In China, I would appoint an Australian CEO. This choice is explained by the fact that internal factors such as the company’s mission, corporate objective and strategies in addition to capabilities give hopes and opportunities for successful penetration and development at the international markets, including Chinese and Japanese markets. However, while penetrating into international markets like China and Japan, the company should be innovative and creative in its advertising and promotion oriented specifically for the target audience while leaving the same core principles and values the company has at present. Active involvement in international markets brings about organizational complexity. A company faced with world opportunity requires coordinated action, which is difficult to achieve.
The integration of foreign operations with national operations, while retaining the flexibility necessary to solve problems according to the uniqueness of each environment, poses a major challenge to the company’s organizational genius. Problems of organization in multinational companies centre on ownership arrangements and control. Companies would probably prefer to serve overseas markets from their home plants, whereas foreign countries would most likely prefer the establishment of overseas facilities. Government regulations growing out of nationalism can compel the latter. Traditionally, a company’s global activities have been grouped into an international division.