This week’s official launch of Tata’s Nano — the world’s most inexpensive car — could be a sign of the times.
Looking for new strategies for doing business in the recession? Consider strategies employed by companies from emerging markets — where economic volatility and constraints on consumer disposable income are commonplace.
Two innovation experts see great potential in “creation networks” that include companies from a variety of regions with specialized technical expertise.
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.
What used to be a matter of finding and purchasing goods and services at the most favorable price has changed. At some companies, procurement has become closely intertwined with strategic decision making and board policy at the highest levels of the organization.
Research shows that attention to pay and benefits is necessary but not sufficient to retain talent. So why do so many corporate leaders continue to use compensation as their primary retention tool? And what should they do instead to keep their best people, particularly in emerging markets such as India, where both local and global employers are clawing for talent?
Inspiration for managers can come from unlikely places — including members of a meal-delivery collective in Mumbai, India, known as dabbawalas.
Competing in China is the only option for multinationals that want to build or preserve their global position.
Finding the right individuals to fill executive positions has never been easy, and the process is only getting more difficult with increased globalization.
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.
How can executives prioritize their time to ensure that they are focusing on the countries and subsidiaries that need the most attention?
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.
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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