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 13.
231. lappuse
... communities , functional specialization was apparent among members . Such specialization of roles tended to emerge based on the interests and exper- tise of individual members . In others such roles became more formalized . Middle ...
... communities , functional specialization was apparent among members . Such specialization of roles tended to emerge based on the interests and exper- tise of individual members . In others such roles became more formalized . Middle ...
233. lappuse
... communities are almost exclusively software development organizations . Marketing , sales , and customer support is provided by for - profit companies , many of which were founded by community members . Coordination is supported by a ...
... communities are almost exclusively software development organizations . Marketing , sales , and customer support is provided by for - profit companies , many of which were founded by community members . Coordination is supported by a ...
235. lappuse
... communities suggest that rather than manifestations of ' self- organization ' , coordination occurs through the same kinds of structures and processes present in conventional business firms . Rules , directives , and routines provide ...
... communities suggest that rather than manifestations of ' self- organization ' , coordination occurs through the same kinds of structures and processes present in conventional business firms . Rules , directives , and routines provide ...
Saturs
Can We Learn from | 14 |
Combining Global | 34 |
The Locationbound Drivers | 45 |
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 Business School capabilities challenges clusters communities competencies competitive advantage competitors complex consumer context coordination costs create cross-border culture customers dispersed knowledge disruptive innovation economic efficiency Enron environment established example Figure firms focus focused foreign free software geographical Ghoshal global OEMS global strategy governments Harvard Business Harvard Business School home base Hong Kong idea important individual industry INSEAD institutions International Business 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 sector South Korea strategic innovation Strategic Management Journal strategy and structure strategy decay subsidiaries Sumantra Ghoshal tion trade traditional MNCs transnational Unilever