Spring 1993
Volume 34, Issue # 3

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Issues archive

Making Global Strategies Work

  • Read Time: 43 min 

Senior executives weighing strategies appropriate for today’s global economy will hear contradictory advice. Some say you need to move quickly, before competitors, to establish a worldwide presence; others cite data showing that this approach is often less profitable. The reality is that neither approach is appropriate for every circumstance. Therefore, executives need to understand when to pursue one route and when to pursue the other.

Should Multinationals Invest in Africa?

  • Read Time: 37 min 

ARE THERE OPPORTUNITIES FOR MNCS IN AFRICA? THESE AUTHORS SUGGEST THAT MULTINATIONALS MOVE WITH CAUTION, BUT FOR THE firms willing to make serious, long-term commitments, the rewards are there. They provide some practical suggestions for marketing and structuring an African operation.

Designed for Learning: A Tale of Two Auto Plants

  • Read Time: 29 min 

THE TOYOTA-GM JOINT VENTURE, NUMMI, AND VOLVO’S UDDEVALLA PLANT REPRESENT TWO DIFFERENT WAYS OF ORGANIZING THE labor-intensive production of standardized products, in this case, auto assembly. NUMMI is based on the Japanese “lean production” model, whereas Uddevalla has been called a “human-centered” model. Which model can best stimulate continuous improvement while maintaining worker morale? The authors argue that the answer is, emphatically, NUMMI.

Transforming the Salesforce with Leadership

  • Read Time: 37 min 

HOW CAN MANAGERS OF SALESFORCES IMPROVE THE PERFORMANCE OF THEIR SALES PERSONNEL? THESE AUTHORS SUGGEST THAT, IN THE specialized area of personal selling, a combination of transactional and transformational leadership will help them to achieve better results. They present ways to recruit leaders with transformational qualities and develop leadership skills in current employees.


When and When Not to Vertically Integrate

  • Read Time: 33 min 

Vertical integration is a risky strategy — complex, expensive, and hard to reverse. Yet some companies jump into it without an adequate analysis of the risks. The authors have developed a framework to help managers decide when it’s useful to vertically integrate and when it’s not. They examine four common reasons to integrate and warn managers against a number of other, spurious reasons.