摘要:

AbstractManagement styles differ greatly across Europe although Europeans themselves may not always be aware of it. European executives usually deal with the countries closest to them and more distant countries are not as well known to them, whether linguistically, culturally, or geographically. As Europe 1993 makes executive transfers and recruitment easier than before across the European Community, it seems important to make managers aware of the variety of management styles across Western European countries. European managers frequently know more about American management and even Japanese management than they do about other European management styles. Their lack of understanding about European management styles may inhibit the emergence of a unified European management style in the future. © 1995 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060360402

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

年代:1994

数据来源: WILEY

摘要:

AbstractDespite considerable debate about foreign direct investment in the United States, little research has examined the inner workings of U.S. affiliates of foreign‐owned firms. This study examines the management practices in 249 U.S. affiliates of foreign‐owned firms. Findings show that practices in marketing, human resource management, and manufacturing tend to more closely resemble the practices of local competitors than those of the foreign parent, whereas for practices in financial control the dominant resemblance is to the parent. Furthermore, findings reveal that affiliates are comprised overwhelmingly of Americans, not only at lower levels of the organization but also in key executive positions, although affiliates of Japanese firms stand apart in their greater reliance on expatriates. Foreign affiliates of multinational firms are revealed as differentiated sets of practices, shaped by the interplay of local responsiveness and internal consistency. The findings also make plain that U.S. affiliates of foreign‐owned firms are in many ways very much like American firms. © 1995 John Wiley&Son

ISSN:0020-6652    

DOI:10.1002/tie.5060360403

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

年代:1994

数据来源: WILEY

摘要:

AbstractA significant difference between Japanese and American corporate environments is the existence of extensive networks of intercorporate agreements among firms in Japan. Networks in Japan are the dominant factor in determining how firms transact with other organizations. Given that Japanese networks are taking root in the American business environment, what does this mean for American firms competing and cooperating with Japanese firms? Drawing on a recent study of North American‐Japanese joint ventures, this article examines the Japanese network and considers the implications for outsider firms gaining temporary, and perhaps even permanent access to the network through the formation of alliances and joint ventures with Japanese firms. © 1995 John Wiley&Sons, I

ISSN:0020-6652    

DOI:10.1002/tie.5060360404

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

年代:1994

数据来源: WILEY

摘要:

AbstractThe phenomenal economic growth of the Asia‐Pacific region initially was driven by export‐oriented industrialization and more recently by intraregional trade. This provided the backdrop for the present study that examined the pattern, motivations, strategies, problems, issues, and prospects of Australian businesses and direct investments in this region. The study concluded that although an extensive trade relationship has been fostered between Australia and the Asia‐Pacific, this has not been translated into direct investments. Key impediments seem to be attitudinal, because of cultural and language differences, and the lack of international competitiveness. These problems are only beginning to be recognized. An agenda for action is suggested at the Government, industry, and company levels. © 1995 John Wiley&Son

ISSN:0020-6652    

DOI:10.1002/tie.5060360405

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

年代:1994

数据来源: WILEY

摘要:

AbstractIn the 1980s, marketization strategies gained momentum around the globe. Increasingly, the visible hand was being replaced by a revival of neoliberal growth strategies. Privatization was a response to state‐owned enterprise, sluggish performance, and excessive intervention in sectors not requiring assistance. In many countries the state became the problem and not the solution for further gains in competitiveness and efficiency. Privatization strategies were implemented more aggressively in Latin America in the 1980s and early 1990s. In Brazil, the largest economy in Latin America, policymakers used erratic strategies from the early 1980s through the early 1990s. This article addresses the Brazilian privatization experience, paying heed to the dynamics of the different strategies pursued throughout the privatization programs and elaborating on the specific steps taken by the Brazilian policymakers. © 1995 John Wiley&Sons, I

ISSN:0020-6652    

DOI:10.1002/tie.5060360406

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

年代:1994

数据来源: WILEY

摘要:

AbstractAfter a 50‐year Soviet occupation, the three Baltic states, Estonia, Latvia, and Lithuania gained independence in the early 1990s (Nordberg, 1993: 27). The socialist planned economy left the Baltic countries' economies and industrial structures in a state of disarray. Industries developed during the Soviet occupation were, in fact, inefficient, old‐fashioned, and too large in size for these small countries. The planned industrial and demand base was the Soviet Union. After independence, products could not be sold on Western markets without significant new Western investments (Nordberg, 1993: 37, 68‐69, 110).The underdeveloped industrial sector and the centralized influence of the Gosplan‐system had a significant detrimental influence on the management of the state‐run companies. In the centrally planned system, the skills and competencies of management were not necessarily success factors; political priorities dominated. Large numbers of Russians were sent to all three Baltic states as workers, middle management, and as executives. In 1989 nearly 34 percent of the citizens of Latvia were of Russian origin, in Estonia the figure was 30 percent, and in Lithuania nearly 10 percent (Nordberg, 1993: 38).The companies in the Baltic states were seen as production units of a large centrally managed system. Marketing, sales, finance, and investment decisions were made in Moscow. Management training was production oriented. Most companies were primarily concerned with filling production quotas.With independence, everything changed. Markets, marketing, management, financing, and other normal business skills became essential for success. As privatization of state‐owned industries commenced and Western competitors appeared on the market, the competence and skills gap of the Baltic executive became apparent to international partners as well as to Baltic national governments. © 1995 John Wil

ISSN:0020-6652    

DOI:10.1002/tie.5060360407

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

年代:1994

数据来源: WILEY

ISSN:0020-6652    

DOI:10.1002/tie.5060360401

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

年代:1994

数据来源: WILEY