Featured Global Business Articles
Ram Mudambi et al.
Some multinationals have a winning India strategy that involves both local and global value chains.
Amit S. Mukherjee
As firms work with increasingly diverse arrays of people, they need to adopt leadership standards that cross geographies.
Winter Nie et al.
Western multinationals looking for East Asian leaders may need to explore their cultural biases.
Shameen Prashantham and George S. Yip
For large multinationals, forging effective partnerships with emerging-market startups is complicated. Traits that make startups attractive as partners also make it hard for large companies to engage with them. Looking at startups in India, China, and South Africa, researchers identify key factors inhibiting emerging market partnerships and offer strategies for addressing them.
Even as multinationals struggle to make inroads in emerging markets, companies from those markets are finding ways to compete in Europe and the U.S. A case in point is Huawei, a Chinese telecommunications company, which has used strategic partnerships to gain ground in Europe. Huawei’s overseas expansion closely resembles the strategy the company used to build its position in China: Start at the perimeter and work toward the center.
Resource Use and Global Supply Chains
December 22, 2016 | Alexis Bateman
Water’s deceptive abundance and low cost in many countries is not yet promoting responsible management within many companies. That needs to change, argues Alexis Bateman, director of the MIT Responsible Supply Chain Lab. “Increasingly stressed water resources represent a major threat to the integrity of global supply chains,” she writes. Mitigating or eliminating these risks will require action on multiple fronts.
Managing Global Operations
Advanced risk identification tools require companies to take a new approach to supply chain resilience.
Cyril Bouquet et al.
The problem of the domineering corporate headquarters resonates with executives of multinationals.
Tausif Bashir and Shardul Phadnis
New research demonstrates how the most efficient network designs also account for changing market conditions.
Anticipating Disruption in Global Markets
August 23, 2016 | Yossi Sheffi
Many European companies didn’t have contingency plans if Britain decided to exit the EU, and now are playing catch-up. They shouldn’t have been caught off guard.