Home  |  Service Overview  |  eBookstore   |  Using Primis Database  |  Completed Order  |  Your Publisher

My Book Request Click here to start a new order

My Primis   |  eBook Options  |  Help / Feedback  |  Primis Online

Main Catalogs   Accounting Business Communication Business Law Economics Finance Insurance and Real Estate Management Information Systems Management and Organization Marketing Operations and Decision Sciences      Special Catalogs     Case Studies Text Chapters Mapped to Specific Cases How to Build a Book: Select Content Review & Arrange Personalize Request a Copy Keyword    Title, Author, Case #, Etc. ALEKS Homework Manager Discover Econ   Learning Solutions Group     Harvard Business Review Articles — Business and Government  • To include an item in your complimentary custom book, click the item’s Add link. If there is a View link next to an item, you can view the pages by clicking on the link.  • To review the list of items you have selected so far, click on Step 2 in the progress bar above. You have successfully added all of the items to your order. Either click here to review your order or continue to add content from another title.    Improving the Conditions of Workers? Minimum Wage Legislation and Anti-Sweatshop Activism   Add   View  18 pp.  Article Author(s): Harrison, Ann; Scorse, Jason Publication Date: 02/01/2006 Product Type: Article Publisher: California Management Review HBS Number: CMR335 Geographic Setting: Indonesia Subjects: Activists; Business & society; Collective bargaining; Externalities; Labor law; Social responsibility Academic Discipline: Business & government Product Description: Many claim that international labor standards are a remedy to address poor working conditions and low wages in developing countries. Others have argued that efforts to impose a “living wage” or improve working conditions in developing countries can lead to higher labor costs, which could in turn hurt the very workers these movements seek to protect by relegating these workers to even worse jobs or no jobs at all. Many labor rights activists have turned to public relations campaigns and boycotts that target multinational companies to pressure them to improve the conditions of their workers. In the 1990s, Indonesia — home to dozens of Nike, Reebok, and Adidas subcontractors — was a primary target for these activists. At the same time, the Indonesian government — prompted by the U.S. government — greatly increased its minimum wage. These two different interventions led to a doubling of wages for unskilled workers in Indonesia. Although the minimum wage increases did lead to employment losses, this article reports on a study that shows that employment remained steady in textiles and apparel, indicating that anti-sweatshop activism in Indonesia was a “win-win” situation.    New World Disorder   Add   View  16 pp.  Article Author(s): Checa, Nicolas; Maguire, John; Barney, Jonathan Publication Date: 08/01/2003 Product Type: Harvard Business Review Article HBS Number: R0308E Subjects: ASEAN; Economic conditions; Foreign policy; Lobbying; NAFTA; Political risk Academic Discipline: Business & government Product Description: On January 1, 1995, representatives from 76 countries signed the World Trade Organization (WTO) charter, which for years had been part of a temporary trade agreement. The WTO's emergence as a fully empowered supranational body seemed to reflect the triumph of what the first President Bush had described as the “new world order.” That order was based on two assumptions: that a healthy economy and a sound financial system make for political stability and that countries in business together do not fight each other. The number one priority of U.S. foreign policy was, thus, to encourage the former Communist countries of Europe and the developing nations in Latin America, Asia, and Africa to adopt business-friendly policies. Private capital would flow from the developed world into these countries, creating economic growth. It sounded too good to be true and so it proved. The new world order of Bush pere and his successor, Bill Clinton, has been replaced by the new world disorder of Bush fils. Under the second Bush's administration, the economic and political rationale behind the Washington consensus of the 1990s has unraveled, forcing a radical change in our perceptions of which countries are safe for business. Negotiating this new environment will require companies to evaluate political events more rigorously and more carefully assess the links between political, economic, and financial risk factors. With careful analysis, business leaders can increase their companies' visibility and better respond to the uncertainties of the new world disorder.    Healthcare reform and its implications for the U.S. economy   Add   View  13 pp.  Article Author(s): Herzlinger, Regina E. Publication Date: 03/15/2010 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana Univ. HBS Number: BH372 Subjects: Health care policy; Health insurance; Transparency Academic Discipline: Business & government Product Description: U.S. healthcare is currently a poor value proposition in relation to its cost. This must change. Driven by the fundamental forces of financing, consumer preferences, and technology, the U.S. is heading for a profound revolution in healthcare, one that will affect not only the system itself but also the larger U.S. business community. This new healthcare system will create vast opportunities and commensurately large risks for healthcare innovators. The outcomes of the present healthcare reform debate will either liberate or further shackle these innovators. Reforms that depend on governmental controls are more likely to dampen innovation than those achieved through control by consumers, and given the profound ramifications of healthcare reform outcomes, policy makers would be well-advised to harness the forces of consumerism in fashioning reform.    Abraham Lincoln and the Global Economy   Add   View  16 pp.  Article Author(s): Hormats, Robert D. Publication Date: 08/01/2003 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R0308D Subjects: Developing countries; Globalization; Business government relations; Economic development; Change management; Social enterprise Academic Discipline: Business & government Product Description: Abraham Lincoln would have well understood the challenges facing many modern emerging nations. In Lincoln's America, as in many developing nations today, sweeping economic change threatened older industries, traditional ways of living, and social and national cohesion by exposing economies and societies to new and powerful competitive forces. Yet even in the midst of the brutal and expensive American Civil war — and in part because of it — Lincoln and the Republican Congress enacted bold legislation that helped create a huge national market, a strong and unified economy governed by national institutions, and a rising middle class of businessmen and property owners. Figuring out how to maximize the benefits of globalization while minimizing its disruptions is a formidable challenge for policy makers. How do you expand opportunities for the talented and the lucky while making sure the rest of society doesn't fall behind? It may be helpful to look at the principles that informed the policies that Lincoln and the Republican Congress instituted after they came to power in 1861: Facilitate the upward mobility of low- and middle-income groups to give them a significant stake in the country, emphasize the good of the national economy over regional interests, affirm the need for sound government institutions to temper the dynamics of the free enterprise system, tailor policies to the national situation, and realize that a period of turmoil may present a unique opportunity for reform. These principles drove the reforms th    Why a Poor Governance Environment Does Not Deter Foreign Direct Investment: The Case of China and Its Implications for Investment Protection   Add   View  6 pp.  Article Author(s): Li, Shaomin Publication Date: 07/15/2005 Product Type: Business Horizons Article Publisher: Business Horizons HBS Number: BH125 Geographic Setting: China Subjects: Corporate governance; Foreign direct investment; Reinvestment Academic Discipline: Business & government Product Description: It is widely believed that countries with a poor governance environment (e.g., weak laws and rampant corruption) do not attract foreign direct investment (FDI); however, this study suggests otherwise. Using China as a case study, this article argues that the prevailing theory that a good governance environment begets FDI is incomplete. When faced with a poor governance environment, investors choose direct investment over indirect (portfolio) investment because the former can be better protected by private means. In fact, China attracts a large amount of FDI because of, rather than despite, its lack of a good governance environment. Offers strategies to protect investments better and to look at the pitfalls resulting from rapid changes in the governance environment.    Microcapitalism and the Megacorporation   Add   View  12 pp.  Article Author(s): Dunn, Debra; Yamashita, Keith Publication Date: 08/01/2003 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R0308C Geographic Setting: India Subjects: Developing countries; Business government relations; Economic development; Social enterprise; Product development; Partnerships; Technology transfer Academic Discipline: Business & government Product Description: More than 100 miles from Bangalore, India, there's a rural area called Kuppam where one in three citizens is illiterate, more than half of the households have no electricity, and there's a high rate of AIDS. It's exactly this challenging atmosphere that prompted Hewlett-Packard to choose Kuppam as one of its first “i-communities” initiatives. Through the program, HP creates public-private partnerships to accelerate economic development through the application of technology while simultaneously opening new markets and developing new products and services. HP brings to these initiatives the management disciplines of a successful technology business. For example, it unearths customer needs using an iterative cycle that involves prototyping products and services and then closely observing residents' experiences with them. It fields a diversely talented team that brings many skills to the initiative. It takes a systems approach, simultaneously examining all the elements that must come together to create a working solution to a given problem. It establishes a “leading platform” on which other players — companies, nonprofits, and government agencies — can build technologies and applications. Practices like these help ensure that HP's investment yields real, sustainable results for the community in question. But HP also sees returns to its own business. In Kuppam, the company is discovering the need for (and developing) new products li    Turn Public Problems to Private Account (HBR Classic)   Add   View  12 pp.  Article Author(s): Rockefeller, Rc; Rockefeller, Rodman C. Publication Date: 08/01/2003 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R0308J Subjects: Developing countries; Social enterprise; Social responsibility Academic Discipline: Business & government Product Description: Many managers face increasing calls to invest corporate resources in charitable causes. How should executives balance a firm's very real economic imperative to maximize profitability with its hypothetical moral imperative to improve society? To provide one answer, the author draws on his experience as president of an economic-development company, IBEC. Viewing profit as “an essential discipline and measurer of economic success” but not “the sole corporate goal,” the company actively invested in social programs that met four criteria: They served a need of the local population; they required innovative approaches; they made sense on economic grounds; and they respected the social norms of the community. Such civic-minded efforts, the author argues in this prescient 1971 HBR article, not only improve people's lives but also create the foundation for more affluent and dynamic markets — markets that ultimately produce greater profits for business. For example, one of IBEC's earliest ventures was directed toward solving Venezuela's problems in retail food marketing. Many important items were unavailable at the small stores where people shopped. So in 1949, working with local partners, IBEC opened a supermarket. Supermarkets soon changed the food-buying habits of the nation, and the initiative helped alter patterns of food distribution and created the reliable demand needed to establish a host of local suppliers. Return on IBEC's investment, and that of its local partners, was most satisfactory, the author reports. The road to meeting a public n    Who Is Us/Who Is Them?   Add   View  23 pp.  Article Author(s): Reich, Robert B. Publication Date: 03/01/1991 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: 91212 Academic Discipline: Business & government Product Description: Combination of 90111 and 91206. Unadvertised.    Want People to Save? Force Them.   Add   View  4 pp.  Article Author(s): Ariely, Dan Publication Date: 09/01/2010 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: F1009G Geographic Setting: Chile Subjects: International finance; Global business; Business & government Academic Discipline: Business & government Product Description: Dan Ariely on the rationality of the Chilean savings plan.    Turning Gadflies into Allies   Add   View  12 pp.  Article Author(s): Yaziji, Michael Publication Date: 02/01/2004 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R0402J Subjects: Globalization; Government policy; Competitive advantage; Multinational corporations Academic Discipline: Business & government Product Description: Multinational companies are the driving force behind globalization, but they are also the source of many of its most painful consequences, including currency crises, cross-border pollution, and overfishing. These problems remain unsolved because they are beyond the scope of individual governments; transnational organizations have also proved unequal to the task. Nonprofit, nongovernmental organizations have leaped into the breach. To force policy changes, they have seized on all forms of modern persuasion to influence public sentiment toward global traders, manufacturers, and investors. By partnering with NGOs instead of opposing them, companies can avoid costly conflict and use NGOs' assets to gain competitive advantage. So far, however, most companies have proved ill equipped to deal with NGOs. Large companies know how to compete on the basis of product attributes and price. But NGO attacks focus on production methods and their spillover effects, which are often noneconomic. Similarly, NGOs are able to convert companies' standard competitive strengths — such as size and wide market awareness of their brands — into liabilities. That's because the wealthier and better known a company is, the juicier the target it makes. By partnering with NGOs instead of reflexively opposing them, companies could draw on NGOs' key strengths — legitimacy, awareness of social forces, distinct networks, and specialized technical expertise — which most companies could use more of.    Thriving Locally in the Global Economy (HBR Classic)   Add   View  16 pp.  Article Author(s): Kanter, Rosabeth Moss Publication Date: 08/01/2003 Product Type: Harvard Business Review Article Publisher: Harvard Business School Publishing HBS Number: R0308H Subjects: Developing countries; Globalization; Local government; International business; International marketing; Community relations; Social enterprise; Market entry Academic Discipline: Business & government Product Description: More and more small and midsize companies are joining corporate giants in striving to exploit international growth markets. At the same time, civic leaders worry about their communities' economic future in light of the impact of global forces on the operation and survival of businesses. How can communities retain local vitality yet still link their businesses to the global economy? Harvard professor Rosabeth Moss Kanter addresses that question in this classic HBR article, originally published in 1995. To avoid a clash between international economic interests and local political interests, globalizing businesses must learn how to be responsive to the communities in which they operate, Kanter says. And communities must determine how to create a civic culture that will attract and retain footloose companies. The author surveyed five U.S. regions with direct connections to the global economy — Boston, Cleveland, Miami, Seattle, and the Spartanburg-Greenville region of South Carolina — to determine their business and civic leaders' strategies for improving their constituents' quality of life. She identified ways in which the global economy can work locally by capitalizing on the resources that distinguish one place from another. Kanter argues that regions can invest in capabilities that connect their local populations to the global economy in one of three ways: as thinkers, makers, or traders.    A Question of (a) Character   Add   View  4 pp.  Article Author(s): Wang, Jianmao; Sprague, Linda G. Publication Date: 04/01/2006 Product Type: Harvard Business Review Article Product Description: China's Five-Year Plan is now called a Five-Year Guideline, reflecting the country's transition to a market economy. HBS Number: F0604K Geographic Setting: China Subjects: Country analysis; Economic planning; Government; International business Academic Discipline: Business & government    AIDS Is Your Business   Add   View  12 pp.  Article Author(s): Rosen, Sydney; Simon, Jonathon; Vincent, J Publication Date: 02/01/2003 Product Type: Harvard Business Review Article Product Description: If your company operates in a developing country, AIDS is your business. Although Africa has received the most attention, AIDS is also spreading swiftly in other parts of the world. Why should executives be concerned about AIDS? Because it is destroying the twin rationales of globalization strategy--cheap labor and fast-growing markets--in countries where people are heavily affected by the epidemic. Fortunately, investments in programs that prevent infection and provide treatment for employees who have HIV/AIDS are profitable for many businesses--that is, they lead to savings that outweigh the programs' costs. Due to the long latency period between HIV infection and the onset of AIDS symptoms, a company is not likely to see any of the costs of HIV/AIDS until five to ten years after an employee is infected. But executives can calculate the present value of epidemic-related costs by using the discount rate to weigh each cost according to its expected timing. That allows companies to think about expenses on HIV/AIDS prevention and treatment programs as investments rather than merely as costs. Fighting AIDS not only helps those infected; it also makes good business sense. HBS Number: R0302F Subjects: AIDS; Developing countries; Globalization; Labor market Academic Discipline: Business & government    All Those Unfamiliar Places   Add   View  4 pp.  Article Author(s): Dunk, William Publication Date: 11/01/2004 Product Type: Harvard Business Review Article Product Description: Management consultant William Dunk argues that the best new thinking resides in often overlooked nations. HBS Number: F0411B Subjects: Globalization; Innovation Academic Discipline: Business & government    Apocalypse Now?   Add   View  4 pp.  Article Author(s): Ghemawat, Pankaj Publication Date: 10/01/2006 Product Type: Harvard Business Review Article HBS Number: F0610H Subjects: Economic development; Globalization; International business Academic Discipline: Business & government Product Description: Predictions of global economic integration are at odds with the facts: Most types of economic activity that might cross borders are still largely focused at home.    Are Foreign Banks Sure Winners in Post-WTO China?   Add   View  14 pp.  Article Author(s): Leung, M.K.; Chan, Ricky Y.K. Publication Date: 05/15/2006 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: Five years following China's accession to the World Trade Organization (WTO), foreign banks are scheduled to be granted full access to the country's vast local currency in December 2006. The foreign banks' competitive attributes, such as size and international banking experience, have facilitated their entry into China. These efforts, however, have been countered by the improving competitiveness of Chinese banks. Further prompted by high entry and operating costs in Renminbi (Rmb) business, foreign banks have engaged in different strategic responses to these challenges. All things considered, it is envisaged that only a very small number of foreign banks will be able to emerge as big players in the Chinese banking market. HBS Number: BH196 Geographic Setting: China Industry Setting: Banking industry Subjects: Competition; Foreign investment; International banking; Strategic processes; World Trade Organization Academic Discipline: Business & government    Arm Yourself for the Coming Battle over Social Security   Add   View  12 pp.  Article Author(s): Pozen, Robert C. Publication Date: 11/01/2002 Product Type: Harvard Business Review Article Product Description: The U.S. Social Security system is in deep trouble--and that's not just bad news for your friends and family. It's also bad news for your company. Unless the Social Security system is changed, by 2041 the system will be utterly insolvent. In the next decade, the very prospect of the rising deficit will mean serious pressure on recent tax cuts, higher long-term interest rates, increased pension-funding costs, and other punishing conditions for U.S. businesses. Executives need to participate in the growing debate about Social Security reform, says Robert Pozen, a visiting professor at Harvard Law School who served on the President's Commission to Strengthen Social Security. In this article, he urges business leaders to take a stance on how the system should be reformed, suggesting they work with interest groups to make their voices heard. Pozen outlines the three main alternatives executives might choose to support: increasing contributions to Social Security, decreasing the growth of benefits for more affluent workers, and increasing investment returns on Social Security assets. What's needed to fix the current system, he contends, is a careful balance of all three. HBS Number: R0211C Subjects: Business government relations; Executives; Government policy; Leadership; Social security Academic Discipline: Business & government    Beware of Bad Microcredit   Add   View  4 pp.  Article Author(s): Beck, Steve; Ogden, Tim Publication Date: 09/01/2007 Product Type: Harvard Business Review Article HBS Number: F0709C Subjects: Corporate social responsibility; Foreign investment; Microcredit; Poverty Academic Discipline: Business & government Product Description: Failing to reduce poverty by supporting the wrong microcredit program can tarnish a company's good name. Executives in charge of corporate social responsibility should insist on clearly defined measures of success, invest in improving microcredit's effectiveness, and support the growth of small companies in regions of poverty.    Changing Face of Chinese Executives   Add   View  4 pp.  Article Author(s): Javidan, Mansour; Lynt, Nandani Publication Date: 12/01/2005 Product Type: Harvard Business Review Article Product Description: Researchers have identified four cultural tensions that will influence how Chinese leaders develop over the next 15 years. HBS Number: F0512H Geographic Setting: China Subjects: Culture; Influence; Leadership Academic Discipline: Business & government    Changing Levels of Intellectual Property Rights Protection for Global Firms: A Synopsis of Recent U.S. and E.U. Trade En   Add   View  10 pp.  Article Author(s): Chaudhry, Peggy E. Publication Date: 11/15/2006 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University HBS Number: BH214 Subjects: Counterfeiting; Intellectual property; Legal issues; Trade policy Academic Discipline: Business & government Product Description: According to the International Anti-Counterfeiting Coalition (IACC), approximately $350 billion in counterfeit goods is traded annually in the world economy. Additionally, the European Commission of Taxation and Customs Union reported that 100 million fake items were seized in 2004, a 900% increase over a four-year period. Recent trade initiatives, such as the U.S. Strategy Targeting Organized Piracy (STOP!) and the EU Intellectual Property Rights Enforcement Directive, target both organized pirates and consumers in an effort to bolster the protection of intellectual property rights. Understanding these innovative trade initiatives will assist managers to better deal with anti-counterfeiting tactics.    China + India: The Power of Two   Add   View  16 pp.  Article Author(s): Khanna, Tarun Publication Date: 12/01/2007 Product Type: Harvard Business Review Article HBS Number: R0712D Geographic Setting: China; India Subjects: Business history; Competition; Country analysis; Cross cultural relations Academic Discipline: Business & government Product Description: China and India are burying the hatchet after four-plus decades of hostility. A few companies from both nations have been quick to gain competitive advantages by viewing the two as symbiotic. If Western corporations fail to do the same, they will lose their competitive edge — and not just in China and India but globally. The trouble is, most companies and consultants refuse to believe that the planet's most populous nations can mend fences. Not only do the neighbors annoy each other with their foreign policies, but they're also vying to dominate Asia. Moreover, the world's fastest-growing economies are archrivals for raw materials, technologies, capital, and overseas markets. Still, China and India are learning to cooperate, for three reasons. First, these ancient civilizations may have been at odds since 1962, but for 2,000 years before that, they enjoyed close economic, cultural, and religious ties. Second, neighbors trade more than non-neighbors do, research suggests. Third, China and India have evolved in very different ways since their economies opened up, reducing the competitiveness between them and enhancing the complementarities. Some companies have already developed strategies that make use of both countries' capabilities. India's Mahindra & Mahindra developed a tractor domestically but manufactures it in China. China's Huawei has recruited 1,500 engineers in India to develop software for its telecommunications products. Even the countries' state-owned oil companies, including Sinopec and ONGC, have teamed up to hunt for oil together. Multinational companies usually find that tap    Cocreating Business’s New Social Compact   Add   View  20 pp.  Article Author(s): Brugmann, Jeb; Prahalad, C. K. Publication Date: 02/01/2007 Product Type: Harvard Business Review Article HBS Number: R0702D Geographic Setting: Bangladesh; Colombia; Peru; Philippines Subjects: Corporate social responsibility; Economic development; Emerging markets; Global business; Microeconomics; Nongovernmental organizations Academic Discipline: Business & government Product Description: Moving beyond decades of mutual distrust and animosity, corporations and nongovernmental organizations (NGOs) are learning to cooperate with each other. Realizing that their interests are converging, the two sides are working together to create innovative business models that are helping to grow new markets and accelerate the eradication of poverty. The path to convergence has proceeded in three stages. In the initial be- responsible stage, companies and NGOs, realizing that they had to coexist, started to look for ways to influence each other through joint social responsibility projects. This experience paved the way for the get-into-business stage, in which NGOs and companies sought to serve the poor by setting up successful businesses. In the process, NGOs learned business discipline from the private sector, while corporations gained an appreciation for the local knowledge, low-cost business models, and community-based marketing techniques that the NGOs have mastered. Increased success on both sides has laid the foundation for the cocreate-business stage, in which companies and NGOs become key parts of each other's capacity to deliver value. When BP sought to market a duel-fuel portable stove in India, it set up one such cocreation system with three Indian NGOs. The system allowed BP to bring the innovative stove to a geographically dispersed market through myriad local distributors without incurring distribution costs so high that the product would become unaffordable. The company sold    Cocreating Business’s New Social Compact (HBR OnPoint Enhanced Edition)   Add   View  20 pp.  Article Author(s): Brugmann, Jeb; Prahalad, C. K. Publication Date: 02/01/2007 Product Type: HBR OnPoint Article HBS Number: 1829 Subjects: Business & society; Economic development; Global business; Multinational corporations; Nongovernmental organizations; Nonprofit sector; Social responsibility; Strategy formulation Academic Discipline: Business & government Product Description: Moving beyond decades of mutual distrust and animosity, corporations and nongovernmental organizations (NGOs) are learning to cooperate with each other. Realizing that their interests are converging, the two sides are working together to create innovative business models that are helping to grow new markets and accelerate the eradication of poverty. The path to convergence has proceeded in three stages. In the initial be- responsible stage, companies and NGOs, realizing that they had to coexist, started to look for ways to influence each other through joint social responsibility projects. This experience paved the way for the get-into-business stage, in which NGOs and companies sought to serve the poor by setting up successful businesses. In the process, NGOs learned business discipline from the private sector, while corporations gained an appreciation for the local knowledge, low-cost business models, and community-based marketing techniques that the NGOs have mastered. Increased success on both sides has laid the foundation for the cocreate-business stage, in which companies and NGOs become key parts of each other's capacity to deliver value. When BP sought to market a duel-fuel portable stove in India, it set up one such cocreation system with three Indian NGOs. The system allowed BP to bring the innovative stove to a geographically dispersed market through myriad local distributors without incurring distribution costs so high that the product would become unaffordable. The company sold its stoves profitably, the NGOs gained ac    Commerce Clause Wakes Up   Add   View  4 pp.  Article Author(s): Downes, Larry Publication Date: 09/01/2005 Product Type: Harvard Business Review Article Product Description: The Granholm v. Heald decision suggests that the Supreme Court is prepared to protect e-commerce initiatives. HBS Number: F0509A Subjects: Electronic commerce; Government & business; Legal aspects of business Academic Discipline: Business & government    Communicating in Germany   Add   View  4 pp.  Article Author(s): Newton, David; Bierck, Richard Publication Date: 10/01/1999 Product Type: Harvard Management Communication Letter Article Product Description: Traveling to Germany on business? This article tells you what to expect from your German counterparts, and offers tips on how to avoid making some embarrassing cultural blunders. Includes a sidebar entitled "A Quick Look in the Cultural Mirror," which offers interesting perspective on how Germans perceive America. HBS Number: C9910E Subjects: Business etiquette; Cross cultural relations; Germany; Management communication Academic Discipline: Business & government    Competing in the Global Marketplace: The Case of India and China   Add   View  8 pp.  Article Author(s): Anshu, Saran; Guo, Chiquan Publication Date: 03/15/2005 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: As the world economy becomes increasingly integrated and globalized, U.S. companies face an unprecedented opportunity -- and challenge. In the global marketplace, China has made great strides in economic and commercial developments. China is becoming a manufacturing base for the world in providing quality products at low prices. As more businesspeople turn their attention to China's progress, however, they are missing out on an important part of the equation: its neighboring country, India. Presents an argument that India could be a viable alternative in competition with other countries on the world stage. In spite of its problems, the Indian government and people are determined to increase India's contribution to the world economy. As such, India may serve as its next frontier. HBS Number: BH117 Subjects: China; Competition; Economic analysis; Future; India; Manufacturing Academic Discipline: Business & government    Compliance, Collaboration, and Codes of Labor Practice: The adidas Connection   Added   View  23 pp.  Article Author(s): Frenkel, Stephen J.; Scott, Duncan Publication Date: 10/01/2002 Product Type: CMR Article Publisher: California Management Review Product Description: Comprising networked organizations that span advanced and developing countries, the athletic footwear sector is at the cutting edge of globalization. An important dimension of corporate responsibility is setting and maintaining labor standards for contractors' employees in countries where workers have little or no legal protection against exploitation. This article examines how adidas, the industry's No. 2 firm, has utilized a code of labor practice to regulate the labor standards of its main manufacturing suppliers. A comparative analysis of a matched sample of two contractors in China shows that although the code requirements were met in both cases, relationships with adidas not only differed but also made a difference. Compared with compliance-type relationships, collaborative global firm-contractor ties encourage higher workplace performance and better employment relations in contractor factories. HBS Number: CMR240 Subjects: Compliance; Contractors; Corporate responsibility; Footwear; Globalization; Labor relations; Social issues Academic Discipline: Business & government    Convergence and Divergence in Asian Human Resource Management   Add   View  21 pp.  Article Author(s): Rowley, Chris; Benson, John Publication Date: 01/01/2002 Product Type: CMR Article Publisher: California Management Review Product Description: The globalization of the field of human resource management (HRM) has led to some common changes in international HRM practices. On the surface, this indicates a degree of convergence. Deeper examination, however, reveals a different picture. Many differences in HRM remain due to a variety of limiting factors, ranging from economic stages of development to business strategies, national culture, and fixed enterprise mindsets. Using evidence from a selection of diverse economies in Asia, this article explores and maps out these patterns and discusses the challenges for research and management practice. HBS Number: CMR222 Subjects: Asia; Globalization; Human resources management; International management Academic Discipline: Business & government    Distance Still Matters: The Hard Reality of Global Expansion   Added   View  16 pp.  Article Author(s): Ghemawat, Pankaj Publication Date: 09/01/2001 Product Type: Harvard Business Review Article HBS Number: R0108K Subjects: Country analysis; Foreign investment; Globalization; Government policy; International business; International trade; Trade policy Academic Discipline: Business & government Product Description: Companies routinely overestimate the attractiveness of foreign markets. Dazzled by the sheer size of untapped markets, they lose sight of the difficulties of pioneering new, often very different territories. The problem is rooted in the analytic tools (the most prominent being country portfolio analysis, or CPA) that managers use to judge international investments. By focusing on national wealth, consumer income, and people's propensity to consume, CPA emphasizes potential sales, ignoring the costs and risks of doing business in a new market. Most of these costs and risks result from the barriers created by distance. “Distance,” however, does not refer only to geography; its other dimensions can make foreign markets considerably more or less attractive. The CAGE framework of distance presented here considers four attributes: cultural distance (religious beliefs, race, social norms, and language that are different for the target country and the country of the company considering expansion); administrative or political distance (colony-colonizer links, common currency, and trade arrangements); geographic distance (the physical distance between the two countries, the size of the target country, access to waterways and the ocean, internal topography, and transportation and communications infrastructures); and economic distance (disparities in the two countries' wealth or consumer income and variations in the cost and quality of financial and other resources). This framework can help to identify the ways in which potential markets may be distant from existing ones. The a    Distance Still Matters: The Hard Reality of Global Expansion (Enhanced Edition)   Add   View  20 pp.  Article Author(s): Ghemawat, Pankaj Publication Date: 12/01/2004 Product Type: Harvard Business Review Article HBS Number: 8533 Subjects: Country analysis; Foreign investment; Globalization; Government policy; International business; International trade; Trade policy Academic Discipline: Business & government Product Description: This is an enhanced edition of HBR article R0108K, originally published in September 2001. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. Dazzled by the sheer size of untapped foreign markets, companies lose sight of the difficulties of pioneering new, often very different territories. The problem is rooted in the analytic tools (the most prominent being country portfolio analysis, or CPA) that managers use to judge international investments. By focusing on national wealth, consumer income, and people's propensity to consume, CPA emphasizes potential sales, ignoring the costs and risks of doing business in a new market. Most of these costs and risks result from the barriers created by distance. “Distance,” however, does not refer only to geography; its other dimensions can make foreign markets considerably more or less attractive. The CAGE framework of distance presented here considers four attributes: cultural distance (religious beliefs, race, social norms, and language); administrative or political distance (colony-colonizer links, common currency, and trade arrangements); geographic distance (the physical distance between the two countries, the size of the target country, access to waterways and the ocean, internal topography, and transportation and communications infrastructures); and economic distance (disparities in the two countries' wealth or consumer income and variations in the cost and quality of financial and other resources). This framework can hel    Does Manufacturing Matter?   Add   View  4 pp.  Article Author(s): Ramaswamy, Ramana; Rowthorn, Robert Publication Date: 11/01/2000 Product Type: Harvard Business Review Article Product Description: The short answer is: not much for the U.S. economy. Here's why. HBS Number: F00607 Subjects: Business cycles; Business history; Economic growth; Macroeconomics; Manufacturing; Service industries Academic Discipline: Business & government    Economics of Peace   Add   View  4 pp.  Article Author(s): Alamaro, Moshe Publication Date: 11/01/2002 Product Type: Harvard Business Review Article Product Description: The strife between Israel and the Palestinians is largely viewed as a political problem requiring a political solution. But it's also economic, says this researcher, who asserts that Japan's role in the development of South Korea can inform economic relations between Israel and the Palestinians. HBS Number: F0211D Subjects: Economic analysis; Middle East; Political systems Academic Discipline: Business & government    Economist Paul Krugman on being surprised by the spread of the downturn   Add   View  4 pp.  Article Author(s): Cliffe, Sarah; Krugman, Paul Publication Date: 06/01/2009 Product Type: Harvard Business Review Article HBS Number: F0906D Subjects: Capital markets; Economic analysis; Recessions Academic Discipline: Business & government Product Description: Krugman — a professor at Princeton University, the most recent winner of the Nobel Prize in economics, and a columnist for the New York Times — talks about the global financial meltdown: what surprises him, what scares him, and what he'd do to ensure a recovery if he were calling all the shots.    End of Corporate Imperialism (Classic)   Added   View  16 pp.  Article Author(s): Prahalad, C. K.; Lieberthal, Kenneth Publication Date: 08/01/2003 Product Type: Harvard Business Review Article HBS Number: R0308G Geographic Setting: China; India; South America Subjects: Country analysis; Developing countries; Emerging markets; Globalization; HBR Classics; International business; International marketing; Market entry; Multinational corporations Academic Discipline: Business & government Product Description: As they search for growth, multinational corporations will have no choice but to compete in the big emerging markets of China, India, Indonesia, and Brazil. Although it is still common to question how such corporations will change life in those markets, Western executives would be smart to turn the question around and ask how multinationals themselves will be transformed by these markets. To be successful, MNCs will have to rethink every element of their business models, the authors assert in this seminal HBR article from 1998. During the first wave of market entry in the 1980s, multinationals operated with what might be termed an imperialist mind-set, assuming that the emerging markets would merely be new markets for their old products. But this mind-set limited their success: What is truly big and emerging in countries like China and India is a new consumer base comprising hundreds of millions of people. To tap into this huge opportunity, MNCs need to ask themselves five basic questions: Who is in the emerging middle class in these countries? How do the distribution networks operate? What mix of local and global leadership do you need to foster business opportunities? Should you adopt a consistent strategy for all of your business units within one country? Should you take on local partners? The transformation that multinational corporations must undergo is not cosmetic — simply developing greater sensitivity to local cultures will not do the    End of Corporate Imperialism (HBR OnPoint Enhanced Edition)   Add   View  20 pp.  Article Author(s): Prahalad, C.K.; Lieberthal, Kenneth Publication Date: 12/01/2004 Product Type: Harvard Business Review Article HBS Number: 8495 Subjects: China; Country analysis; Developing countries; Emerging markets; Globalization; HBR Classics; India; International business; International marketing; Market entry; Multinational corporations; South America Academic Discipline: Business & government Product Description: This is an enhanced edition of HBR article R0308G originally published in 1998 and republished in August 2003. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. As they search for growth, multinational corporations will have no choice but to compete in the big emerging markets of China, India, Indonesia, and Brazil. Although it is still common to question how such corporations will change life in those markets, Western executives would be smart to turn the question around and ask how multinationals themselves will be transformed by these markets. To be successful, MNCs will have to rethink every element of their business models, the authors assert in this seminal HBR article from 1998. During the first wave of market entry in the 1980s, multinationals operated with what might be termed an imperialist mind-set, assuming that the emerging markets would merely be new markets for their old products. But this mind-set limited their success: What is truly big and emerging in countries like China and India is a new consumer base comprising hundreds of millions of people. To tap into this huge opportunity, MNCs need to ask themselves five basic questions: Who is in the emerging middle class in these countries? How do the distribution networks operate? What mix of local and global leadership do you need to foster business opportunities? Should you adopt a consistent strategy for all of    Enduring Logic of Industrial Success   Added   View  12 pp.  Article Author(s): Chandler, Alfred D., Jr. Publication Date: 03/01/1990 Product Type: Harvard Business Review Article Product Description: Large managerial enterprises have been the engines of growth and innovation in modern economies for more than a century. This essay lays out the logic and the nature of the competitive battles that ensue once an industry has been transformed by a first-mover company (companies defined by their large-scale investments in production, marketing, and management). History's lessons are clear: first movers quickly dominate their industries and continue to do so for decades. Those who fail to invest cannot compete -- internationally or at home. HBS Number: 90202 Subjects: Business history; Competition; Corporate strategy; Growth strategy; Investment management Academic Discipline: Business & government    Expanding in China   Add   View  4 pp.  Article Author(s): Chen, Ann; Vishwanath, Vijay Publication Date: 03/01/2005 Product Type: Harvard Business Review Article Product Description: Bain consultants Ann Chen and Vijay Vishwanath offer three key strategies multinationals can use to expand from China's premium segment into the broader market. HBS Number: F0503D Geographic Setting: China Subjects: Developing countries; Emerging markets; International business; Multinational corporations Academic Discipline: Business & government    First Balanced Scorecard   Add   View  4 pp.  Article Author(s): Norton, David P. Publication Date: 03/15/2002 Product Type: Balanced Scorecard Report Article Product Description: The Balanced Scorecard is here to stay, or so it would seem. Bain & Co.'s Eighth Annual "Management Tools" survey showed that 50% of companies in North America and Europe claim to be using the scorecard. The use of nonfinancial measurement, while not new, has never before been embraced in a comprehensive and consistent way. So, why now? The answer lies in the Balanced Scorecard's history and evolution and the broader development of the business economy. HBS Number: B0203G Subjects: Balanced scorecard; Business history; Corporate strategy; Organizational change; Organizational management; Organizational structure; Strategy formulation Academic Discipline: Business & government    Forgotten Strategy   Add   View  12 pp.  Article Author(s): Ghemawat, Pankaj Publication Date: 11/01/2003 Product Type: Harvard Business Review Article HBS Number: R0311E Industry Setting: Architectural services industry; Computer hardware; Medical equipment & device industry; Soft drink industry Subjects: Arbitrage; Business models; Costs; Cross cultural relations; Globalization; Localization; Multinational corporations; Standardization Academic Discipline: Business & government Product Description: Most multinationals see globalization as a matter of replication — spreading a single business model as widely as possible to maximize economies of scale. From this perspective, the key strategic challenge is choosing how much of the model to keep standard and how much to grudgingly adapt to local tastes. But focusing exclusively on that choice is a mistake, for it blinds companies to the very real opportunities they can still gain from arbitrage — from exploiting differences as opposed to similarities. Indeed, the scope for arbitrage is as wide as the differences that remain among countries, and those differences continue to be broad and deep. They can, in fact, be divided into four main categories: cultural, administrative, economic, and geographic. In each category, old opportunities persist and new ones are arising. Consider the continued cachet of French culture in its wines and haute couture or how swiftly the Finns have become known for their expertise in wireless communications. Clearly, legal and other administrative differences, particularly in tax laws and the cost of capital, remain large. So do purely economic wage differentials. Both the differences that make arbitrage valuable and the similarities that make replication important will remain with us for the foreseeable future, and combining the two, while necessary, is tricky.    Forward-Thinking Cultures   Add   View  4 pp.  Article Author(s): Javidan, Mansour Publication Date: 07/01/2007 Product Type: Harvard Business Review Article HBS Number: F0707B Subjects: Developing countries; International business; Long term planning Academic Discipline: Business & government Product Description: Singapore is the most future-oriented country in the world, new research from Thunderbird business school reveals, whereas Russia is the least. Yet people the world over aspire to plan for the future, a fact global managers can use to inspire workers in present-oriented cultures to look ahead.    Getting to Know the Neighbors: Grupos in Mexico   Add   View  9 pp.  Article Author(s): Sargent, John Publication Date: 11/15/2001 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: Research on the structure and competitive behavior of such organizational forms as the Japanese keiretsu and the Korean chaebol has provided insights into alternative ways to organize economic activity. Somewhat overlooked, however, are the Latin American business groups, or grupos. The activities of Mexican business groups based in Monterrey are used to illustrate the historical development of kinship networks within Mexican groups as well as various issues concerning corporate governance. One of the primary characteristics of business groups is pluralistic composition, meaning they are generally composed of more than one family. Joint investments were not the only mechanism that brought together the Monterrey elite; it was also common for the offspring of the various families to intermarry. A clear set of behavioral norms and an overriding ideology developed within Monterrey's leading entrepreneurial families. These groups are able to compete successfully through their ability to create efficient internal capital, labor, and product markets not available to unaffiliated firms. However, in some cases, the needs of an entrepreneur's business are clearly secondary to those of the "grandfamily" (the three-generation family of grandparents, parents, and children). Implications are examined for the entry mode of multinational firms looking to expand in Mexico. HBS Number: BH066 Subjects: Corporate governance; Country analysis; Developing countries; Foreign investment; International business; Mexico Academic Discipline: Business & government    Global Manufacturers at a Crossroads   Add   View  4 pp.  Article Author(s): Koudal, Peter Publication Date: 03/01/2005 Product Type: Harvard Business Review Article Product Description: As multinationals decrease their direct investment in low-wage markets, they're opening the door to dangerous competitors, says Deloitte consultant Peter Koudal. HBS Number: F0503F Subjects: Competition; Emerging markets; Multinational corporations; Outsourcing Academic Discipline: Business & government    Global Strategy Lessons from Japanese and Korean Business Groups   Add   View  8 pp.  Article Author(s): Tu, Howard S.; Kim, Seung Yong; Sullivan, Publication Date: 03/15/2002 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: Given the growth in Asian markets, it is important for Western managers to understand what drives the success of Japanese and Korean business groups--keiretsus and chaebols. The purpose here is twofold: 1) to analyze, compare, and contrast the ownership, structure, government influence, financing, and culture of each of these two types of business groups; and 2) to analyze how each has dealt with the recent financial crisis in Asia. From this analysis emerge important lessons for strategic international management. The chaebols and keiretsus both emphasize the idea of harmony, but they have different interpretations of this concept and enact it differently. Both groups have altered their structures in response to the new global financial environment. The chaebols have taken the opportunity to solidify and expand their core business units and become more vertically integrated, whereas the keiretsus have succeeded only in the limited disposal of some nonperforming units. HBS Number: BH072 Subjects: Asia; Country analysis; International business; International management; Japan; Korea Academic Discipline: Business & government    Government in Your Business   Add   View  12 pp.  Article Author(s): Reich, Robert B. Publication Date: 07/01/2009 Product Type: Harvard Business Review Article HBS Number: R0907L Subjects: Government; Partnerships; Recessions; Regulations Academic Discipline: Business & government Product Description: For the foreseeable future, governments will take a keen interest in how executives manage. In the U.S., industries and sectors representing more than a third of the nation's economy — including financial services, automobiles, health care, and telecom — are being reshaped. But don't expect a return of old-style regulation, which would stifle innovation. Government will coax businesses rather than curb them by offering incentives for desirable conduct. Private-sector managers will need to develop a new mind-set and skill set so they can partner with government rather than fend it off. Change has actually been on the horizon for years. It's the culmination of several long-term trends, such as a deepening distrust of business, greater ties between the interests of business and society, and decreasing regulatory control across national borders. Over time, economies worldwide will settle on versions of the system that's beginning to emerge in the United States. Governments will make use of taxes and tax credits to promote wanted behavior, such as investing in renewable energy or hiring veterans, and to discourage unwanted behavior, like emitting excess carbon. They will also take a more active role in coordinating public and private interests through rules on how businesses and individuals are compensated.    Great Transition   Add   View  20 pp.  Article Author(s): Lieberthal, Kenneth; Lieberthal, Geoffrey Publication Date: 10/01/2003 Product Type: Harvard Business Review Article HBS Number: R0310D Geographic Setting: Beijing; China; Hong Kong Industry Setting: Manufacturing industries; Service industries Event Year Start: 1979 Event Year End: 1979 Subjects: Comparative advantage; Contracts; Foreign investment; Government agencies; Growth; Intellectual property; Joint ventures; Management; Manufacturing; Multinational corporations; Operations; Pricing; Risk management Academic Discipline: Business & government Product Description: As China's economy grows and opens further, the opportunity it presents to multinationals is changing. Foreign companies are moving to country development and new strategic choices. Now, foreign firms can actually go after the Chinese domestic market, and it's worth going after. Improvements in China's infrastructure, workforce, and regulatory environment are making it possible for companies to lower their costs to reap new competitive advantages. However, the reforms required for admission into the World Trade Organization will be politically difficult for China to implement, and its progress will be slowed by the scarcity of resources for the country's shaky banking system, the inadequacy of the social safety net, environmental problems, and local governments' cash shortage, among other things. But for at least the next ten years, multinationals should be the biggest winners in China. To reap the benefits, a multinational must properly nest its effort into its overall organization, show “one face to China” at the national level but also tailor local strategies, be wary of joint ventures, and mitigate risk, in particular the theft of intellectual property.    Great Transition (HBR OnPoint Enhanced Edition)   Add   View  20 pp.  Article Author(s): Lieberthal, Kenneth; Lieberthal, Geoffrey Publication Date: 10/01/2003 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of HBR article R0310D, originally published in October 2003. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. As China's economy grows and opens further, the opportunity it presents to multinationals is changing. Foreign companies are moving to country development and new strategic choices. Now, foreign firms can actually go after the Chinese domestic market, and it's worth going after. Improvements in China's infrastructure, workforce, and regulatory environment are making it possible for companies to lower their costs to reap new competitive advantages. However, the reforms required for admission into the World Trade Organization will be politically difficult for China to implement, and its progress will be slowed by the scarcity of resources for the country's shaky banking system, the inadequacy of the social safety net, environmental problems, and local governments' cash shortage, among other things. But for at least the next ten years, multinationals should be the biggest winners in China. To reap the benefits, a multinational must properly nest its effort into its overall organization, show "one face to China" at the national level but also tailor local strategies, be wary of joint ventures, and mitigate risk, in particular the theft of intellectual property. HBS Number: 5089 Subjects: China; Country analysis; Developing countries; Emerging markets; International business; Multinational corporations; Strategy formulation; Strategy implementation Academic Discipline: Business & government    Has Germany Finally Fixed Its High-Tech Problem?: The Recent Boom in German Teachnology-Based Entrepreneurship   Add   View  20 pp.  Article Author(s): Lehrer, Mark Publication Date: 07/01/2000 Product Type: CMR Article Publisher: California Management Review HBS Number: CMR181 Geographic Setting: Germany Subjects: Entrepreneurship; High technology; Industrial policy Academic Discipline: Business & government Product Description: Since 1997, Germany has witnessed an unprecedented boom in high-tech start-ups and IPOs. Long considered a “desert” for high-tech and entrepreneurship alike, Germany has witnessed a spectacular mushrooming of technology-based firm foundings in the past three years, transforming the country from a laggard to the clear leader in European high-tech entrepreneurship. Though seeming to come from nowhere and confounding the conventional wisdom about Germany's strengths and weaknesses, the take-off in German high-tech did not come overnight, but instead capped a good three decades of trial-and-error in high-tech sponsorship policies. This article puts the current high-tech boom into perspective by retracing the historical evolution of Germany's technology policies.    Hedging Political Risk in China   Add   View  4 pp.  Article Author(s): Bremmer, Ian; Zakaria, Fareed Publication Date: 11/01/2006 Product Type: Harvard Business Review Article HBS Number: F0611A Geographic Setting: China Subjects: Globalization; Risk assessment Academic Discipline: Business & government Product Description: Global companies that create and institutionalize a systematic framework for assessing risk will be the ones best positioned to capitalize on China's enormous promise.    How to Avoid Being the “Ugly American” When Doing Business Abroad   Add   View  5 pp.  Article Author(s): Rosenbaum, Andrew Publication Date: 12/01/2002 Product Type: Harvard Management Communication Letter Article Product Description: Is the stereotype of the American executive as bold, brash, and all business actually true? How "ugly" are American businesspeople as they work with foreign partners in our globalized world? They aren't necessary ugly--they just work differently than their European and Asian counterparts. Learn how to take differences into account when working on business abroad. HBS Number: C0212C Subjects: Communication; International business; International relations; Interpersonal behavior; Management communication Academic Discipline: Business & government    How to Avoid E-mail Lawsuits   Add   View  4 pp.  Article Publication Date: 08/01/2000 Product Type: Harvard Management Communication Letter Article Product Description: E-mail is great, but when used improperly it can leave companies vulnerable to lawsuits. Here are four elements that should be in every corporate e-mail policy. HBS Number: C0008E Subjects: Communication; Legal aspects of business; Litigation; Technology Academic Discipline: Business & government    In Praise of Irrational Exuberance   Add   View  3 pp.  Article Author(s): Sahlman, William A.; Champion, David Publication Date: 11/01/2001 Product Type: Harvard Business Review Article Product Description: Harvard Business School professor William Sahlman comments on his 1999 HBR article, "The New Economy Is Stronger Than You Think." Despite the market crash, he says, the new economy continues to hold its value. HBS Number: F0110D Subjects: Economic theory; New economy Academic Discipline: Business & government    In Search of Global Leaders   Add   View  12 pp.  Article Author(s): Green, Stephen; Hassan, Fred; Immelt, Jeffrey; Marks, Michael; Meiland, Daniel Publication Date: 08/01/2003 Product Type: Harvard Business Review Article Product Description: For all the talk about global organizations and executives, there's no definitive answer to the question of what we really mean by "global." A presence in multiple countries? Cultural adaptability? A multilingual top team? We asked four CEOs and the head of an international recruiting agency--HSBC's Stephen Green, Schering-Plough's Fred Hassan, GE's Jeffrey Immelt, Flextronics' Michael Marks, and Egon Zehnder's Daniel Meiland--to tell us what they think. They share some common ground. They all agree, for example, that the shift from a local to a global marketplace is irreversible and gaining momentum. "We're losing sight of the reality of globalization. But we should pay attention, because national barriers are quickly coming down," Daniel Meiland says. "If you look ahead five or 10 years, the people with the top jobs in large corporations...will be those who have lived in several cultures and who can converse in at least two languages." But the CEOs also disagree on many issues--on the importance of overseas assignments, for instance, and on the degree to which you need to adhere to local cultural norms. Some believe strongly that the global leader should, as a prerequisite to the job, live and work in other countries. The executives' essays capture views that are as diverse and multidimensional as the companies they lead. HBS Number: R0308B Subjects: Global business; Globalization; International business; International operations; Leadership; Multinational corporations Academic Discipline: Business & government    International Bankruptcy and the Spirit of Comity: New U.S. Law Encourages Cooperation Among Nations   Add   View  8 pp.  Article Author(s): Holt, Teresa J. Publication Date: 03/15/2007 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University HBS Number: BH224 Subjects: Bankruptcy Academic Discipline: Business & government Product Description: While many international businesses are successful, others experience financial difficulties and file for bankruptcy. These cases pose challenges for bankruptcy courts worldwide because the assets of the debtor are located in more than one nation. How is this being handled? The trend is toward cooperation. Under the principle of comity, one nation gives effect to the laws and judicial decisions of another nation as a matter of deference and mutual respect. The Bankruptcy Abuse Prevention and Consumer Protection Act (the Act), effective October 2005, amends the bankruptcy code in several significant ways. One such amendment is Chapter 15: Ancillary and Other Cross-Border Cases. Chapter 15 not only embraces but also advances the spirit of comity.    Leader as Lobbyist   Add   View  3 pp.  Article Author(s): Graham, Ginger L. Publication Date: 06/01/2001 Product Type: Harvard Business Review Article Product Description: Guidant's Ginger Graham argues that senior executives are actually better prepared than most lobbyists to inform and educate members of Congress about the issues that will affect their businesses. HBS Number: F0106C Subjects: Government policy; Leadership; Legislation; Lobbying; Policy making; Political process; Public policy; Regulation Academic Discipline: Business & government    Lessons From the Late Great Economic Transformation: Interview w/Jeffrey Rayport   Add   View  5 pp.  Article Author(s): Rayport, Jeffrey F.; Billington, Jim Publication Date: 06/01/1996 Product Type: Harvard Management Update Article Product Description: Jeffrey Rayport, assistant professor in the Service Management Interest Group at Harvard Business School, talks about the dislocations and sweeping change that characterize modern American business. Rayport likens our moment to the mid- to late-19th century, when the twin technological innovations of the telegraph and the railroad led to discontinuous change, the development of capital markets, and the creation of great fortunes. Rayport says social dislocation and the changing nature of work were similar to what many people are experiencing today. What can managers learn from this history lesson? Those who resisted change "were simply steamrolled out of existence." HBS Number: U9606D Subjects: Expansion; Industrial development; Interviews; New economy; Social change; Uncertainty Academic Discipline: Business & government    Making the World Safe for Markets   Add   View  8 pp.  Article Author(s): Chua, Amy Publication Date: 08/01/2003 Product Type: Harvard Business Review Article Product Description: Unleashing free-market democracy in developing countries breeds ethnic hatred and instability -- yet that's the very prescription wealthy democracies have promoted for healing the ills of underdevelopment. One solution is to give poor majorities a stake in local corporations and capital markets. HBS Number: F0308A Subjects: Business government relations; Developing countries; Economic conditions; Economic development; Market analysis; Market structure Academic Discipline: Business & government    Management Lessons from Women’s Soccer   Add   View  4 pp.  Article Author(s): Klein, Michael W. Publication Date: 12/01/2004 Product Type: Harvard Business Review Article Product Description: Professor Michael W. Klein contends that countries affording women greater economic opportunities are more successful in women's international sports. HBS Number: F0412G Subjects: Employment; Labor market; Sports; Women; Women in business Academic Discipline: Business & government    Management Theory — or Theology?: A Conversation with Thomas Frank   Add   View  3 pp.  Article Author(s): Frank, Thomas Publication Date: 09/01/2001 Product Type: Harvard Business Review Article Product Description: Historian Thomas Frank spends a lot more time than you do reading management books. Most of them, he concludes, are more concerned with convincing people that corporations have souls than with improving the practice of management. HBS Number: F0108C Subjects: Business history; Business philosophy; Business policy; Learning Academic Discipline: Business & government    Managing Our Way to Economic Decline (HBR Classic)   Add   View  20 pp.  Article Author(s): Hayes, Robert H.; Abernathy, William J. Publication Date: 07/01/2007 Product Type: Harvard Business Review Article HBS Number: R0707L Subjects: Competition; HBR Classics; International business; McKinsey Award winners; Technological change; Technology Academic Discipline: Business & government Product Description: This article was controversial when first published in 1980. At the time, American business was suffering from marked deterioration in competitive vigor and economic well-being, which most economists and business leaders attributed to factors such as the virus of inflation, the limitations imposed by government regulation and tax policy, and the feverish price escalation by OPEC. Not quite right, say the authors. In their judgment, responsibility rests not with general economic forces alone but also with the failure of American managers to keep their companies technologically competitive over the long run. Drawing on their extensive work in the manufacturing sector, as well as their association with Harvard's International Senior Managers Program in Vevey, Switzerland, the authors prescribe some strong medicine for American business. They compare the U.S. system of management with those of Europe and Japan and call for fundamental shifts in management attitudes and practices. In advocating change, they also reaffirm the importance of following business basics: to invest, innovate, lead, and create value where none existed previously. The original article now includes a sidebar by Robert Hayes, who summarizes what has — and what has not — changed in American management over the past 27 years. He encourages managers to go beyond the traditional fundamentals to implement a new set of essentials for today's networked, virtual world.    Managing Risk in an Unstable World   Added   View  16 pp.  Article Author(s): Bremmer, Ian Publication Date: 06/01/2005 Product Type: Harvard Business Review Article HBS Number: R0506B Geographic Setting: Brazil; China; Cuba; India; North Korea; Russia; Saudi Arabia; Turkey Subjects: Country analysis; Economic analysis; Emerging markets; Global business; Globalization; Investment management; Offshoring; Political risk; Risk assessment Academic Discipline: Business & government Product Description: With emerging markets like China and politically unstable countries like Saudi Arabia figuring more than ever into companies' investment calculations, business leaders are turning to political risk analysis to measure the impact of politics on potential markets, minimize risks, and make the most of global opportunities. But political risk is more subjective than its economic counterpart. It is influenced by the passage of laws, the foibles of government leaders, and the rise of popular movements. So corporate leaders must grapple not just with broad, easily observable trends but also with nuances of society and even quirks of personality. And those hard-to-quantify factors must constantly be pieced together into an ongoing narrative within historical and regional contexts. As goods, services, information, ideas, and people cross borders today with unprecedented velocity, corporations debating operational or infrastructural investments abroad increasingly need objective, rigorous assessments. One tool for measuring and presenting stability data, for example, incorporates 20 composite indicators of risk in emerging markets and scores risk variables according to both their structural and their temporal components. The indicators are then organized into four equally weighted subcategories whose ratings are aggregated into a single stability score. Companies can buy political risk analyses from consultants or develop them in-house.    Managing Risk in an Unstable World (HBR OnPoint Enhanced Edition)   Add   View  16 pp.  Article Author(s): Bremmer, Ian Publication Date: 06/01/2005 Product Type: HBR OnPoint Article Product Description: This is an enhanced edition of HBR article R0506B, originally published in June 2005. HBR OnPoint articles include the full-text HBR article plus a summary of key ideas and company examples to help you quickly absorb and apply the concepts. With emerging markets like China and politically unstable countries like Saudi Arabia figuring more than ever into companies' investment calculations, business leaders are turning to political risk analysis to measure the impact of politics on potential markets, minimize risks, and make the most of global opportunities. But political risk is more subjective than its economic counterpart. It is influenced by the passage of laws, the foibles of government leaders, and the rise of popular movements. So corporate leaders must grapple not just with broad, easily observable trends but also with nuances of society and even quirks of personality. And those hard-to-quantify factors must constantly be pieced together into an ongoing narrative within historical and regional contexts. As goods, services, information, ideas, and people cross borders today with unprecedented velocity, corporations debating operational or infrastructural investments abroad increasingly need objective, rigorous assessments. One tool for measuring and presenting stability data, for example, incorporates 20 composite indicators of risk in emerging markets and scores risk variables according to both their structural and their temporal components. The indicators are then organized into four equally weighted subcategories whose ratings are aggregated into a single stability score. Companies can buy political risk analyses from consultants or develop them in-house. HBS Number: 1126 Subjects: Innovation; Academic Discipline: Business & government    Mao’s Pervasive Influence on Chinese CEOs   Add   View  4 pp.  Article Author(s): Li, Shaomin; Yeh, Kuang S. Publication Date: 12/01/2007 Product Type: Harvard Business Review Article HBS Number: F0712C Geographic Setting: China Subjects: CEO; Personal strategy & style; Power & influence Academic Discipline: Business & government Product Description: Executives of multinationals partnering with Chinese firms should be alert to Mao Zedong's lingering influence on some of the country's most successful executives — and, in particular, watch for a leadership tactic that can undermine a joint venture.    Much More at Stake than Gewurztraminer: The U.S. Supreme Court’s Wine Decision   Add   View  9 pp.  Article Author(s): Koch, James V. Publication Date: 05/15/2006 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: The U.S. Supreme Court struck down the laws of 11 states that permitted in-state wineries to sell wine directly to customers in those states but prevented out-of-state wineries from doing the same. While the wine decision will help wineries that serve customers via the Internet, its economic implications are much greater for markets such as real estate and automobiles. The court's broad interpretation of the Commerce Clause has the potential to eliminate many of the protectionist practices that states have developed to shield local firms from out-of-state competition, particularly that fostered by the Internet. Consumers will save an estimated $23.7 billion per year if these protectionist practices are eliminated. HBS Number: BH195 Geographic Setting: United States Industry Setting: Internet & online services industries; Wine industry Subjects: Commerce; Competition; Internet marketing; Legal aspects of business; Regulations Academic Discipline: Business & government    Myth of Full Disclosure: Look at Organizational Communications During Crises   Add   View  11 pp.  Article Author(s): Kaufmann, Jeffrey B.; Kesner, Idalene F.; Publication Date: 07/15/1994 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: Many academics and public relations specialists have suggested that, when responding to crises, executives should make full and immediate disclosures about the circumstances surrounding the event. Corporate legal advisors, on the other hand, often caution their clients against unnecessary public statements. This article examines the pros and cons of a full disclosure policy and the circumstances in which it should or should not be used. In some instances, what you don't say can hurt you. For example, nondisclosure might lead journalists--hard pressed by deadlines--to seek other sources, many of which might have a vested interest in making the company appear in the worst light. But in other situations, what you do say can hurt you. Cases are cited in which organizations revealed information that shocked constituents, and such news became a separate and more damaging crisis in itself. The point is, we have scant knowledge about firms that managed crises successfully by withholding information; we see only those cases in which crises were played out in the media, so we have a distorted view of how crises should be handled. Disclosure is rarely an all-or-nothing choice; the decision-maker's goal should be that of finding the appropriate amount and pace of reporting to the public. HBS Number: BH016 Subjects: Business policy; Communication strategy; Corporate strategy; Ethics; Management of crises; Public relations Academic Discipline: Business & government    Novartis’s Great Leap of Trust: Daniel Vasella on China as an Emerging Scientific Power   Add   View  4 pp.  Article Author(s): Vasella, Daniel; O'Connell, Andrew Publication Date: 03/01/2007 Product Type: Harvard Business Review Article HBS Number: F0703F Geographic Setting: China Subjects: Developing countries; Emerging markets Academic Discipline: Business & government Product Description: CEO Daniel Vasella explains why his company is placing a big bet on China's future as a world scientific power.    Nurturing Respect for IP in China   Add   View  4 pp.  Article Author(s): von Krogh, Georg; Haefliger, Stefan Publication Date: 04/01/2007 Product Type: Harvard Business Review Article HBS Number: F0704E Subjects: Developing countries; Intellectual property Academic Discipline: Business & government Product Description: The best way to foster an appreciation for intellectual property rights in China is to let partner firms experience the benefits of locally generated knowledge.    Plenty of Knowledge Work to Go Around   Add   View  4 pp.  Article    Power of Activism: Assessing the Impact of NGOs on Global Business   Add   View  26 pp.  Article Author(s): Spar, Debora L.; La Mure, Lane T. Publication Date: 04/01/2003 Product Type: CMR Article Publisher: California Management Review Product Description: Recent decades have witnessed the proliferation of nongovernmental organizations (NGOs) and the emergence of activism across a wide variety of issue areas. On topics ranging from human rights to labor conditions, NGOs and activists represent an increasingly important constituency in a firm's nonmarket environment. Explores the different ways in which firms manage NGO pressure, noting instances of preemption, capitulation, and resistance. Considers three case studies--Unocal, Nike, and Novartis--and evaluates a series of hypotheses about the economic and noneconomic factors that drive the varying firm responses to NGO activism. HBS Number: CMR255 Subjects: Activists; Boycotts; Globalization; Public policy Academic Discipline: Business & government    Protect Your Interests   Add   View  4 pp.  Article Author(s): Yim, Randall Publication Date: 11/01/2004 Product Type: Harvard Business Review Article Product Description: Randall Yim of the U.S. Government Accountability Office urges companies to get involved in homeland defense. HBS Number: F0411J Subjects: Business & society; Business government relations; Security Academic Discipline: Business & government    Regulation and the Internet: Public Choice Insights for Business Organizations   Add   View  15 pp.  Article Author(s): Jarvenpaa, Sirkka L; Simons, Robert; Tiller, Emerson Publication Date: 10/01/2003 Product Type: CMR Article Publisher: California Management Review Product Description: Business regulation is greatly shaped by a theory from economics and political science called ``public choice.'' Public choice argues that regulation is sought by existing business organizations as a means to create barriers to entry for new competitors -- something incumbent firms cannot do alone in the competitive environment. The Internet introduces different, and more complex, relationships between business and regulatory institutions as the territorial jurisdiction of traditional governmental agencies erodes and control over technology standards by business and nongovernmental organizations arises. With some important caveats, public choice theory offers important insights into exchange relationships between regulatory institutions and firms operating on the Internet. Examines a specific application of public choice to the case of the Linux Standards Base, an Internet-based governing board for the open-source operating system. The Linux Standards Base provides an example of regulation where the regulatory institution is a nongovernmental entity. HBS Number: CMR269 Subjects: Business government relations; Competition; Internet; Regulation; Regulatory agencies Academic Discipline: Business & government    Regulation or Free-for-All?: Reconsidering Business’s Role in Public Policy   Add   View  4 pp.  Article Author(s): Garten, Jeffrey E. Publication Date: 11/01/2002 Product Type: Harvard Management Update Article Product Description: For democratic capitalism to survive, executives must take a more proactive, strategic, and disinterested role in national and global issues, according to Jeffrey E. Garten, dean of the Yale School of Management. He believes that business leaders must become more involved in public policy to find pro-market solutions to the challenges our society faces. Read more about Garten's ideas related to business-government collaboration in this recent HMU Q&A with him. HBS Number: U0211B Subjects: Business government relations; Business policy; Globalization; Leadership; Public policy; Regulation; Trade policy Academic Discipline: Business & government    Restoring American Competitiveness   Add   View  20 pp.  Article Author(s): Pisano, Gary P.; Shih, Willy Publication Date: 07/01/2009 Product Type: Harvard Business Review Article HBS Number: R0907S Industry Setting: Manufacturing industries Subjects: Competitive advantage; Manufacturing; Outsourcing; R&D; Recessions Academic Discipline: Business & government Product Description: For decades, U.S. companies have been outsourcing manufacturing in the belief that it held no competitive advantage. That's been a disaster, maintain Harvard professors Pisano and Shih, because today's low-value manufacturing operations hold the seeds of tomorrow's innovative new products. What those companies have been ceding is the country's industrial commons — that is, the collective operational capabilities that underpin new product and process development in the U.S. industrial sector. As a result, America has lost not only the ability to develop and manufacture high-tech products like televisions, memory chips, and laptops but also the expertise to produce emerging hot products like the Kindle e-reader, high-end servers, solar panels, and the batteries that will power the next generation of automobiles. To rebuild the commons and restore its wealth-generating machine will require government and industry in the United States to make two drastic changes: The government must change the way it supports basic and applied scientific research to promote the broad collaboration with business and academia needed to tackle society's big problems; and Corporate management practices and governance structures must be overhauled so they no longer exaggerate the payoffs and discount the dangers of outsourcing production and cutting investments in R&D. Restoring the ability of enterprises to develop and manufacture high-tech products in America is the only way the country can hope to pay down its enormous deficits and raise its citizens' standard of living.    Sources of Corporate Environmental Performance   Add   View  16 pp.  Article Author(s): Thornton, Dorothy; Kagan, Robert A; Gunningham, Neil Publication Date: 10/01/2003 Product Type: CMR Article Publisher: California Management Review Product Description: What motivates business firms to improve their environmental performance significantly? Why do some companies achieve better environmental performance than others? Through a study of 14 pulp mills in the United States, Australia, New Zealand, and Canada, this article shows that more stringent regulatory requirements and increasing political pressure have brought about large improvements and convergence in environmental performance over the last 30 years, with many mills exceeding compliance requirements. In addition, corporate environmental management style and social license pressures from local communities and environmental activists have prodded some facilities further beyond compliance than others, whereas economic pressures have limited just how far ahead facilities have been willing to move. HBS Number: CMR272 Subjects: Activists; Compliance; Environmental protection; Environmental regulations; Regulation Academic Discipline: Business & government    Strategies That Fit Emerging Markets   Add   View  24 pp.  Article Author(s): Khanna, Tarun; Palepu, Krishna G.; Sinha, Jayant Publication Date: 06/01/2005 Product Type: Harvard Business Review Article HBS Number: R0506C Geographic Setting: Brazil; China; India; Malaysia; Russia; South Africa; United Kingdom Subjects: Contracts; Country analysis; Developing countries; Emerging markets; Global business; Globalization; Infrastructure; Risk assessment; Strategy formulation Academic Discipline: Business & government Product Description: It's no easy task to identify strategies for entering new international markets or to decide which countries to do business with. Many firms simply go with what they know — and fall far short of their goals. Part of the problem is that emerging markets have “institutional voids”: They lack specialized intermediaries, regulatory systems, and contract-enforcing methods. These gaps have made it difficult for multinationals to succeed in developing nations; thus, many companies have resisted investing there. That may be a mistake. If Western companies don't come up with good strategies for engaging with emerging markets, they are unlikely to remain competitive. Many firms choose their markets and strategies for the wrong reasons, relying on everything from senior managers' gut feelings to the behaviors of rivals. Corporations also depend on composite indexes for help making decisions. But these analyses can be misleading; they don't account for vital information about the soft infrastructures in developing nations. A better approach is to understand institutional variations between countries. The best way to do this, the authors have found, is by using the five contexts framework. The five contexts are a country's political and social systems, its degree of openness, its product markets, its labor markets, and its capital markets. By asking a series of questions that pertain to each of the five areas, executive    Strategies That Fit Emerging Markets (HBR OnPoint Enhanced Edition)   Add   View  24 pp.  Article Author(s): Khanna, Tarun; Palepu, Krishna G.; Sinha, Jayant Publication Date: 10/01/2006 Product Type: HBR OnPoint Article HBS Number: 1461 Subjects: Contracts; Country analysis; Developing countries; Emerging markets; Global business; Globalization; Infrastructure; Risk assessment; Strategy formulation Academic Discipline: Business & government Product Description: It's no easy task to identify strategies for entering new international markets or to decide which countries to do business with. Many firms simply go with what they know — and fall far short of their goals. Part of the problem is that emerging markets have “institutional voids ”: They lack specialized intermediaries, regulatory systems, and contract-enforcing methods. These gaps have made it difficult for multinationals to succeed in developing nations; thus, many companies have resisted investing in them. That may be a mistake. If Western companies don't come up with good strategies for engaging with emerging markets, they are unlikely to remain competitive. Many firms choose their markets and strategies for the wrong reasons, relying on everything from senior managers' gut feelings to the behaviors of rivals. Corporations also depend on composite indexes for help making decisions. But these analyses can be misleading; they don't account for vital information about the soft infrastructures in developing nations. A better approach is to understand institutional variations between countries. The best way to do this, the authors have found, is by using the five contexts framework. The five contexts are a country's political and social systems, its degree of openness, its product markets, its labor markets, and its capital markets. By asking a series of questions that pertain to each of these five areas, executives can map the institutional contexts of any nation. When companies match their strategies to each country's c    System Dynamics Modeling: Tools for Learning in a Complex World   Add   View  19 pp.  Article Author(s): Sterman, John D. Publication Date: 07/01/2001 Product Type: CMR Article Publisher: California Management Review Product Description: Today's problems often arise as unintended consequences of yesterday's solutions. Business and public policy settings suffer from policy resistance, the tendency for well-intentioned interventions to be defeated by the response of the system to the intervention itself. Just as an airline uses flight simulators to help pilots learn, system dynamics enables us to create management flight simulators to avoid policy resistance and design more effective policies. System dynamics is also a process for working with high-level teams designed to improve the chances for implemented results. This article discusses how system dynamics can be used effectively to design high-leverage policies for sustainable improvement and introduces the next three articles in this issue discussing the application of system dynamics to a variety of critical issues facing business leaders today. HBS Number: CMR205 Subjects: Business policy; Learning; Models; Policy making; Simulation Academic Discipline: Business & government    Taking the High Road When Going International   Add   View  8 pp.  Article Author(s): Monti, Joseph A.; Yip, George S. Publication Date: 07/15/2000 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: A number of models have attempted to prescribe how companies should internationalize. Here, the best of these models is synthesized in a "Way Station" approach. It is tempting to take the "Low Road" (short-term, low-cost) approach in planning the trip, selecting the mode of transport, dealing with road blocks, and making a commitment. But success is most often achieved by taking the High Road. The Low Road is defined by relying on anecdotal evidence, responding only to immediate markets, exporting labor to low-cost markets, choosing markets based solely on cultural similarities, not exerting ownership control, relying on a few obvious customers, reacting to challenges with untested responses, falling into price wars instead of competing on value, and not investing in the venture as part of a global portfolio. The High Road, by contrast, emphasizes thorough market research, anticipating future customers and their needs, leading with strengths, defining success broadly, maintaining more than 50% control, diversifying the customer base, taking a long-term view, treating the new foreign venture as an integral piece of global strategy, and capitalizing on new technology in the foreign venture by feeding it back into domestic operation. Even smaller firms can take the High Road. HBS Number: BH052 Subjects: Foreign investment; Globalization; International business Academic Discipline: Business & government    The Descent of Finance   Add   View  16 pp.  Article Author(s): Ferguson, Nick Publication Date: 07/01/2009 Product Type: Harvard Business Review Article HBS Number: R0907D Subjects: Economic forecasts; Finance; Global business; Recessions Academic Discipline: Business & government Product Description: What if the current recession turns out to be like the Great Depression of 1929-1933? Four years from now, the United States might find itself with a still-shrinking economy, half as many banks as in 2009, a third as many hedge funds, and retail banking resembling a public utility. The federal debt could be at $20 trillion, the top income tax rate at 45 percent, and the S&P 500 at 418. Ferguson, a professor at Harvard University and Harvard Business School, imagines that to be the worst-case scenario. The Breakdown, as Ferguson calls it, would alter the international economic order, too, with China's GDP rising to half that of the U.S. by 2013 and the IMF's Special Drawing Rights replacing the dollar as the international reserve currency. Ferguson analyzes the roots of the crisis as well as the measures taken by the Obama administration to tackle it. He goes on to describe the impact on the global economy and points out that the slowdown is hurting other nations more than the U.S., thereby building a powerful case for a somewhat more sanguine view of America's future. In a better-case 2013, he posits, the Federal Reserve's policies have produced neither inflation nor deflation. A remarkable number of new banks have appeared, the top income tax rate is 35 percent, and the S&P 500 stands at 976. Because the world has become more dangerous as well as poorer, everyone looks to the United States to continue acting as a global policeman — and the greenback is still the world's currency of choice.    The Greening of the Balance Sheet   Add   View  4 pp.  Article Author(s): White, Anthony Publication Date: 03/01/2006 Product Type: Harvard Business Review Article Product Description: The growing market in credits for greenhouse gas emission put into effect by the Kyoto Protocol will have an increasingly dramatic impact on firms' income statements as well as their balance sheets. HBS Number: F0603H Geographic Setting: Canada; Japan; United States Subjects: Balance sheets; Energy policy; Environmental protection; Environmental regulations; Income statements; Trade Academic Discipline: Business & government    The High Cost of Cheap Chinese Labor   Add   View  4 pp.  Article Author(s): Beamish, Paul W. Publication Date: 06/01/2006 Product Type: Harvard Business Review Article Product Description: Labor churn should be taken into account when assessing the costs of doing business in China. HBS Number: F0606D Geographic Setting: China Subjects: Developing countries; Direct labor; Employee turnover; Foreign investment; International business; Labor markets; Offshoring; Return on investment; Risk management Academic Discipline: Business & government    The New Tools of Trade   Add   View  4 pp.  Article Author(s): Abrami, Regina M.; Bierman, Leonard Publication Date: 05/01/2005 Product Type: Harvard Business Review Article Product Description: Harvard Business School's Regina M. Abrami and Texas A&M's Leonard Bierman argue that companies hurt only themselves when they block legislation that would put labor standards into trade agreements. HBS Number: F0505J Subjects: Globalization; Labor relations; Legislation; Trade agreements Academic Discipline: Business & government    The Rich (and Poor) Keep Getting Richer   Add   View  4 pp.  Article    The Rise of Corporate Nationality   Add   View  4 pp.  Article Author(s): Jones, Geoffrey G. Publication Date: 10/01/2006 Product Type: Harvard Business Review Article HBS Number: F0610A Subjects: Global industry; International business; Strategic planning Academic Discipline: Business & government Product Description: The nationality of global companies has become less ambiguous and more strategically important in recent decades.    To Agree or Not to Agree: Legal Issues in Online Contracting   Add   View  10 pp.  Article Author(s): Pacini, Carl; Andrews, Christine; Hillison Publication Date: 01/15/2002 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: E-commerce for merchants and consumers is more than just establishing or visiting an attractive web site to conduct business over the Internet. For companies and consumers alike, conducting business in cyberspace entails not only the traditional risks of sales and contracting, but also a new set of risks related to the electronic environment. For entities of all sizes, important components of those risks involve such legal issues as jurisdiction, contract formation, contract validity, contract changes and errors, authentication and attribution, message integrity, and nonrepudiation. Becoming familiar with these issues can help avoid costly disputes in e-business. HBS Number: BH069 Subjects: Electronic commerce; Information technology; Legal aspects of business Academic Discipline: Business & government    Tourism Time Bomb   Add   View  4 pp.  Article Author(s): Nunes, Paul F.; Spelman, Mark Publication Date: 04/01/2008 Product Type: Harvard Business Review Article HBS Number: F0804A Industry Setting: Tourism industry; Travel industry Subjects: Business marketing Academic Discipline: Business & government Product Description: The number of international tourist visits will more than double in the next dozen years. As demand for access to hot spots outpaces capacity, some companies will profit by creating destinations. And all businesses will need to adopt strategies for claiming — or avoiding — prime turf.    Venture Out Alone   Add   View  4 pp.  Article Author(s): Desai, Mihir A.; Foley, C. Fritz; Hines, Jr., James R. Publication Date: 03/01/2004 Product Type: Harvard Business Review Article Product Description: For years, managers assumed that the best way to take advantage of opportunities abroad was to ally with local companies. But a fundamental shift in the cost/benefit equation has led businesses to forgo partnerships in favor of owning foreign affiliates outright. HBS Number: F0403D Subjects: Alliances; Foreign investment; Globalization; International business; Joint ventures; Multinational corporations; Partnerships Academic Discipline: Business & government    What Drives the Wealth of Nations?   Add   View  8 pp.  Article Author(s): Warsh, David Publication Date: 07/01/1998 Product Type: Harvard Business Review Article Product Description: Why do some countries have highly developed economies while other countries remain poor? David S. Landes's book, The Wealth and Poverty of Nations, probes this phenomenon by surveying the economic development of the modern world. Reviewer David Warsh, economics columnist at the Boston Globe, positions the book in the context of other explanations of national development. Unlike economists, who ask only those questions that can be answered with a high degree of certainty, historians seek to see matters whole. They synthesize details from a wealth of sources to create a narrative that satisfies our sense of a full explanation. Warsh finds that Landes has remained true to the historian's mission, generating an expansive and gripping account of world economic history. Europe became rich, says Landes, because of its temperate climate and its political and religious fragmentation. He stands his ground against “multiculturalist” historians, insisting that other lands fell short economically because of their own internal problems of centralized power and spiritual orthodoxy. Along with the book's ambitious scope, highly readable prose, and passionate arguments, Warsh finds that Landes still manages to address questions that interest economists. Just as Landes's previous book helped raise economists' interest in the centrality of knowledge and entrepreneurship, the rich cultural analysis of Landes's historical account anticipates much of what may transpire in the next 20 years of technical economic theory. HBS Number: 98410 Subjects: Business & society; Business history; Business reading; Developing countries; Europe; Political systems; Social change; Taxation Academic Discipline: Business & government    What Is a Global Manager? (Classic)   Add   View  16 pp.  Article Author(s): Bartlett, Christopher A.; Ghoshal, Sumantra Publication Date: 08/01/2003 Product Type: Harvard Business Review Article HBS Number: R0308F Subjects: Business reading; Global business; Globalization; HBR Classics; International business; International marketing; International operations; Managerial skills; Managers; Multinational corporations Academic Discipline: Business & government Product Description: Driven by ideology, religion, and mistrust, the world seems more fragmented than at any time since, arguably, World War II. But however deep the political divisions, business operations continue to span the globe, and executives still have to figure out how to run them efficiently and well. In “What Is a Global Manager?” (first published in September/October 1992), business professors Christopher Bartlett and Sumantra Ghoshal lay out a model for a management structure that balances the local, regional, and global demands placed on companies operating across the world's many borders. In the volatile world of transnational corporations, there is no such thing as a “universal” global manager, the authors say. Rather, there are three groups of specialists: business managers, country managers, and functional managers. And there are the top executives at corporate headquarters who manage the complex interactions between the three — and can identify and develop the talented executives that a successful transnational requires. This kind of organizational structure characterizes a transnational rather than an old-line multinational, international, or global company. Transnationals integrate assets, resources, and diverse people in operating units around the world. Through a flexible management process, in which business, country, and functional managers form a triad of different perspectives that balance one another, transnational companies can build three strategic cap    What Is the Best Global Strategy for the Internet?   Add   View  8 pp.  Article Author(s): Guillen, Mauro F. Publication Date: 05/15/2002 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: The net is a powerful medium for reaching and servicing customers around the world. However, companies are learning that cross-national differences in infrastructure, regulation, language, buyer demographics and behavior, payment methods, and currencies pose formidable challenges to the simple global model of international operations. The author examines not only the opportunities for global integration but also the needs for local responsiveness, showing how firms operating across borders can use the net effectively as a marketing tool. Books, music, wines, industrial components, information, and financial services serve to illustrate the potential and pitfalls of net-based selling across borders. HBS Number: BH077 Subjects: Electronic commerce; Information technology; International business; Internet; Marketing strategy Academic Discipline: Business & government    What You Can Learn from 100 Years of Management Science   Add   View  5 pp.  Article Author(s): Stauffer, David Publication Date: 01/01/1998 Product Type: Harvard Management Update Article Product Description: Contrasting Frederick Taylor's ideas on "scientific management" with psychologist Abraham Maslow's "eupsychian management" theories, this article charts the evolution of management thought over the last century. From rigid time studies and the "one best way" approach of Taylor to the quest for more humane methods of integrating managers and machines espoused by Maslow and Charles Handy, the article distills how today's successful managers have sought to extract salient points from both schools of thought. HBS Number: U9801A Geographic Setting: Industry Setting: Subjects: Business history; Business philosophy; Management philosophy Academic Discipline: Business & government    When Good Guanxi Turns Bad   Add   View  4 pp.  Article Author(s): Vanhonacker, Wilfried R. Publication Date: 04/01/2004 Product Type: Harvard Business Review Article Product Description: In China, guanxi, or personal connections, can divide the loyalties of the sales and procurement people on which your company depends. If you're alert to its potential to cause mischief, you can head off relationships that could work against you. HBS Number: F0404A Subjects: China; Communication; Interpersonal relations; Personal strategy & style Academic Discipline: Business & government    Why History Matters to Managers   Add   View  9 pp.  Article Author(s): Kantrow, Alan M. Publication Date: 01/01/1986 Product Type: Harvard Business Review Article Product Description: History can be a benefit to businesspeople. This larger perspective can help executives form a relevant corporate vision or philosophy. It can point to patterns and trends, make forecasting easier, convince managers that their decisions are not trivial or insular, and help them find some continuity in the chaotic, seemingly random pace of daily life. But managers who learn from history must never rely on it for answers or formulas. From history managers can learn to appreciate ambiguity and to make relevant decisions based on experience while looking ahead. This roundtable discussion was edited by Alan M. Kantrow. HBS Number: 86109 Subjects: Business history Academic Discipline: Business & government    Why Is Property Right Protection Lacking in China? An Institutional Explanation   Add   View  18 pp.  Article Author(s): Li, Shaomin Publication Date: 05/01/2004 Product Type: CMR Article Publisher: California Management Review Product Description: China is one of the most important foreign investment markets in both volume and growth. However, property rights protection in China is extremely weak and expropriations by both public and private actions are rampant. How can the booming of foreign investment and the looting of property co-exist? Why is protecting property rights so difficult in China? Shows that the different paces of institutional change between formal and informal constraints are the major cause behind the lack of property right protection in China. Discusses policy considerations for China to improve property right protection and raises two fundamental issues for multinational firms doing business in China. HBS Number: CMR286 Subjects: China; Foreign investment; Legal aspects of business; Political risk Academic Discipline: Business & government    Why the News Is Not the Truth   Add   View  8 pp.  Article Author(s): Vanderwicken, Peter Publication Date: 05/01/1995 Product Type: Harvard Business Review Article Product Description: The news media and the government are entwined in a vicious circle of mutual manipulation, mythmaking, and self-interest. Journalists need crises to dramatize the news, and government officials need to appear to be responding to crises. Together, they have woven a web of lies and have misled an increasingly skeptical public. Three books--News and the Culture of Lying: How Journalism Really Works, by Paul H. Weaver; Who Stole the News?: Why We Can't Keep Up with What Happens in the World, by Mort Rosenblum; and Tainted Truth: The Manipulation of Facts in America, by Cynthia Crossen--all deal with the corruption of the press. The news media's focus on facades rather than issues reflects a culture obsessed with personalities and a public plagued with a short attention span. What passes as business news is often corporate propaganda taken from press releases. While many of the reforms offered by the books' authors--such as breaking up media monopolies and reverting to drab reports of events and issues rather than stories of people and crises--are sensible, they are unlikely ever to come about. For years to come, businesses are likely to need more corporate propagandists, not fewer. HBS Number: 95311 Subjects: Business & society; Communications industry; Federal government; Newspapers; Political process; Politics Academic Discipline: Business & government    Winning in the World’s Emerging Markets, 3rd edition (HBR Article Collection)   Add   View  76 pp.  Article Author(s): Ghemawat, Pankaj; Khanna, Tarun; Palepu, Krishna G.; Sinha, Jayant; Bhattacharya, Arindam K.; Michael, David C.; Hout, Thomas Publication Date: 11/01/2008 Product Type: HBR OnPoint Collection HBS Number: 12182 Subjects: Contracts; Country analysis; Developing countries; Emerging markets; Global business; Globalization; Risk assessment; Strategy formulation Academic Discipline: Business & government Product Description: Western companies' expansion into emerging markets is reaching a fever pitch. At the same time, developing countries are alive with local firms that are staking claims in the same emerging economies targeted by multinationals. Established and emerging MNCs are about to meet head-on. Whether you're one or the other, how can you remain standing after the collision? This HBR Article Collection provides guidance. One strategy is to beat rivals at their own game by exploiting evolving market conditions in emerging economies. Established MNC Otis Elevator capitalized on a high-rise construction boom in China by quickly building a service network throughout the country — besting local firms. Another approach is to deploy cutting-edge technologies to control operating costs and deliver quality offerings. Brazil's Gol Linhas Aereas Inteligentes uses the latest model Boeing 737 in its single-model fleet. The young fleet requires less maintenance, so Gol manages quick turnarounds — which lowers cost per available seat. Gol's use of e-tickets and unmanned check-in kiosks has further lowered costs. Apply these and other strategies described in this collection, and you position your company to dominate in the world's fastest-growing new markets.    Winning the Globalization Game, 2nd Edition (HBR Article Collection)   Add   View  68 pp.  Article Author(s): Farrell, Diana; Ghemawat, Pankaj; Lieberthal, Kenneth; Prahalad, C. K.; Alexander, Marcus; Korine, Harry Publication Date: 12/01/2008 Product Type: HBR OnPoint Collection HBS Number: 12293 Subjects: Developing countries; Globalization; Outsourcing; Production processes; Strategy formulation Academic Discipline: Business & government Product Description: The allure is undeniable: hundreds of millions of people in emerging markets around the globe eager to spend their money. Yet some companies have stumbled badly after entering these markets — losing vast sums of money or generating only lukewarm revenues. Why such disappointments? Many businesses underestimate the challenges of globalizing. For instance, some firms lack the capabilities required to execute cross-border moves, such as experience in post-merger integration. Others ignore the impact of regional differences (for example, in culture and political systems) on their international business ventures. Businesses may also underestimate globalization's opportunities. To illustrate, some companies cater only to tiny segments of affluent buyers who most resemble themselves. So they miss out on much larger markets further down the socioeconomic ladder. Others see globalizing only as offshoring and fail to use the resulting cost savings to generate substantial new revenues. This HBR Article Collection shows you how to win the globalization game by carefully gauging the risks while also seizing the best opportunities. Your initial move? Decide whether you should go global in the first place. (Is the prize big enough? Do you have the right capabilities?) If the answer is yes, gauge the impact of regional differences on your overseas investments. Consider how you might serve the vast pools of lower-income consumers in developing markets. And translate cost savings from offshoring into profitable new forms of value for all your custo    Winning the Greenhouse Gas Game   Add   View  4 pp.  Article Author(s): Hoffman, Andrew Publication Date: 04/01/2004 Product Type: Harvard Business Review Article Product Description: Companies voluntarily reducing their greenhouse gases are helping to shape the governmental regulations that are coming soon. If you don't act now, you'll find your competitors will write the rules for you. HBS Number: F0404B Subjects: Business government relations; Environmental protection; Environmental regulations; Regulation Academic Discipline: Business & government    Winning the Transformation Battle at the Defense Finance and Accounting Service   Add   View  6 pp.  Article Author(s): Garling, Wendy Publication Date: 05/15/2007 Product Type: Balanced Scorecard Report Article HBS Number: B0705C Subjects: Business models; Customer relations; Downsizing; Federal government; Organizational transformations; Quality control; Strategy alignment; Strategy maps Academic Discipline: Business & government Product Description: For the past several years, the world's largest finance and accounting organization — the U.S. Defense Financing and Accounting Service (DFAS) — has faced a triple challenge: transforming itself into a performance-driven organization while downsizing and restructuring — repeatedly. This article describes how the agency's passion for alignment has led to impressive results.

Privacy Notice    The McGraw-Hill Companies    McGraw-Hill Higher Education    McGraw-Hill Custom Publishing

2008 copyright reserved