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.

Companies are more likely to achieve profitable sales overseas if their level of corporate social responsibility is either above average—or below it.

Countries are adopting a variety of innovation strategies and policies — and that’s something executives should keep in mind, according to John Kao.

Competing in China is the only option for multinationals that want to build or preserve their global position.

Though competitive barriers in Asia, Latin America and Eastern Europe are many, a look at the companies that are thriving there reveals some secrets that make success more likely.

Finding the right individuals to fill executive positions has never been easy, and the process is only getting more difficult with increased globalization.

Multinationals are finding it increasingly important to match the strengths of their subsidiaries’ host economics to their strategic needs.

In developing countries, examples of successful sustainable enterprise often involve informal networks that include businesses, not-for-profit organizations and communities.

Companies increasingly need to engage a wide range of stakeholders, but managers often underestimate the complexity of the task.

As entrepreneurs are considering international expansion earlier and earlier, it is crucial that they structure their ventures to anticipate and mitigate the tensions that can arise from the ongoing need to match perceived opportunities to available resources.

Although large-scale risks garner media attention, it is the everyday, small-scale risks associated with a lack of transparency in countries’ legal, economic, regulatory and governance structures that can confound global investment and commerce. New research identifies the causes and measures the effects of this phenomenon.

For multinationals, it is increasingly difficult to maintain competitive advantage on the basis of the traditional economies of scale and scope. Future advantage will go to those that can stimulate and support interunit collaboration to leverage their dispersed resources.

A decade ago, multinational companies seemed poised to dominate in China. Today that picture has changed. Whereas IBM, HP and Compaq had quickly won more than 50% of the personal computer market, for example, Chinese company Legend Group Ltd. is now the number one supplier. Research in 10 industries over the last 10 years reveals a pitched battle of competencies between multinational and local players and points to five strategies that can help multinationals regain the edge.