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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No grāmatas satura
1.–3. rezultāts no 61.
156. lappuse
... successful product for Unilever in Brazil . By the late 1990s , India and Brazil were the two most profitable subsidiaries for Unilever , worldwide . Behind this success story , a nagging question remains : should MNCs like Unilever ...
... successful product for Unilever in Brazil . By the late 1990s , India and Brazil were the two most profitable subsidiaries for Unilever , worldwide . Behind this success story , a nagging question remains : should MNCs like Unilever ...
173. lappuse
... success and failure of our firms was that the successful were committed to , and better at , sensing . We obviously differ from many writers on renewal who assume that management has already got clear idea of what to do but needs to ...
... success and failure of our firms was that the successful were committed to , and better at , sensing . We obviously differ from many writers on renewal who assume that management has already got clear idea of what to do but needs to ...
178. lappuse
... success may require continuous oscillation . Over the last 12 years , for example , Unilever has seen three periods ... successful firms that we valued for their rejuvenation have had to undergo further shocks to stay competi- tive ...
... success may require continuous oscillation . Over the last 12 years , for example , Unilever has seen three periods ... successful firms that we valued for their rejuvenation have had to undergo further shocks to stay competi- tive ...
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