ePubWU Institutional Repository Stacey R. Fitzsimmons and Christof Miska and Günter Stahl Multicultural employees: Global business’ untapped resource Article (Accepted for Publication) (Refereed) Original Citation: Fitzsimmons‚ Stacey R. and Miska‚ Christof and Stahl‚ Günter (2011) Multicultural employees: Global business’ untapped resource. Organizational Dynamics‚ 40 (3). pp. 199-206. ISSN 00902616 This version is available at: http://epub.wu.ac.at/3615/ Available in ePubWU : August 2012 ePubWU
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transportation infrastructure to renewable sources of energy. • For the first time in history‚ all the conditions necessary for electric vehicles to be successfully mass-marketed will be brought together in a partnership between the Renault-Nissan Alliance and Project Better Place in Israel. • The Israeli government would provide tax
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1 Diversity in Companies‚ a Major Challenge for Globalization For Skema Business School’s Globalization Seminar Presented by AOUN Omar BERTIER Capucine DAUBRESSE Julie LABEDAN Mélanie PERETTI Quentin VENET Laurie Presented to Michel-Henry BOUCHET Date of submission: 17 September 2012 2 Contents Page Introduction to Diversity in companies‚ a major challenge for globalization. .................... 3 1) Diversity at the core of companies’ creation ..................................
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(Laox). But only Carlos Ghosn is so far regarded as a really successful foreign CEO for his impressive turnaround of Nissan Motors. The success of Ford executives at Mazda was not a lasting one and Ford reduced its stake in Mazda drastically in 2010. Mitsubishi Fuso‚ Aozara Bank and Laox still have to prove sustainable long-term success. Interestingly‚ all failed foreign CEOs came from either the U.S. or the U.K‚ i.e. from an Anglo-Saxon capitalism background while Carlos Ghosn leads a group of
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org/documents/Surviving_the_economic_crisis_Version_1.pdf) Geoerge‚ B 2009‚ ‘the economic crisis will shape new leaders’‚ Business week‚ Accessed in February 8‚ 2012 (http://www.businessweek.com/managing/content/apr2009/ca20090428_472714.html) Ghosn‚ C & Ries‚ Ph 2005‚ ‘The Gaijin Who Saved Nissan: SHIFT Inside Nissan ’s Historic Revival’. Accessed on February 9‚ 2012 (http://www.businessweek.com/magazine/content/05_03/b3916021_mz005.html) Jones‚ D 2003‚ Autocratic leadership works until it fails. Accessed on February 9‚ 2012
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)Honda has been the world’s largest motorcycle manufacturer since 1959 as well as the world’s largest manufacturer of internal combustion engines measured by volume‚ producing more than 14 million internal combustion engines each year. Honda surpassed Nissan in 2001 to become the second-largest Japanese automobile manufacturer As of August 2008[update]; Honda surpassed Chrysler as the fourth largest automobile manufacturer in the United States. Honda is the sixth largest automobile manufacturer in the
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Culture Change at Nissan Case Study For Organizational Behavior Course Dr. Rabaa Amr Presented by Nadeen Khedr Marwa El Masry Mohamed Nabhan Culture Change at Nissan Case Study Introduction Nissan is an originally Japanese company that markets both locally and in the UK and USA and is one of the world’s most leading manufacturers of cars. Nissan’s vision is ‘enriching people’s lives’ and the mission statement is ‘Nissan provides unique and innovative automotive products and
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segment in Europe. Introduction to Nissan Nissan Motor Co LTD was established in the Yokohama City ( JAPAN ) in 1933 on 26th December. It currently manufactures vehicles in 20 countries across the world including Japan. It is a pioneer in manufacturing automobiles and the main business of Nissan is manufacturing of automobiles ‚ automotive products and marine equipment. The main markets for Nissan are Japan ‚ United States and Europe. In the 1990s Nissan faced financial distress as there was
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into recession‚ these same personnel practices were seen as a large part of the problem. Much has been written about the demise of these traditional management practices. As well‚ foreign media often place too much emphasis on special cases such as Nissan Motors. Thus‚ one can get a distorted picture of what is happening in most Japanese companies. This paper aims to help readers understand management practices in Japanese companies. It first looks at the origins of Japanese management‚ followed by
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Thus‚ Ghosn established the nine CFTs within one month of his arrival at Nissan. The CFT teams had responsibility for the following areas: Business Development‚ Purchasing‚ Manufacturing and Logistics‚ Research and Development‚ Sales and Marketing‚ General and Administrative‚ Finance and Cost‚ Phase-out of Products and Parts‚ Complexity Management‚ and Organizational Structure. Ghosn had the teams review the company’s operations for three months and come up with recommendations for returning
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