MIT Sloan Management Review

What really precipitated the global financial crisis?

In leading cities, companies gain access to knowledge and networks.

Executives' perceptions of the motives of pirates and purchasers vary by country.

Companies with connections to a nation's government may be less productive.

Young consumers have been notoriously difficult for advertisers to reach. Mobile marketing might provide the answer, but only if companies understand some basic principles.

Though competitive barriers in Asia, Latin America and Eastern Europe are many, a look at the companies that are thriving there reveals some secrets that make success more likely.

Finding the right individuals to fill executive positions has never been easy, and the process is only getting more difficult with increased globalization.

Innovation in developing markets has less to do with finding new customers than addressing issues of product acceptability, affordability, availability and awareness.

How can executives prioritize their time to ensure that they are focusing on the countries and subsidiaries that need the most attention?

To succeed in China, multinational corporations must turn the aphorism “think global, but act local” on its head. Although they have to master the art of local operation, their behavior must match their global standards, as expected by the Chinese.