A Study on Practice of Metanational Management A Case Study of HSBC Group

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  • メタナショナル経営の実践に関わる一考察 : HSBCグループの事例を中心に
  • メタナショナル ケイエイ ノ ジッセン ニ カカワル イチ コウサツ HSBC グループ ノ ジレイ オ チュウシン ニ

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In this paper, a case on HSBC Group is studied with a focus on the activities of its international managers. Operating commercial banking internationally is said to be more difficult than investment banking due to various challenges a bank faces in being accepted by the local community. To date, discussions involving multinational retail banking practice have been mostly based on the product life cycle theory developed in the 1960s. That is to say, firms' competitive advantages are cultivated based on the strengths of their mother country markets. However, there have been exceptional cases with the conclusion of these discussions. HongkongShanghai Bank, established in Hong Kong in the 19th century as a British overseas bank, has been largely successful in launching and operating multinational retail banking despite Hong Kong's disadvantages with regard to its market size and econo-political fragility. HongkongShanghai Bank, along with Citibank, is one of the few institutions who operate challenging retail banking in multinational markets. This paper examines the organizational dynamics of HSBC Group by comparing activities of international managers to those of country managers discussed in the global matrix organizational model and transnational management model. This paper also indicates that international managers have been functioning as knowledge carriers as well as knowledge magnets discussed in metanational management model. In fact, HSBC has acquired significant resources externally through cross-border mergers and acquisitions and been highly successful in connecting and integrating them with its own resources. HSBC's international managers have played a significant role in achieving success with those ventures.

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