摘要:

AbstractChanges in international competitiveness since World War II have favored Germany and Japan over France, the United States, and Britain. This applies to competitiveness in general, but is examined in three specific industries: steel, automobiles, and semiconductors. Explanations of changes in competitiveness often focus on economic and cultural variables, but an examination of the three industries shows that a better explanation can be found in the way in which each country organizes its state and society. State‐societal arrangements influence competitiveness mainly through their impact on the speed of diffusion of new technologies. The disparate cases of Germany (strong business and labor, weak government) and Japan (strong business and government, weak labor) suggest that there is more than one path to competitiveness. The literature on competitiveness has focused too much on Japan, and therefore on state industrial policies, as the key to increasing competitiveness. The German case shows that increased competitiveness is possible with a relatively weak state, but only if there is a major commitment to upgrading the skill levels of the work force. © 1995 John Wiley&Sons, I

ISSN:0020-6652    

DOI:10.1002/tie.5060360502

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

年代:1994

数据来源: WILEY

摘要:

AbstractThis article reports on a research study of how 18 worldwide businesses belonging to some of the largest American multinational companies responded in their strategies to industry globalization forces. The findings reveal some effective approaches, but at the same time show that most of these businesses lagged in their response. In particular, organizational, managerial and cultural barriers to implementation hampered efforts to change. This article develops a series of lessons on how multinational companies can improve their formulation and implementation of global strategy. © 1995 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060360503

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

年代:1994

数据来源: WILEY

摘要:

AbstractAlthough there have been significant efforts in conceptualizing global strategies, few frameworks have been developed to measure the relative globalness of firms. Porter proposed a specific framework of coordination and configuration for this purpose. This article proposes a new framework of global strategy by extending Porter's original framework. The conceptual clarification of this article will be useful in understanding different types of firms that are pursuing a global strategy. © 1995 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060360504

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

年代:1994

数据来源: WILEY

摘要:

AbstractThis article examines the influence of company ownership on the level at which pay is determined in Ireland and on the kinds of payment systems used. U.S. and U.K. multinational companies (MNCs), the two largest foreign investors in Ireland, are the focus of the analysis. Although the evidence points to the national level as the key level at which pay is determined, U.S. and U.K. MNCs operating in Ireland tend to follow the practices of their headquarters, rather than those of the host country. Evidence also suggests that foreign MNCs are much more likely to utilize nonstandard, variable payment systems than indigenous organizations. © 1995 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060360505

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

年代:1994

数据来源: WILEY

摘要:

AbstractCasual observers of Russian management are quick to portray a simplistic, well packaged, and seemingly accurate picture of life of Russian managers. Russia, they say, is imploding and disintegrating. In 1992, the inflation rate was 3,000 percent, and in the first 6 months of 1993, the monthly inflation rate ranged from 25 to 30 percent. The gross national product declined 25 percent in 1992 and continued to decline in 1993. Management life in Russia, these observers say, is unbearable, hell. Russian managers have been order‐takers from central planners and regulators for more than 70 years. They have been accustomed to working in a stable and predictable environment, and therefore could not possibly be effective in the shock‐therapy‐induced market economy that began in January, 1992. However, these observers could not be further from the truth. I concluded from my study of Russian management decision making in 1989, 1991, and 1992 that in a rapidly changing and chaotic environment, Russian managers are quick to recognize the effects of the evolving market economy and take rapid corrective or exploitive action. The 3‐year effort is a qualitative study of Russian management transformation and the development of a theoretical framework. What I found was that contrary to my findings in 1989 and 1991, the Russian economic shock therapy, which began in 1992, has infused life into Russian managers. As a result, they have been quick to recognize the effects of such economic forces as inflation, uncertainty, competition, consumer selectivity, credit, cash flow, and raw material on their enterprises. Likewise, they were also quick to respond, for example, by restructuring, downsizing, developing more competitive strategies, increasing promotions and sales force, and seeking foreign investors. In these respects, Russian management behavior resembles Western management behavior. © 1995 John Wiley&S

ISSN:0020-6652    

DOI:10.1002/tie.5060360506

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

年代:1994

数据来源: WILEY

摘要:

AbstractThis study examines the nature of negotiations between Mexican and U.S. business people. It was learned that U.S. negotiators tend to be more structured, less flexible, more direct, more focused on the specific terms of the agreement, and possibly more assertive than their Mexican counterparts. Factor analysis revealed five factors related to the success of negotiations between Mexican and U.S. business people: attributes of communication, knowledge, good faith in arranging countertrades, delivery requirements, and personal relationships. Communication problems appear to have a more important impact on successful negotiations than do the technical or financial aspects of the negotiation. Contexting and reciprocity are related themes that need to be given more attention if negotiations between Mexican and US. business people are to improve. © 1995 John Wiley&Sons, Inc

ISSN:0020-6652    

DOI:10.1002/tie.5060360507

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

年代:1994

数据来源: WILEY

摘要:

AbstractThe assessment center technique for sales force selection, promotion, career development, and training has received substantial attention. In addition to being cited as having substantial potential for more traditional sales management applications, the approach has been identified as well‐suited for cross‐cultural and multinational sales environments. This study appraises assessment center applications in two divergent settings: the United States and Europe. Expectations of greater awareness and utilization among European marketing managers were confirmed. © 1995 John Wiley&Sons,

ISSN:0020-6652    

DOI:10.1002/tie.5060360508

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.5060360501

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

年代:1994

数据来源: WILEY