1134 Posts Found

In cross-cultural negotiations, be aware of cultural differences but don’t feel you have to adapt your behavior.

Content: Article | Author: Horacio Falcao | Source: INSEAD Knowledge | Subjects: International, Negotiation

The globalization of trade is so established that it has lost the power to astound us. Yet the global economy is not as integrated or efficient as is widely believed, according to A. Kerem Cosar, assistant professor of economics at Chicago Booth, because getting goods from their point of origin to international shipping centers within the same country can be expensive—sometimes more expensive than shipping … [ Read more ]

Content: Article | Author: Samantha Stainburn | Source: Capital Ideas | Subjects: Economics, International

The three rules that provided the title for Raynor and Ahmed’s recent book on exceptional performance are based on the large-scale and detailed study of American corporations. But do these findings mean anything outside of the American context? Do they need to be adapted? Are they even relevant?

Content: Article | Authors: Michael E. Raynor, Mumtaz Ahmed, Rob Del Vicario | Source: Deloitte Review | Subjects: Best Practices, International

Do you trust with your head or with your heart? There is a big difference between cultures when it comes to building trust, and not understanding that can put a business relationship in peril.

Content: Article | Author: Erin Meyer | Source: INSEAD Knowledge | Subjects: International, Organizational Behavior

The Culture Map can help managers negotiate the complexity of cultural variation. It is made up of eight scales representing those behaviors where cultural gaps are most common. Through plotting out how two cultures fall on the 8 cultural dimensions, you can analyze the gaps and similarities and determine where the likely tensions and opportunities will arise with each collaboration.

Content: Article | Author: Erin Meyer | Source: ChangeThis | Subjects: International, Management, Organizational Behavior

When making a decision, two heads can be better than one, but two – or even more – perspectives are definitely better than one, especially in today’s dynamic and widely different global markets. These authors call it ensemble decision making and they describe four patterns and three steps for making it work.

Content: Article | Authors: Claudy Jules, Joshua B. Bellin, Nandani Lynton, Robert J. Thomas | Source: Ivey Business Journal | Subjects: International, Management, Organizational Behavior

While expanding to other countries may be attractive, it also poses challenges and potential pitfalls for companies. Different jurisdictions usually means different rules, and financial officers often need help navigating the unique rules of each new market. Fortunately, there are ways to establish and build a company’s global footprint successfully. Savvy cash management is key, and financial officers who are proactive and involved early in … [ Read more ]

Content: Article | Author: Alastair Borthwick | Source: Business Finance Magazine | Subject: International

“Rough diamonds” are the best performing firms in the BRIC (Brazil-Russia-India-China) countries. These firms compare favorably with the top 500 firms and the top 25 manufacturing firms in their countries and comparable firms worldwide, exceeding them profit margins and return on assets over an extended time period. This book outlines who these firms are and explains their exemplary performance through the Four Cs for Sustaining … [ Read more ]

Content: Book | Authors: Gerardo R. Ungson, Nan Zhou, Seung Ho Park | Subjects: International, Management

Eight principles for succeeding in markets prone to ethical and legal risks.

Content: Article | Authors: Edward Clayton, Ian Buchanan | Source: strategy+business | Subjects: Ethics, International

As companies stake their growth strategies on global expansion and penetration of new markets, they face a new global talent imperative. A mismatch between where supply and demand of available skills resides is forcing organizations to turn to other countries to locate scarce skills and source the best talent.

Organizations today face a different talent landscape, one in which the global talent map has lost its … [ Read more ]

Content: Article | Authors: Colin Sloman, David Gartside | Source: Accenture | Subjects: Human Resources, International

Effective leadership often relies on your ability to persuade others. If you manage a team whose members come from different cultures, learning to adapt your persuasive techniques is crucial.

Content: Article | Author: Erin Meyer | Source: INSEAD Knowledge | Subjects: Career, International, Management, Personal Development, Productivity / Work Tips

Corporate governance is not only a European challenge but an international one, because companies ultimately compete for financial resources on the global market. And corporate governance practices, which are strongly linked to local legal and regulatory environments, have a strong influence on strategic management style, as well as on decision-making at board, CEO and middle management levels. Thus, if organization follows strategy, strategy follows governance. … [ Read more ]

Content: Quotation | Source: European Business Forum (EBF) | Subjects: Corporate Governance, International, Strategy

Most people tend to emphasize just one or two, at most three, dimensions of cultural difference when it comes to parsing and predicting foreigners’ behavior. But cultures differ along many more than three dimensions, so the more dimensions you consider, the less likely you are to trip up on a cultural paradox. The trouble, of course, is that it’s cognitively difficult for us to keep … [ Read more ]

Content: Article | Authors: David Champion, Erin Meyer | Source: Harvard Business Review | Subjects: International, Management, Organizational Behavior

China’s most recognizable brand has plans to overtake Apple and Samsung.

Content: Case Study | Author: William J. Holstein | Source: strategy+business | Subject: International | Industry: Consumer Electronics | Company: Lenovo

Many established global companies discount the need to innovate when competing in emerging markets. After all, innovation is expensive and risky. So, how can it make sense to spend heavily on an innovation for a market in which customers have so little money? Readers will find out just why it does make a lot of sense.

Content: Article | Author: Chris Trimble | Source: Ivey Business Journal | Subjects: Innovation, International

Over the past 250 years we in the West have constructed a governance structure whose ‘micro’ aspects are geared to efficiency in acquiring and using capital and protecting the interests of the capital owner (shareholders being a much larger group today than a century ago). We have built a ‘macro’ governance structure based on nation states and which reflects this micro structure. Yet over the … [ Read more ]

Content: Quotation | Author: Ahmet Aykac | Source: European Business Forum (EBF) | Subjects: Capitalism, Economics, International

Paradoxically, the enduring competitive advantages in a global economy lie increasingly in local things—knowledge, relationships, and motivation that distant rivals cannot match.

Content: Quotation | Author: Michael E. Porter | Source: strategy+business | Subjects: Competition, International, Management, Strategy

Research by Christopher Marquis shows that a company’s degree of social responsibility is affected by a surprising factor—the language it uses to communicate.

Content: Article | Author: Michael Blanding | Source: Harvard Business School (HBS) Working Knowledge | Subjects: International, Organizational Behavior, Social Responsibility (ESG)

Globalization could be a powerful agent for peace, but instead, it often triggers the anger and fear that breeds terrorism and war. That is partly due to the approach we take to globalization. We see it as our gift to the world: We’ll show the developing nations how to build a Western culture and economy, the way we did. That’s shortsighted. Globalization must be a … [ Read more ]

Content: Quotation | Author: Bill Shireman | Source: Across the Board (ATB) | Subject: International

In a specific culture, people usually respond well to receiving very detailed and segmented information about what is expected of each of them. If you need to give instructions to a team member from this kind of culture, focus on what that person needs to accomplish and when. Conversely, if you need to motivate, manage, or persuade someone from a holistic culture, spend time explaining … [ Read more ]

Content: Article | Author: Erin Meyer | Source: Harvard Business Review | Subjects: International, Management, Organizational Behavior