Globalization

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Learning How to Grow Globally

Faced with the need to educate themselves quickly about a foreign market, companies employ a variety of approaches to learning. New research offers insights into choosing the best approach for your circumstances.

Image courtesy of Nokia.

Mobilizing for Growth in Emerging Markets

The article offers four recommendations for an effective “network orchestration” strategy, bringing together local and global innovation partners in emerging markets. Multinationals should extend innovation partnerships beyond the usual channel partners by engaging key community stakeholders such as government bodies, universities and NGOs; engage innovation partners strategically with a larger purpose; trust but verify in a transparent manner; and designate local partner network managers.

Image courtesy of Flickr user jurvetson.

Improving Environmental Performance in Your Chinese Supply Chain

Multinational corporations are under growing pressure to make sure their contractors and subcontractors in China meet environmental standards. Yet traditional approaches to ensuring environmental, health and safety compliance, such as checklist audits, have proved problematic. This article recommends that organizations work closely with suppliers, providing incentives for identifying, disclosing and addressing problems and establishing collaborative relationships with NGOs and industry groups.

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Image courtesy of Flickr user gak.

Flat World, Hard Boundaries – How To Lead Across Them

While technological innovations have revolutionized the workplace, it is ironic that relational boundaries — obstacles to productive human interactions — remain largely unchanged. This article identifies five types of such boundaries, and suggests that all five of them may be overcome when collaborative and creative leaders engage in six boundary spanning practices: buffering, reflecting, connecting, mobilizing, weaving and transforming.

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Free Article

Debating Offshoring’s Impact

  • Blog
  • Read Time: 1 min 

Too often, discussions of contemporary economic issues end up either overly simplified for popular consumption -- or too jargony and technical to be followed by anyone but economists. A new book, Offshoring of American Jobs: What Response from U.S.

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Free Article

A coming entrepreneurial boom in India and China?

  • Blog

A new survey of Indian and Chinese professionals and managers who studied or worked in the U.S. and then returned to their home countries finds that more than half may start their own businesses.

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Free Article

Innovation in emerging economies

  • Blog

A recent National Bureau of Economic Research (NBER) working paper sheds light on the relationship between innovation and globalization in emerging economies.

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Free Article

A company without headquarters

  • Blog

The Economist this week highlights Lenovo, the Chinese computer company that some years back bought IBM's PC business, as an example of the new era of business innovation emerging from developing economies.

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The High Cost of Political Influence

“Political influence may come at the cost of lower productivity,” explains Anders Olofsgård, a senior fellow at the Stockholm Institute of Transition Economics at the Stockholm School of Economics. “Politicians are expecting something in return from you. One way to pay back politicians is through jobs. So you may be locked into keeping higher employment than you otherwise might be.” Olofsgård and co-author Raj M. Desai, a visiting fellow at the Brookings Institution, argue that bloated staffs are no bargain for any company.

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Learning From Global Cities

Organizations have often turned to well-established and very competitive global cities when looking to expand their markets. However, new research suggests that many corporations have been going to these cities for the wrong reasons and consequently have missed opportunities to build strategic advantages and organizational capability.

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The New Practice of Global Product Development

Many manufacturers have established product development activities in different countries around the world. Yet their senior managers often struggle to tie those decentralized organizations into a cohesive, unified operation that can efficiently drive growth and innovation. New empirical frameworks may help unlock practices with which managers can deploy well-coordinated global product development strategies.

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Has Strategy Changed?

Has strategy changed in the wake of the recent economic frenzy and subsequent downturn? Is the New Economy finished? Has the Old Economy returned? At this point, most managers understand what the advent of the Internet implies — operating efficiency for most companies, a terrific channel for some and a

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Leading Laterally in Company Outsourcing

As service and product outsourcing become more commonplace, new organizational forms are emerging to facilitate these relationships. Chase Bank has created “shared services” units that compete with outside vendors to furnish services to the bank’s own operating units.

Showing 1-20 of 29