摘要:

AbstractAmong various factors contributing to the economic success of the Japanese, the use of military‐like strategies has been recently cited by scholars, prominent journalists, and politicians in the United States. Some of them are now advocating retaliation through the use of similar military‐type methods. However, will the American companies and their government be able to do this successfully? A lot depends on a clear appreciation of some of the fundamental principles underlying the use of military strategies to business practices. This article seeks to highlight and explain why militarytype strategies are more applicable to Japanese than American companies. © 1993 John Wiley&Sons,

ISSN:0020-6652    

DOI:10.1002/tie.5060350202

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractAs the Mexican economy prepares to transition from a relatively closed and protected market to a regionally integrated free market which is part of the proposed North American Free Trade Agreement (NAFTA), a change in its technology licensing environment will be needed to enable Mexican companies to compete for technology with firms from the other member countries of the NAFTA. This study identifies the national sources which have provided Mexico with technology and the Mexican industrial sectors which have been able to attract this technology in the 1980s. It further evaluates the current licensing environments in Canada, Mexico, and the U.S.A. as well as in the Latin American Integration Association (LAIA). The study provides recommendations for changes to the Mexican licensing environment and proposes strategies for attracting technology to Mexican industry under the changed conditions which would be introduced by the NAFTA. © 1993 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060350203

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractThe purpose of this article is to explain various aspects of Chinese and Japanese business negotiating styles. Both the Chinese and Japanese have a reputation for being tough negotiators, but their strategies and tactics are neither unpredictable nor insurmountable. Although they share similar cultural traditions, they do have some notable differences. This article begins with an analysis of general perceptions of the Chinese and Japanese on negotiations, and then goes through different stages of the formal negotiating process while focusing on some of the tactics used either commonly or respectively by the Chinese and Japanese. It ends with a discussion on conflict management. Throughout the article, similarities and differences between the Chinese and Japanese are highlighted. The article presents a conceptual framework for understanding and comparing Chinese and Japanese negotiating styles. © 1993 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060350204

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractEastern Europe needs investment, access to world‐wide distribution networks, and managerial/marketing/technical expertise. To fulfill these needs, it offers firms major incentives to establish presence in the region. Interviews with the senior representatives of six multinational firms in Hungary, the leading country in the transition to a market economy, revealed an evolutionary pattern of the firms' involvement and investment in the Hungarian economy. This article describes the evolutionary pattern, provides firms with strategic insight, and makes recommendations to accelerate the entrance of global firms into the region. © 1993 John Wiley&Sons, I

ISSN:0020-6652    

DOI:10.1002/tie.5060350205

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

摘要:

AbstractNew winds are blowing as the 20th century draws to a close. Globalization of markets, emerging technologies, and a green alliance are factors leading to drastic changes in the structure of business and indeed in humanity itself. Market globalization results from the shrinking of the planet under a transport and telecommunications revolution. Television has become a global mirror that reflects human society, albeit imperfectly. The image transmitted is of a multicultural, heterogeneous society with a growing gap between world socioeconomic realities. Management is and will increasingly be a critical resource for development. Considerable investment has been made in all countries of the world on the training and development of managers and emerging realities will pose unprecedented demands on management development. These new challenges include new work methods, energy constraints, ecological concerns, demographic growth, product shortages, and geo‐social‐political instability. A radical change can hardly be expected in management education in the short term. It is possible, however, to insert an “innovation gene” in management education institutions to provoke a lasting change process. To determine such a “gene” it is advisable to screen some of the assessments that were made recently and to propose a search for “islands of modernization” in management education and training. © 1993 John

ISSN:0020-6652    

DOI:10.1002/tie.5060350206

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY

ISSN:0020-6652    

DOI:10.1002/tie.5060350201

出版商:Wiley Subscription Services, Inc., A Wiley Company    

年代:1993

数据来源: WILEY