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Tough new EU data security laws mean that consumers’ data is about to become more valuable.
Ram Mudambi et al.
Some multinationals have a winning India strategy that involves both local and global value chains.
Asher Devang et al.
Many Asian startups are competing on business model innovation and new technology rather than cost.
With the benefit of digital technologies, companies are using Big Data to identify supply chain risks and create early warning systems with much greater speed and precision. However, the ability to respond to these signals hasn’t advanced at the same pace.
Your company’s commitment to sustainability depends on finding sustainable suppliers. What if there aren’t any? Such situations may arise more often than not — so keeping your commitment to a sustainable supply chain may mean taking a long view by making incremental improvements and encouraging suppliers to examine and change their own practices.
Li Ma et al.
Chinese companies are increasingly investing overseas — and bring a different negotiating style.
China continues to be the best place to go to learn how to make ideas commercially viable.
Andreas Schotter and Mary Teagarden
Companies doing business in China need to manage their intellectual property vulnerabilities proactively.
December 2, 2016 | 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.
Martin Reeves et al.
Leaders must move beyond managing their own firms to become active influencers within broader systems.
Zhang Ruimin (Haier), interviewed by Paul Michelman
Haier CEO Zhang Ruimin is transforming a manufacturing giant into a platform for entrepreneurship.
Amit S. Mukherjee
As firms work with increasingly diverse arrays of people, they need to adopt leadership standards that cross geographies.
September 13, 2016 | William R. Kerr
Globalization offers significant opportunities, yet most companies approach key decisions haphazardly. Although the complexity of globalization means managers rarely can fully analyze a global business opportunity before they need to act, the basic tensions in global business models are straightforward. A simple analysis of global ventures along these dimensions can help entrepreneurs develop clearer expectations and decision-making processes.