The Future of the Multinational CompanyJulian Birkinshaw Wiley, 2003 - 268 lappuses Recent Events -from September 11, to the anti-globalization protests to the collapse of the high-tech boom have accentuated the sense that the global economy is moving into uncharted waters Bringing together the leading authorities on globalization and international business The Future of the Multinational Company looks ahead to the new challenges facing multinational firms and predicts what the multinational company will look like in ten years time.
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1.–3. rezultāts no 4.
229. lappuse
... modules . For example , a new developer is expected to send patches to the maintainer of the module until the maintainer acknowledges that the new developer can directly apply his or her patches to the CVA repository . In some cases a ...
... modules . For example , a new developer is expected to send patches to the maintainer of the module until the maintainer acknowledges that the new developer can directly apply his or her patches to the CVA repository . In some cases a ...
230. lappuse
... module : required libraries ( 19 modules ) ; the core ( four modules ) ; applications ( 16 modules ) ; and ' other ' ( over 30 modules ) . Similar patterns of product and organizational modularity are apparent in other OSS projects ...
... module : required libraries ( 19 modules ) ; the core ( four modules ) ; applications ( 16 modules ) ; and ' other ' ( over 30 modules ) . Similar patterns of product and organizational modularity are apparent in other OSS projects ...
231. lappuse
... Modules and sub - modules were typically headed by a ' coordinator ' or ' maintainer ' or ' module owner ' . These module managers were responsible for integrating the contributions from different community members , exercising quality ...
... Modules and sub - modules were typically headed by a ' coordinator ' or ' maintainer ' or ' module owner ' . These module managers were responsible for integrating the contributions from different community members , exercising quality ...
Saturs
Can We Learn from | 14 |
Combining Global | 34 |
Strategy and Structure | 61 |
Autortiesības | |
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The Future of the Multinational Company Julian Birkinshaw,Sumantra Ghoshal,Constantinos C. Markides,John M. Stopford,George Yip Ierobežota priekšskatīšana - 2004 |
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action activities assets Baden-Fuller become behaviour build Business School capabilities challenges clusters communities competencies competitive advantage competitors complex consumer context coordination costs create cross-border culture customers dispersed knowledge disruptive innovation distribution economic efficiency emerging Enron environment established example Figure firms focus focused foreign formal free software geography Ghoshal global OEMS global strategy governments Harvard Business School home base Hong Kong idea important individual industry INSEAD institutions internationalization investment Japanese knowledge set Linux London Business School Lufthansa matrix metanational MNCs moral multinational companies multinational corporations Multinational Enterprise Open-source Software options organization design organizational performance portfolio potential profit projects regional rejuvenation response risk role scale sector South Korea strategic innovation strategy and structure strategy decay subsidiaries successful Sumantra Ghoshal tion trade traditional MNCs transnational Unilever Woolworth