is clearly the US and there is little sense of local responsiveness.
Explanation:
we found here 3 option they are
- global. its level of integration goes beyond multinational. the collection of parts and subassemblies coming from other countries is carefully orchestrated. it is not transnational because its "home" is clearly the u. s., and there is little sense of "local responsiveness."
- multinational. its level of integration is not enough to be global. also it buys resources, creates goods and services, and sell goods and services in a variety of countries.
- transnational. its material, people, and ideas transgress national boundaries. it combines the benefits of global-scale efficiencies with the benefits of local responsiveness. it is not global because the core competence does not reside in just the "home" country but can exist anywhere in the organization.
correct option is (1) as Boeing 786 has partners and suppliers in more than a dozen countries. More than 35% of these are made in Japan and more than 10 in Italy. 70 to 80% of Dreamliners are manufactured by other companies.
This is typical of the global strategy, where the partner countries are involved in the development process, but the final development takes place in the parent company. The Boeing 787 is a very high-tech product, so there is almost no local accountability. So this is a global strategy
