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A desire to be close to its major global customers led Halliburton Co., an international oil services group, to relocate the company’s CEO from its headquarters in Houston, Texas, to Dubai in the United Arab Emirates.
Image courtesy of Flickr user utpal.
Companies often approach the process of developing a global culture as a one-way process dominated by corporate headquarters, exemplified by common terms such as “cultural transfer” “and “culture dissemination.” Also, core values often originate at corporate headquarters and fail to reflect and incorporate diverse cultural influences. This approach breeds skepticism about global culture among overseas employees, who may perceive headquarters’ core values as ethnocentric and parochial.
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.
Since 2007, as banks took successive writedowns related to deteriorating mortgage-backed securities, the conventional wisdom was that we were facing a crisis of bank solvency triggered by falling housing prices and magnified by leverage.
A comparison of two Mexican factories suggests that global companies should go beyond monitoring codes of conduct and attack the problem of poor working conditions at its source by collaborating with their suppliers to implement new management systems.
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The conventional wisdom in government, academia and much of industry is that companies are choosing to close their costly domestic operations in favor of better prospects and profits in other countries. While it is certainly true that U.S.
An increasing number of U.S. companies are outsourcing information technology and professional service jobs to offshore locations to reduce costs and take advantage of global skills.
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.
Multinationals are finding it increasingly important to match the strengths of their subsidiaries’ host economics to their strategic needs.
There's no shortage of advice available to guide managers about to embark on an overseas mission.
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A series of surveys by Alan Rugman, professor of international business at the Kelley School of Business, Indiana University, and senior research fellow in strategic management at Templeton College, Oxford, suggest that only a small proportion of the largest companies that call themselves multinational have an effective global presence.
Multinational corporations that use both contract protections and localization strategies are most successful overseas.
In today’s world, business is international. As the global operations of U.S. firms acquire increasing strategic importance, so do the personnel that manage those operations, particularly expatriate managers. Since a growing number of the expatriate managers are women, U.S.
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.
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