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A new Chinese edition will bring MIT SMR content to the burgeoning Chinese market.
Keivan Zokaei et al.
Toyota returned to its focus on sustainable production practices after recall setbacks.
Renee Boucher Ferguson
Smart cities, and opportunities as part of their development, abound. The question is, at what cost?
September 18, 2012 | Constantinos C. Markides
Companies located in developing countries are currently serving billions of local consumers with innovative and inexpensive products. But what happens when more of those companies make the leap into more developed markets? Is it inevitable that these companies will overtake the more developed companies? Using historical examples, this article looks at how disruptors and incumbents compete. For incumbents, knowing that much of their fate rests in their hands is half the battle won.
Growing a business in far away regions demands new kinds of management thinking. These articles examine some of the best strategies for leading internationally.
Pete Blackshaw (Nestlé), interviewed by Michael Fitzgerald
Nestlé’s global marketing head Pete Blackshaw talks about the challenges of managing social media.
David Gledhill (DBS Bank), interviewed by Michael Fitzgerald
DBS Bank is remaking itself from a transaction company to an information company using emerging technologies.
Donald Lessard et al.
To sustain a global competitive advantage, companies must enhance and renew their core capabilities.
Günter K. Stahl et al.
Companies that are successful at global talent management subscribe to six key principles.
Erica Plambeck et al.
Leading companies are working with their Chinese suppliers to improve environmental performance.
Marc G. Baaij et al.
When is it smart for multinational companies to relocate top management to other countries?