Comparison research on organization ability formation process of global venture

尽管历史上很早就进入国际市场的BGC公司有着创新的形象，但我们的研究描绘了一幅不同的图景。BGC在进军非关联业务方面相对犹豫不决，并仔细考虑了其增长速度和管理体制。它专注于稳定地利用其核心业务。与其他更传统的公司相比，它也更强调在领导决策方面的组织共识。BGC认识到，像全球化这样的大型投资决策需要的不仅仅是一个领导者的知识。BGC早期的全球化确实有助于其在开发核心技术时专注于广泛的技术领域，就其全球业务的发展而言，结果不出所料：传统公司的决策更加集中。另一方面，BGC通过将战略联系起来保持控制权，同时让当地国民担任其全球子公司的总裁。因此，该公司试图在其国际业务发展中平衡决策的集中化和分散化。

Although Born Global Company (BGC), which entered the international market early on in its history, has an image of innovative, our research paints a different picture. BGC is relatively hesitant to enter into non-related business, and carefully considers its speed of growth and management system. It is focused on steadily leveraging its core business.It also places more emphasis on organizational consensus with regards to leadership decisions than other more traditional companies. BGC recognizes that a large investment decision, such as globalization, requires more than the knowledge of a single leader.BGC's early globalization did contribute to its focus on a wide range of technological fields when developing its core technology, In terms of the development of its global business, the results were as predicted : traditional companies had more centralized decision-making. BGC, on the other hand, maintains control through linking strategies while placing local nationals as presidents of its global subsidiaries. Accordingly, the company attempts to balance centralization and decentralization of decision making in its international business development.