Market-Driven Management and Intangible Assets in Global Television Set Manufacturers

The television set industry is a global sector where the most competitive companies are market-driven. Their competitive advantage is based not only on their ability to innovate products but also on their capability to develop and strengthen intangible assets, such as corporate culture, brand image and relationships between organisations.Television set industry, Market Driven Management, Competitiveness, Intangible Assets DOI:http://dx.doi.org/10.4468/2010.2.07silvestrelli

Managing global innovation: frameworks for integrating capabilities around the world

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 territoriessometimes 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 corporationsincluding Citibank, Essilor, GE, GlaxoSmithKline, HP Labs, HP Singapore, Nokia, Novartis, Shiseido, Siemens, Snecma, Synopsys, and Xeroxthis book bridges theory and practice. Managing Global Innovation gives you the tools to harness critical expertise from around the globeand channel it into your innovation programs

From a distance and detached to up close and personal: Bridging strategic and cross-cultural perspectives in international management research and practice

Despite its remarkable achievements, the field of international business (IB) is under attack; its legitimacy and importance are challenged. Structural weaknesses, in particular the existence of two subfields - one drawing on economics and strategy, the other on cross-cultural studies - have contributed to IB, but have failed to build the micro-process bridges that would have united and distinguished the field. The sociology of the field with its dominant positivist research paradigm also has not helped. We propose a multi-method, paradigmatic interplay approach to IB research for building intellectual bridges that would draw on the unique demographics of IB researchers and allow the field to be more united and hopefully produce stronger, more relevant research.International business International strategy Cross-cultural management Research paradigms

The Multinational mission : balancing local demands and global vision/ Prahalad

ix, 290 hal. ; 23,5 cm

The Multinational mission : balancing local demands and global vision/ Prahalad

ix, 290 hal. ; 23,5 cm