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This book considers the increasing importance of changing structures, organization and management, within multinational corporations.
As barriers to international trade and investment have fallen worldwide, multinational enterprises have become the leading engines of economic integration and growth, deploying global strategies to expand their reach. To implement such strategies in an increasingly complex environment, corporations are adopting network forms of organization. This b
Multinational Corporations are meeting new challenges by focusing on core activities, value chain disaggregation, relocation of activities to emerging markets, industry consolidation, technological change, and market volatility. In this volume we scrutinize different models to examine how MNCs can cope and orchestrate a global network organization.
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Multinational Corporations are meeting new challenges by focusing on core activities, value chain disaggregation, relocation of activities to emerging markets, industry consolidation, technological change, and market volatility. In this volume we scrutinize different models to examine how MNCs can cope and orchestrate a global network organization.
Multinational corporations are forced by the increasing globalization to coordinate their various operations on the basis of an integrated network management. Roland Böttcher examines the literature on global network approaches. The importance of a pro-active management of informal relationships across national borders is shown by his empirical study. Verzeichnis: Roland Böttcher belegt die herausragende Bedeutung eines proaktiven Managements informeller Beziehungen im internationalen Steuerungskontext.
A unique and one-of-a-kind anthology! This casebook was first published as Davidson/de la Torre, Managing the Global Corporation, in 1989. It was the first modern case anthology for a graduate audience. This edition contains the broadest case collection of companies and countries available in a single anthology. A full 60% of the cases are non-U.S.based firms. Companies in Australia, Hong Kong, China, Mexico, South American, India, South Africa and Europe are featured as case studies. Many of these cases were written in connection with the authors' own work consulting with the organization, making the information in-depth and credible.
The key to bridging your global innovation gap In today's global economy, it would be short-sighted to rely solely on local resources for new-product innovations. Instead, knowledge and activity critical to innovation most likely lie outside your company's home territories--sometimes far outside. And this distance makes it harder than ever to obtain and integrate these resources, eating away at your competitive edge. How to tackle this challenge? In Managing Global Innovation, INSEAD's Yves L. Doz and Keeley Wilson show you how to build and leverage a global innovation network. Drawing on extensive research and real-life company examples, they walk you through a set of practical frameworks for acquiring and integrating innovation-critical knowledge from multiple sources. You'll learn to optimize your innovation footprint, improve communication and receptivity, and enhance collaboration in order to succeed on a global scale. Based on in-depth research within more than three dozen corporations--including Citibank, Essilor, GE, GlaxoSmithKline, HP Labs, HP Singapore, Nokia, Novartis, Shiseido, Siemens, Snecma, Synopsys, and Xerox--this book bridges theory and practice. Managing Global Innovation gives you the tools to harness critical expertise from around the globe--and channel it into your innovation programs.