Eden L. (1991) identifies three main components of globalization: 1. Convergence – production‚ financial‚ technology structures approach a common average standard 2. Synchronization- tendency for Triad nations (EU‚ Japan & USA) to move in tandem‚ experiencing the same business cycle patterns 3. Interpenetration- the growing importance of trade‚ investment & technology in each domestic economy Globalization is manifest through: • The rapid growth in international trade and international financial
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Questions slides 1. What is a multinational (MNE)? A firm with economic operations located in at least two countries. 2. What is exports‚ and what is the difference between MNE activity and exports? Exports are products which are exported from one country to another‚ selling those products to another company. The companies are not located in those ‘host-countries’. MNE activities means that a company is also located in those countries. They produce in those countries and from there‚ they sell
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References: Baden Fuller‚ C. W. F. and Stopford‚ J. M.‚ 1991. Globalization frustrated: the case of the white goods industry‚ Strategic Management Journal ‚ 12‚ 493 – 507. Bartlett‚ C. A. and Ghoshal‚ S.‚ 1989. Managing Across Borders: The Transnational Solution ‚ Cambridge‚ Ma‚ Harvard Business School Press. Grant‚ R. M.‚ 1991. Contemporary Strategy Analysis: Concepts ‚ Techniques ‚ Applications ‚ Cambridge‚ Ma‚ Basil Blackwell. Hamel
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References: Bartlett‚ C. & Beamish‚ P. (2011). Transnational Management. New York‚ USA: McGrawHill Bartlett‚ C Bhattacharya‚ A. & Michael‚ D. (2008). How Local Companies Keep Multinationals at Bay. Campbell‚ L (2012‚November 18). How Groupon and LivingSocial Are Raising Millions for Charity Using Social Media
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To be able to stay competitive and allow customers to have retention over who we are – Human Resources Management or Development can be a key to generate sustained competitive advantages. (Barney‚ 1991; Foss and Pedersen‚ 2002; Fang‚ Jiang‚ Makino and Beamish‚ 2010). Therefore‚ as a marketer‚ I feel that the most important 3 points are: 1) The image of the company‚ where the corporate identity must be handled properly. 2) The flow of the communication‚ ensuring not only the key message (company’s
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any time since‚ arguably‚ World War II. But however deep the political divisions‚ business operations continue to span the globe‚ and executives still have to figure out how to run them efficiently and well. The question that Christopher Bartlett and Sumantra Ghoshal pose—“What is a global manager?”—seems therefore even more pressing than it did when their article originally appeared in these pages 11 years ago. Their answer‚ too‚ feels particularly timely. “There is no such thing‚” they write‚ “as
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barriers‚ and teaming. Strategic Manage J 17‚ 151–166. Bartlett‚ C.‚ 1986. Building and managing the transnational: the new organizational challenge. In: Porter‚ M.‚ (Ed.)‚ Competition in global industries Bartlett‚ C.‚ Ghoshal‚ S.‚ 1992. What is a global manager? Harvard Business Rev Sept–Oct‚ 124–132. Bartlett‚ C.‚ Ghoshal‚ S.‚ 1994. Changing the role of top management: beyond strategy to purpose. Harvard Business Rev 72 (6)‚ 79–88. Bartlett‚ C.‚ Ghoshal‚ S.‚ 1995. Changing the role of top management:
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if it is po.ssible to be sitnultaneously globally efficient and locally responsive‚ this does not on its own make a multinational corporation (MNC) successful. Instead‚ many authors have identified innovation as one key to corporate success (Bartlett and Ghoshal‚ 1989; Hedlund and Rolander‚ 1990; Porter‚ 198. ’S; Pucik. 1992). The ideas of competitive strategies aitiiing at responsiveness‚ efficiency and innovation have been applied to the realm of internalional hutnan resource management {IHRM). A
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MB0052-Strategic Management and Business Policy 1. Explain the corporate strategy in different types of organization. A Well-formulated strategy is vital for growth and development of any organization—whether it is a small business‚ a big private enterprise‚ a public sector company‚ a multinational corporation or a non-profit organization. Small business‚ for example‚ generally operates in a single market or a limited number of markets with a single product or a limited range of products
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Answer: Strategic audits are examinations and evaluations of strategic management processes including measuring corporate performance against the corporate strategy. Whenever a deficiency is noted or performance of an organization is sub-par‚ the organization may elect to perform a strategic audit. This may be done with in-house auditors‚ or an audit firm may be contracted to perform the audit. The auditors will audit performance of the organization against the current corporate strategy and
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