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José F.P. Santos and Peter J. Williamson
Across a broad swath of industries, multinationals are losing ground in emerging markets to local players.
Michael Hu and Sean T. Monahan
Effectively coordinating supply chains will increasingly require new approaches to data transparency.
Pankaj Ghemawat and Herman Vantrappen
National diversity of top management should be a topic of conversation for boards of directors.
September 15, 2015 | Yossi Sheffi
In an adaption from his new book The Power of Resilience, MIT’s Yossi Sheffi explains how companies are learning to more quickly detect unanticipated problems that can interfere with their global operations. Sheffi looks at how leading companies are using an array of detection and response techniques, from sensors to supply chain control towers. These tools are helping companies become more resilient to disruptions such as hurricanes, the discovery of product contamination, and political events.
How are companies that have employees and customers around the world keeping track, staying in touch, and managing their teams?
Peter A. Gloor and Gianni Giacomelli
Big data analysis can help geographically distributed companies monitor customer satisfaction.
Gerald C. Kane et al.
For multinational companies, language barriers are a key obstacle to social business. Can a multilingual approach work?
Evgeny Kaganer et al.
Tapping a virtual, on-demand workforce requires new management models and skills.
February 21, 2012 | Navi Radjou and Jaideep Prabhu
There are four elements to an effective “network orchestration” strategy, which brings together local and global innovation partners in emerging markets. The elements: Multinationals should 1) extend innovation partnerships beyond the usual channel partners by engaging key community stakeholders such as government bodies, universities and NGOs; 2) engage innovation partners strategically with a larger purpose; 3) trust but verify in a transparent manner; and 4) designate local partner network managers.
Cyril Bouquet et al.
Visits from corporate headquarters to operations in markets such as China are often seen as unproductive.
Günter K. Stahl et al.
Companies that are successful at global talent management subscribe to six key principles.
By Robert J. Thomas et al.
Human resources executives believe the next generation of global executives will be more diverse.
Marc G. Baaij et al.
When is it smart for multinational companies to relocate top management to other countries?