Abstract
One hundred years of worldwide operations illustrate the Ford Motor Company as the open system with multiple interactions with the global environment. Those interaction for the corporation had started with the market-product expansion through standardization. The original strategy was successful not only in home country but remained competitive internationally for a very long time. And only after almost fifteen years of operation the company prioritized adaptation above standardization. Exactly, that was a time of jeopardized globalization, which in turn had produced absolutely new business environment. Organizational adaptation to the international business environment is difficult. [6] First, it requires respond to business environment, second, it requires development and restructuring of company’s organization design and strategy. It is difficult for a large corporation even more. And third, in a case of a large global corporation in automotive industry, it requires a spot-on equilibrium between standardization – automobile is a product with widespread acceptance, and adaptation – plants location in multiply countries involves the knowledge of multiply environmental dimensions. Ford Motor Company (Ford) entered the business world on June 16, 1903, when Henry Ford and 11 business associates signed the papers of incorporation for one of the world's largest companies. With $28,000 in cash those industrialists gave birth to USA based market leader in automotive industry, headquarter in Dearborn, Michigan. Today the corporation operates 77 plants and offices located on six continents, with about 166,000 employees worldwide. [2] Five years after the founding of Ford, the Model T debuted, the vehicle was highly standardized and low cost – the key characteristics of global product. In fact, Henry Ford referred to the Model T as
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