Organizational Structure and Form of Wavin Organizations set up certain organizational design and structure in order to gain efficiency

and effectiveness through the use of human resources for attaining goals and derive a sustainable competitive advantage. Also, there is a need to ensure resources are shared for corporate goals and strategy. Therefore, there is also another problem associated to coordination, communication, and control. The optimal solution for the right design is a continual search for every organization. Right design can give an organization efficiency or organizational effectiveness in the market. Design also affects the overall performance of an organization through employeess motivation, productivity and etc. Therefore, organizational structure can be a solution to many problems like it did in Wavin. The area-structure enables Wavin a cost efficiency because pipes need to close to the customers. Delivery, repair, and maintenance cost may also be lower with this structure. The area-structure keeps close the countries in certain regions so that knowledge sharing is much more integrated. Each of the regions operates as a profit center. The globalization of business is making it more important to understand how multinational corporations can operate effectively. Companies must continuously try to capture the globalscale efficiency, respond to national markets, and increase its learning capability in order to stay focus on innovation across borders. Wavin adopts the structure of global for those goals. In the global form, there is a replication of the home country approach because differentiation is not big problem. This form involves tight control by region, standardized products and practices and high degree of centralization. Since plastic pipes do not requires that much change in the product they do not need differentiation in the national markets. Of course some exceptions may occur. For example, in Germany the joint of plastic pipes used to be relatively different to other countries. However, global form assumes that national markets are similar and there is a little need for differentiation. Integration- Responsiveness Framework Understanding a company's global strategy can also lead to the understanding of how they are concentrating activities globally and coordinating dispersed activities in order to achieve cost efficiency and differentiation. Wavin primarily focused on cost efficiency. They are very local organization because transporting plastic pipes is very expensive so they open subsidiaries in where they want to operate and enter a new market. Under these circumstances, we can also say that they have high responsiveness. They are successfully implementing elements of local responsiveness which is differentiating products successfully and easily adopting cultures, markets and business practices. An example for differentiating products can be given to different joints of pipes in Germany and the Netherlands because of the differences of the joints of pipes in Germany, Wavin has to adopted a new business practice in Germany. This is also creates competitive advantage.

On the other hand, Wavin has high integration in order to gain efficiency because global integration also links to cost reduction practices across national markets. The acquisition by Mexichem is an example for how they are trying to achieve a higher global integration by having a demand heterogeneity across economically and culturally diverse market, demand and consumer behavior. In conclusion, all companies want to have higher local responsiveness and higher global integration in order to stay competitive in the market and to have a leading market position. What Wavin is doing is the same but global integration has to be higher so that decisions can be made at the degree of autonomy of those at the potentially important subsidiaries.

Resource-based view versus Market-based view Resource based- view is a strategy based on the importance of a company's capabilities in determining competitive advantage. In other words, company's resources and capabilities are used for as a source for profitability. However, market-based view is where a company stands in the market. By means of competitive advantage comes from the structure of the market. The question here is, Which perspective Wavin uses to create efficiency in the market. As a result, we have concluded that they primarily focus on the uniqueness of their capabilities by means of they primarily adopted the resource-based view despite the market-based view. In recent studies, it also suggested that the intangible organizational resources, especially when they are rare, valuable, in-imitable, and non-substitutionable, are found to create the most competitive advantage. Furthermore, we can also argue that since the market of plastic pipes is innovative it can be also beneficial to integrate market-based view in order to meet the future performance attributed to resources. This argument can be a suggestion for Wavin in order to have a better market position.