Established routines, bureaucratic procedures, and inertia often constrain a firm's strategic behavior. Understanding the strategic decision‐making process can help your company…
Abstract
Established routines, bureaucratic procedures, and inertia often constrain a firm's strategic behavior. Understanding the strategic decision‐making process can help your company close the gap between what it plans and what it actually does.
RENATO MAZZOLINI, INGO WALTER and Willard C. Butcher
A liberal, open, competitive, market‐oriented economy, with all its variations, is an eminently better strategy for economic progress than its alternative, the state‐managed…
Abstract
A liberal, open, competitive, market‐oriented economy, with all its variations, is an eminently better strategy for economic progress than its alternative, the state‐managed economic system. This thesis is seemingly simple yet so complex for economic policymakers to understand.
Cross‐national strategy as opposed to country‐by‐country strategy may take place on a regional or on a global basis. This paper examines the European regional office experience of…
Abstract
Cross‐national strategy as opposed to country‐by‐country strategy may take place on a regional or on a global basis. This paper examines the European regional office experience of 16 large U.S. firms in terms of (1) the types of responsibilities they handle and why, (2) the problems of removing control and/or duties from country subsidiaries, and (3) the relationship between a regional and global strategy and implementation. The companies' experiences have been quite diverse, thus highlighting multiple opportunities but the need to approach the development of regional operations cautiously. In spite of some problems, the future for European regional management seems bright.
International business programs became realities in the 1950s, but only at two universities: Columbia and Indiana. In the 1960s, more universities added IB programs and…
Abstract
International business programs became realities in the 1950s, but only at two universities: Columbia and Indiana. In the 1960s, more universities added IB programs and departments; the 1970s saw even more added as universities realized that IB programs would enhance their reputations, improve student knowledge and expertise, and enhance companies’ future success. In 1974, the AACSB added internationalization as a requirement for business schools, forcing even more to enhance the international dimensions of their courses, programs, and faculty. Now virtually all B-schools have become global to some extent, although major differences remain in the quantity and quality of their internationalization.
What do we need to assure U.S. competitiveness? Participants in the current debate on that question tend to talk as though the economic policies and world competitiveness of U.S…
Abstract
What do we need to assure U.S. competitiveness? Participants in the current debate on that question tend to talk as though the economic policies and world competitiveness of U.S. industry were somehow separate when, in fact, world competitiveness is where the economic policies of the nation finally get tested. The crying need is to tie economic policy to business competitiveness, and not treat them like strangers.
Over the last twenty or thirty years, in spite of the frictions and difficulties that have arisen from time to time, economic relations between the United States and Japan have…
Abstract
Over the last twenty or thirty years, in spite of the frictions and difficulties that have arisen from time to time, economic relations between the United States and Japan have been very successful and beneficial for both countries. The United States and Japan have benefited equally in regard to trade and investment, the generation of technology, and the development of a better standard of life for the people of both countries.
Mushtaq Luqmani, Ghazi M. Habib and Sami Kassem
This articles provides a managerial framework to examine and analyse factors that may influence government decision making in less developed countries. In order to market…
Abstract
This articles provides a managerial framework to examine and analyse factors that may influence government decision making in less developed countries. In order to market successfully to these buyers, a series of hurdles has to be cleared. These include meeting eligibility, following procedures, establishing critical linkages, developing competitive offers and exerting appropriate influence. International firms can enhance their success and profits by taking a serious, long‐term approach to these markets.