Journal of Business & Industrial Marketing Emerald Article: Negotiation: the Chinese style Tony Fang Article information: To cite this document: Tony Fang‚ (2006)‚"Negotiation: the Chinese style"‚ Journal of Business & Industrial Marketing‚ Vol. 21 Iss: 1 pp. 50 - 60 Permanent link to this document: http://dx.doi.org/10.1108/08858620610643175 Downloaded on: 08-10-2012 References: This document contains references to 76 other documents Citations: This document has been cited by 10 other documents
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102. Martin‚ A‚ 2012‚ Marketing Management: Burberry‚ http://prezi.com/pnirxtdktlox/burberry/ [Accessed:2nd November 2013] MindTools‚ 2013‚ http://www.mindtools.com/pages/article/newLDR_66.htm [Accessed: 2nd November 2013] Mintzberg. H‚ Lampel. J‚Ghoshal. S‚ 2002‚ The Strategy Process: Context‚ Concepts‚ Cases‚ Prentice Hall‚ England Paul‚ J‚ (2011)‚ International Business‚ Fifth Edition‚ PHI Learning Pvt
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Introduction globalization is prevalent in the world business. Developing countries such as China and India have therefore‚ become appealing markets to foreign investors. It is anticipated that China and India will soon be the world’s biggest economies. Presently‚ eighty percent of the electronic goods globally are manufactured in china. This has resulted to more western companies wanting to invest in china as opposed to other countries. Unfortunately‚ there is intercultural management problem with
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enterprises is whereby companies have operations in more than one country. These companies are called Multinational cooperation and they expand overseas through joint ventures‚ foreign acquisition‚ licensing agreement‚ Greenfield investment and export (Ghoshal & Nohria‚ 2003). Strategies such as International strategy‚ Transnational strategy‚ Global strategy and Multidomestic strategy are used by multinational cooperation to enter and compete in the international environment. In this essay‚ an analysis
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InfoWorld‚ 20(47)‚ 1–4. Gattiker‚ T. and Goodhue‚ D. (2000) Understanding the plant level costs and bene ts of ERP: will the ugly duckling always turn into a swan? In Proceedings of the 33rd Hawaii International Conference on System Sciences‚ Hawaii. Ghoshal‚ S. and Nohria‚ N. (1989) Internal differentiation within multinational corporations. Strategic Management Journal‚ 10(4)‚ 323–37. Gupta‚ A.-K. and Govindarajan‚ V. (1991) Knowledge ows and the structure of control within multinational corporations
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References: J. Barsoux and S. Schneider‚ Managing Across Cultures (Great Britain: Prentice Hall‚ 1997) C. Bartlett and S. Ghoshal‚ Managing Across Borders Hutchnson (London: Business Books‚ 1989) I. Blackshaw‚ Doing Business in Spain (London Oyez: Publishing Ltd‚ 1980) M. Boisot‚ ‘Spain: The Revolution From Outside: Spanish Management and the Challenges of Modernization’ in
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a challenge of modifying their existent strategies to gain and sustain their competitive advantage in a rapidly changing environment. A well-designed global strategy can help a firm to gain a competitive advantage‚ that as identified by Sumantra Ghoshal of INSEAD can arise from Efficiency‚ Strategy‚ Risk‚ Learning and Reputation (Appendix1). Therefore‚ to create a successful global strategy‚ managers first must understand the nature of global industries and the dynamics of global competition.
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Case Study - JKL International plc. International Human Resource Management CONTENTS 4Case Study- JKL International plc. International Human Resource Management � 4Introduction � 4Organisational Context (Case Study) � 5Part One: Expatriates Management and Cross culture management in Multinational Corporations � 5Introduction � 5Expatriates and Organisation Problems and Proposals for Changes � 5Expatriates � Organisation 7 Conclusion 8 Part Two: 9Appraise The Decentralised Managerial Systems
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Strategic Management Journal Strat. Mgmt. J.‚ 29: 115–132 (2008) Published online 4 October 2007 in Wiley InterScience (www.interscience.wiley.com) DOI: 10.1002/smj.653 Received 11 March 2005; Final revision received 21 August 2007 CORPORATE DIVERSIFICATION: THE IMPACT OF FOREIGN COMPETITION‚ INDUSTRY GLOBALIZATION‚ AND PRODUCT DIVERSIFICATION MARGARETHE F. WIERSEMA1 * and HARRY P. BOWEN2 1 Paul Merage School of Business‚ University of California‚ Irvine‚ California‚ U.S.A. McColl School of Business
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Siegel and Larson: Labor Market Institutions and Global Strategic Adaptation Labor Market Institutions and Global Strategic Adaptation: Evidence from Lincoln Electric Jordan Siegel and Barbara Zepp Larson Harvard Business School‚ Boston‚ MA 02163‚ jsiegel@hbs.edu and blarson@hbs.edu Although one of the central questions in the global strategy field is how multinational firms successfully navigate multiple and often conflicting institutional environments‚ we know relatively little about the
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