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Cyril Bouquet et al.
Visits from corporate headquarters to operations in markets such as China are often seen as unproductive.
Olivier Jaeggi and Gina Santos
Many companies have worked to make supply chains more environmentally sustainable. But there’s work yet to be done in the finance sector.
Gerald C. Kane et al.
For multinational companies, language barriers are a key obstacle to social business. Can a multilingual approach work?
March 24, 2015 | Robert G. Eccles and George Lee
The “new attitude” in China toward sustainable economic growth depends upon thoughtful management of six types of capital: natural resources, human resources, financial capital, manufacturing infrastructure, intellectual capital, and social relationships. Integrated reporting looks at the performance of all six types of capital and how the performance of each element is related to one another. The challenge for China: developing partnerships with business to make it work.
Managers know that they should protect their supply chains from serious and costly disruptions. Here's how some are putting that into action.
Sunil Chopra and ManMohan S. Sodhi
Overinvesting in supply chain protection may be more profitable than not investing enough.
Joseph Fiksel et al.
Companies need to cultivate resilience to unexpected disruptions to complex supply chains.
María Jesús Sáenz and Elena Revilla
By planning for disruption from natural disasters, Cisco Systems improved its supply chain resilience.
December 21, 2011 | Günter K. Stahl, Ingmar Björkman, Elaine Farndale, Shad S. Morris, Jaap Paauwe, Philip Stiles, Jonathan Trevor and Patrick Wright
Although organizations must pay attention to things like recruiting and performance management, competitive advantage in talent management doesn’t just come from identifying key activities and then implementing “best practices.” Rather, successful companies subscribe to six key principles: 1) alignment with strategy, 2) internal consistency, 3) cultural embeddedness, 4) management involvement, 5) balance of global and local needs and 6) employer branding through differentiation.
Peter J. Williamson and Eden Yin
Chinese companies are reengineering new product development in ways that reduce lead times.
Constantinos C. Markides
What happens when successful companies in emerging markets make the leap into more developed ones?
Navi Radjou and Jaideep Prabhu
To reach the “next billion” consumers, multinational companies need to create new networks of local partners.
Aida Greenbury (Asia Pulp & Paper), interviewed by David Kiron
An unexpected partnership emerged when Asia Pulp negotiated with Greenpeace.