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Murali D.R. Chari et al.
Multinationals need to start viewing market intelligence as a strategic asset in emerging markets.
Don Tapscott and Alex Tapscott
Blockchain technology offers a way to transfer not just information, but value.
A sustainable supply chain requires more than just following the law, undertaking audits, or increasing transparency.
Shameen Prashantham and George S. Yip
Partnering with emerging-market startups is easier if four key factors can be addressed.
The Chinese telecom company Huawei has used strategic partnerships to gain ground in Europe.
Ha Hoang and Frank T. Rothaermel
A strategic framework that eliminates faulty assumptions can help make alliances successful.
David Lopez-Berzosa et al.
Tech consortia help reduce patent risk, but managers must weigh the pros and cons for innovation.
September 13, 2016 | William R. Kerr
Globalization offers significant opportunities, yet most companies approach key decisions haphazardly. Although the complexity of globalization means managers rarely can fully analyze a global business opportunity before they need to act, the basic tensions in global business models are straightforward. A simple analysis of global ventures along these dimensions can help entrepreneurs develop clearer expectations and decision-making processes.
Water’s low cost in many countries is not yet promoting responsible management within many companies.
James B. Rice Jr. and Tim Rowell
For PepsiCo, entering the natural beverage market meant developing new risk management practices.
Michael Hu and Sean T. Monahan
Effectively coordinating supply chains will increasingly require new approaches to data transparency.
A new wave of data innovation offers unprecedented promise to crack the black box of effective urban deliveries.
Donna Marshall et al.
Today’s supply chains are required to be lean, agile, sustainable, and — increasingly — transparent.
Multi-sourcing can lessen the risk of supply chain disruption. But it introduces risks of its own.
September 13, 2016 | Mary C. Lacity and Leslie P. Willcocks
Early adopters of software robots exemplify how companies generate tangible benefits via service innovations in three ways: (1) by developing an approach to service automation supported by top management, (2) by initiating effective processes that deliver value to customers and employees, and (3) by building enterprise-wide skills and capabilities. Managers interested in capturing the benefits of service automation need to pursue all three avenues.
Timothy J. Kloppenborg and Debbie Tesch
In each stage of a project’s life cycle, two or three behaviors have significant impact on the project’s likelihood for success. These behaviors, by the executive who is sponsoring the project, ensure effective partnerships with project managers and require a great deal of informal dialogue. They include setting performance goals, establishing priorities, ensuring quality and capturing lessons learned.
Fabian J. Sting et al.
How can companies get employees to pull together to meet project deadlines? It turns out that establishing psychological safety and promoting cooperative behavior can be just as important as good planning. This case study of management innovation at Roto Frank, a German company that produces hardware for industrial and residential windows and doors, highlights the difficulties of project planning and execution — and the benefits of building a positive feedback cycle.