- Research Feature
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Effective supply-chain management requires choosing a type of relationship appropriate to product and market conditions and adapting management practices to that relationship.
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Emerging markets (EMs) constitute the major growth opportunity in the evolving world economic order. Their potential has already effected a shift in multinational corporations (MNCs), which now customarily highlight EM investments when communicating with shareholders.
Almost all companies polled by the authors in a three-year study that spanned firms in Europe, North America and Asia claim they lack an adequate number of globally competent leaders. The authors outline four strategies that are particularly effective in developing global leaders, who, their work reveals, cannot succeed without several core characteristics.
Are Japanese companies changing their practices of lifetime employment and seniority-based pay? Will a new system based on individual performance affect their competitors?
Increased global competition means that industry and government must work together to ensure that manufacturers have support networks of transportation, telecommunications, services, and knowledge centers.
Will the Japanese business system, based on favorable industrial policies, the keiretsu, and lifetime employment, survive the current recession? While simultaneous competition and cooperation among companies have fostered growth and a system without “losers,” fundamental changes may require an upsurge in risk-taking Japanese entrepreneurs.
As the corporate sponsorship of sports events has grown, so too has the practice of ambush marketing. Is the practice legal and ethical? How can a legitimate sponsor counteract the effects of an ambusher?
Plus ça change, plus c’est la même chose. — French expressionThey don’t make much money, but they sure make a lot of stuff. — Down East Maine expressionRumors of my demise have been much exaggerated. —Mark TwainAfter years of observing U.S. industry under siege from foreign competitors, U.S.
During the past decade, Japan’s major source of competitive advantage in the global automotive industry has been its ability to bring new, high-quality products rapidly to market.
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