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Willy C. Shih
The process of bringing assembly work back to U.S. factories from abroad is more challenging than the economics would predict.
Cyril Bouquet et al.
Visits from corporate headquarters to operations in markets such as China are often seen as unproductive.
Michael Hu and Sean T. Monahan
Effectively coordinating supply chains will increasingly require new approaches to data transparency.
Edward S. Steinfeld and Troels Beltoft
China is becoming the best place to learn how to make ideas commercially viable.
Peter J. Williamson and Eden Yin
Chinese companies are reengineering new product development in ways that reduce lead times.
Martha E. Mangelsdorf
In today’s global economy, few large companies can afford to ignore China in their plans for growth.
After a period of remarkable growth, China now faces substantial economic and political challenges.
Shuang Ren et al.
In China, demand for skilled business managers exceeds supply. Can leadership self-development programs address that gap?
A new Chinese edition will bring MIT SMR content to the burgeoning Chinese market.
May 18, 2015 | José F.P. Santos and Peter J. Williamson
Something strange is happening as globalization marches forward: Increasingly, powerful local companies are winning out against multinational competitors. Some 73% of executives at large multinational companies say that “local companies are more effective competitors than other multinationals” in emerging markets. To compete effectively, multinationals need to let go of their global strategies and embrace a new mission: Integrate locally and adapt globally. That means becoming embedded in local distribution, supply, talent and regulatory networks as well as in the broader society.
How can companies from developed markets best work with companies in emerging markets?
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.
Sustainable development expert Jorgen Randers offers a vision of the world in 2052. It’s not pretty.
Marc G. Baaij et al.
When is it smart for multinational companies to relocate top management to other countries?
Peter A. Gloor and Gianni Giacomelli
Big data analysis can help geographically distributed companies monitor customer satisfaction.
Leading companies are using an array of detection and response techniques to become more resilient.
December 9, 2013 | Leslie Brokaw
HR executives believe that tomorrow’s leaders will be a more diverse group than today’s and will face special challenges as a result. A survey of 197 human resource executives from global companies finds that “leaders from highly diverse backgrounds will need to work together more effectively.” The challenge is that diverse groups often have more disagreements than homogeneous groups, demanding proactive skill development in group dynamics.