Harvard Business Review Articles — International Business
•
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.
Article Revsine, Lawrence An evaluation of the two concepts of physical capital-maintenance and dollar capital-maintenance indicates that current cost income based on physical capital-maintenance is the more relevant yardstick for national policy decisions. While the dollar capital-maintenance approach leads to decreased productive capability, the physical capital-maintenance approach considers preservation of productive capacity to be of the utmost importance. HBS Number: 81108 Type: Harvard Business Review Article Publication Date: 1/1/1981 Subjects: Economic policy; Inflation; Inflation accounting; Tax accounting; Taxation
Article Ohmae, Kenichi No industrialized nation can be an economic island, yet Japan continues to behave like one. When foreign goods and services--such as food, airline tickets, and postal service--are priced much lower than those provided in Japan, the gov HBS Number: 95308 Type: Harvard Business Review Article Publication Date: 5/1/1995 Subjects: Consumer behavior; Government policy; International business; Japan; Regulation; Social change; Technological change Year New: 1995
Article Das, Gurcharan "Think global, act local" goes the saying. But Gurcharan Das, who helped build Vicks Vaporub into what is now one of Procter & Gamble's most successful Indian brands, believes that "think local" is at least equally good advice. The key to all business success, he argues, is local passion. The most successful global brands, Das argues, are those that make best use of the rich experience their geographical diversity gives them. Business truths are invariably local in origin, but they are often expressions of fundamental human needs that are the same worldwide. Flexible, open-minded managers can take local insights with a universal character and make them global. HBS Number: 93202 Type: Harvard Business Review Article Publication Date: 3/1/1993 Subjects: Brands; Consumer marketing; Country analysis; Developing countries; Diversity; India; International marketing; Pharmaceuticals Year New: 1993
Article Author(s): Ger, Guliz Publication Date: 07/01/1999 Product Type: CMR Article Publisher: California Management Review HBS Number: CMR156 Subjects: Globalization; International marketing; Product differentiation; Product positioning Academic Discipline: Business & government Product Description: Local firms can compete with transnational firms if their actions are firmly based in the local culture, and if they move from local strengths while being equipped with an in-depth understanding of global production and consumption dynamics. Three domains where local firms can offer alternatives to standard global products are products grounded in local culture, information goods, and products for similar local conditions and the poor worldwide. Local firms must develop an innovative perspective, a global and local vision, self-crafted rather than transferred and imitated marketing skills and practices, partnerships and alliances, and a supportive political environment. Such firms can successfully travel on their alternative road within the global arena.
Article Barnevik, Percy Percy Barnevik, president and CEO of ABB Asea Brown Boveri, is moving more aggressively than any CEO in Europe, perhaps in the world, to build the new model of competitive enterprise: an organization that combines global scale and world-class technology with deep roots in local markets. He offers a detailed guide to the theory and practice of building a "multidomestic" enterprise. He describes ABB's matrix system and a new breed of global managers. HBS Number: 91201 Type: Harvard Business Review Article Publication Date: 3/1/1991 Subjects: Electronics; Globalization; International business; Matrix organization; Multinational corporations; Organizational structure
Article Mintzberg, Henry The collapse of communism has led many in the West to declare that capitalism has triumphed. But Henry Mintzberg, professor of management at McGill University and INSEAD, says that this idea is overly simplistic. He argues further that the push for government to become more like business ignores both the value of the alternative forms of ownership we have in the West--including cooperative and nonprofit organizations--and the purpose of balance in our societies. A business model for managing government would treat its constituents as customers in an arm's-length trading relationship. But we are not merely customers of our government; we are also subjects (who have obligations), citizens (who have rights), and clients (who have complex needs). Thus we need a wide range of management models for providing public services. HBS Number: 96306 Type: Harvard Business Review Article Publication Date: 5/1/1996 Subjects: Business & society; Government & business; Privatization; Public administration; Social enterprise Year New: 1996
Article Ohmae, Kenichi In today's borderless economy managers must see and think globally. Increasingly, managers and consumers all over the world speak a common language, and people everywhere can see what choices and preferences are in other countries. Companies must learn to become insiders in each market of the Triad--North America, Europe, and Japan. A headquarters mentality often prevents this; managers want to apply a home-country solution to a foreign situation or intervene in the management of the foreign market. This is reinforced by entrenched systems, structures, and behaviors. The key is to develop an equidistant view of all customers. HBS Number: 89312 Type: Harvard Business Review Article Publication Date: 5/1/1989 Subjects: Corporate strategy; International business
Article Carr, Nicholas G. On January 1, 1999, 11 European nations formally adopted the euro as a common currency. What will the new monetary union mean for managers? In this Perspectives piece, senior executives from Merloni Elettrodomestici, PricewaterhouseCoo HBS Number: 99111 Type: Harvard Business Review Article Publication Date: 1/1/1999 Subjects: Currency; EC single market; Eurodollars; Europe; Foreign exchange rates; Marketing strategy; Strategic market planning; Strategy formulation Year New: 1999
Article Hayes, Robert H.; Abernathy, William J. The responsibility for the current economic malaise rests primarily with the failure of U.S. managers to keep their companies technologically competitive. Their short-term principles predispose managers toward imitative versus innovative product design, backward integration versus striking out in innovative directions, and appropriation of technology through purchase rather than in-house equipment design and development. Renewed excellence requires informed leaders who can take the long view, and financial controls with a longer-term emphasis. McKinsey Award Winner. HBS Number: 80405 Type: Harvard Business Review Article Publication Date: 7/1/1980 Subjects: Competition; International business; McKinsey Award Winners; Technological change; Technology
Article Hecht, Laurence; Morici, Peter The authors warn that any company considering a move to Mexico must manage both the old risks of a developing country and the new uncertainties of an open market. Since the 1960s, U.S. companies have operated "maquiladoras," factories near the border that use Mexican labor to assemble products for export. As trade barriers come down, these factories will compete for the first time with the most successful Mexican companies, and other fierce competitors. Hiring local managers and finding local partners have helped some companies manage the inevitable risks. But depending on a company's size and core business, the risks of doing business in Mexico may outweigh the benefits. HBS Number: 93403 Type: Harvard Business Review Article Publication Date: 7/1/1993 Subjects: Country analysis; Developing countries; International operations; International trade; Mexico Year New: 1993
Article Henzler, Herbert A. Joyful at the outset, the unification has become a process of painful realization. What Germany lacks is a concept for merging east and west: the corporate merger, while not perfect, could provide some useful instruction. This national merger is a chance for Germany to pursue creative solutions to tough problems. By focusing on four areas in particular--people, infrastructure, regional centers, and the environment--eastern Germany can be brought up to and even surpass standards in western Germany, as well as spur economic growth and forge new industries in the process. HBS Number: 92103 Type: Harvard Business Review Article Publication Date: 1/1/1992 Subjects: Environmental protection; Germany; International business; Political risk; Social change; Unemployment Year New: 1992
Article Sanderson, Susan Walsh; Hayes, Robert H. Instead of looking toward Eastern Europe for new integrated economic regions, U.S. companies should be looking at Mexico. Unlike Eastern Europeans, Mexican workers have a genuine understanding of the routines of market capitalism. Since 1988, foreign companies have invested some $8 billion in the country. Other draws include a reduction of per capita foreign debt, a stabilized peso, and a reduction of annual inflation from 160% to 20%. HBS Number: 90509 Type: Harvard Business Review Article Publication Date: 9/1/1990 Subjects: Foreign investment; International business; International finance; Mexico
Article Dyson, Esther Throughout Central Europe and the Soviet Union, computer entrepreneurs are emerging from the shells of state organizations to begin the process of building a market economy. In the United States, the players we now consider prosperous giants grew up in the industry. This will be the case in the East as well. Western companies willing to take risks on the new entrepreneurs, rather than sticking with state organizations, will be winners in the long run. HBS Number: 91102 Type: Harvard Business Review Article Publication Date: 1/1/1991 Subjects: Computer industry; Eastern Europe; Europe; Foreign investment; International business; Joint ventures; USSR
Article Hilton, Andrew The rhetoric of European unification is still powerful for many Americans and Europeans who want to believe in the European superstate of 1992. However, as recent events show, much of the mythology of Europe is indeed a myth. Nationalism in Western Europe is still alive, and few European companies have gone beyond the rhetoric of a single market. The course of European integration will be, at best, messy and riddled with reverses. Across Europe, overambitious financial institutions, for instance, are retreating into domestic markets after costly cross-border mistakes. Europe is and will remain a mosaic of national markets; the reality is that the odds in Europe will be stacked against the outsider. The lesson for U.S. managers is to be careful before falling for the myth of a unified Europe. HBS Number: 92605 Type: Harvard Business Review Article Publication Date: 11/1/1992 Subjects: EC single market; Europe; Foreign investment; International banking; International business; International finance Year New: 1992
Article Ramo, Simon In the 1950s, government created the market for high-technology production through defense spending. Products and processes of technology were highly secret and spin-off for consumer products was limited. Now the government is focusing on the technology of strategic defense - research which also benefits the consumer economy. At the same time, the line between civilian and military technology is blurring. HBS Number: 89609 Type: Harvard Business Review Article Publication Date: 11/1/1989 Subjects: Competition; Government & business; Technology
Article Ahlstrom, David; Bruton, Garry D.; Lui, Steven S.Y. Despite China's rapid economic growth and the role private firms have played in it, many such companies have experienced numerous problems. At the root of many of these problems is the lack of well-established ground rules for commerce HBS Number: BH046 Type: Business Horizons Article Publication Date: 1/15/2000 Subjects: China; Foreign investment; Government & business; Political process Year New: 2000 Publisher: Business Horizons/Indiana University
Article Wells, Louis T., Jr. Poor communication can cause the breakdown of negotiations with foreign governments, and the multinational manager who deals with developing countries often needs guidelines. Negotiators must understand local economic and political problems. Negotiators should avoid self-praise, ensure equal safeguards for the foreign government and consider a variety of investment arrangement structures. Negotiators may not adequately represent their government or company and negotiating styles may vary due to cultural differences. HBS Number: 77112 Type: Harvard Business Review Article Publication Date: 1/1/1977 Subjects: Cross cultural relations; Developing countries; Foreign investment; International business; Multinational corporations
Article Simon, Hermann; Otte, Max Despite the rapid growth of Asian businesses, the center of the world economy in the next century will continue to be North America and Europe. HBS Number: F00104 Type: Harvard Business Review Article Publication Date: 1/1/2000 Subjects: International relations; International trade; Macroeconomics; World economy
Article Sahlman, William A. Many policy makers at the Fed contend that the new economy is a fragile bubble--and that with the "irrational exuberance" of the capital markets, the sky is going to fall on the U.S. economy. That couldn't be further from the truth, ac HBS Number: 99612 Type: Harvard Business Review Article Publication Date: 11/1/1999 Subjects: Economic policy; Government & business; Interest rates; New economy Year New: 1999
Article Fingleton, Eamonn Information industries are at the core of the celebrated new economy; they may also be at the core of a sharp deterioration in the U.S. trade position. HBS Number: F99603 Type: Harvard Business Review Article Publication Date: 11/1/1999 Subjects: Balance of payments; Balance of trade; Information industry; National competitiveness; New economy
Article Henzler, Herbert A. Europe's capitalist system may be better suited to meet the demands of a global economy than its American or Japanese counterparts. In the years ahead, every country must face the challenge of incorporating diverse groups under one roof and improving the quality of life for all. Here Europe's history gives its managers a decided advantage. Because their national markets are small, European companies have long been internationally oriented. And unlike their peers in the United States or Japan, European managers are accustomed to working within the bounds of an implicit social compact. A new generation of "Europreneurs," such as Edzard Reuter of Daimler-Benz and Percy Barnevik of ABB, has appeared to meet the challenges of emerging global markets. HBS Number: 92404 Type: Harvard Business Review Article Publication Date: 7/1/1992 Subjects: EC single market; Europe; Government & business; International business Year New: 1992
Article Garten, Jeffrey E. China is an alluring market for multinational companies, but those based in the United States have suffered from the foreign-policy demands that their government has imposed on relations with this emerging giant. The author, a former u HBS Number: 98307 Type: Harvard Business Review Article Publication Date: 5/1/1998 Subjects: Business reading; China; Foreign investment; Foreign policy; Government & business; International relations; International trade Year New: 1998
Article Author(s): Bartlett, Christopher A.; Ghoshal, Sumantra Publication Date: 10/01/1988 Product Type: CMR Article Publisher: California Management Review HBS Number: CMR019 Subjects: International business; International operations; Organization; Organizational design; Organizational management Academic Discipline: Business & government Product Description: To be competitive in an increasingly complex international environment, companies with worldwide operations must achieve global coordination and national flexibility simultaneously. Traditional organizational forms, however, have tended to provide one or the other attribute. The authors illustrate this point through the experience of two major competitors in consumer electronics: Philips, a classic “multinational ” company whose decentralized federation structure is well-suited to facilitating national flexibility, and Matsushita, a “global ” company with a centralized hub configuration that provides it with great efficiency. The authors then describe an emerging model — the “transnational ” organization whose structure is based on an integrated network of worldwide operations. The transnational firm requires both effective corporate management that does not impede national flexibility and efficient country management that does not prevent global coordination.
Article Morita, Akio Sony's chairman addresses the present deterioration of U.S.-Japan relations and offers his view of how the two countries can patch up their differences and work as partners toward mutual economic success. He argues that the mistrust and fear embodied in "bashers" and protectionists on both sides are holding back a relationship of historic importance. Morita suggests that by moving more manufacturing operations to the United States, Japan can make meaningful contributions to revitalizing the U.S. economy. Japanese capital added to American technology can create new competitive companies that are beneficial to both sides. HBS Number: 92307 Type: Harvard Business Review Article Publication Date: 5/1/1992 Subjects: Cross cultural relations; International trade; Japan; Joint ventures; National competitiveness; Partnerships Year New: 1992
Article Spero, Donald M. Donald M. Spero, CEO of Fusion Systems, provides an inside look at his company's long-standing patent dispute with Mitsubishi Electric Co. Spero describes the profound differences between the Japanese patent-law system and the U.S. and European systems. The Japanese system is designed to benefit large companies that can obtain technology from below and commercialize it. Its goal is to share technology, not protect it. HBS Number: 90511 Type: Harvard Business Review Article Publication Date: 9/1/1990 Subjects: Electronics; International business; Japan; Patents
Article Bartmess, Andrew D. In this fictional case study, Ann Reardon, CEO of the Eldora Co. (EDC), has led her organization to become the largest and most profitable bicycle maker in the U.S. market. When her competition was moving its operations overseas becaus HBS Number: 94201 Type: Harvard Business Review Article Publication Date: 3/1/1994 Subjects: Bicycles; HBR Case Discussions; International marketing; International operations; Location of industry; Plant location Year New: 1994
Article Choate, Pat Each year, Japanese companies and the Japanese government invest $400 million in a campaign to create an integrated U.S.-Japan economy that prevents the United States from confronting Japan. U.S. business leaders should regard Japan's campaign for America as a warning to recognize the importance of politics to corporate strategies and to insist on honest and ethical conduct in the global political arena. HBS Number: 90503 Type: Harvard Business Review Article Publication Date: 9/1/1990 Subjects: Ethics; International business; International trade; Japan; Political process
Article Weinberg, Martha Wagner Robert H. Malott, chairman of the board and CEO of FMC Corp., has devoted years of his own time and energy attempting to convince the federal government to pass product liability law reform. His political education so far consists of four valuable lessons: major policy change requires the involvement and commitment of top corporate executives; in politics, where power is diffuse and often invisible, getting in to see a top elected official isn't enough; rhetoric, style, and context are critical to your argument's effectiveness; there are often no visible victories. HBS Number: 88313 Type: Harvard Business Review Article Publication Date: 5/1/1988 Subjects: Government & business; Legislation; Political process; Product liability; Product safety
Article Von Lazar, Arpad The author deserted the army and fled Hungary in 1956. Now he returns to Budapest to visit a society set free. He describes a country hardly recognizable as the wasteland he left 34 years ago. He describes innovations in banking and marketing. Despite an ignorance of the basics of business and a deep distrust of inequality and imperialism, the Hungarians seem eager and determined to embrace capitalism and free markets. HBS Number: 90513 Type: Harvard Business Review Article Publication Date: 9/1/1990 Subjects: Eastern Europe; Europe; Political process; Privatization; Social change
Article Schwab, Klaus; Smadja, Claude The industralized world has been undergoing a crisis during the last three years--its worst since 1945. Even now, as the long-awaited recovery finally begins to gather momentum, it is failing to make itself felt in the most critical do HBS Number: 94609 Type: Harvard Business Review Article Publication Date: 11/1/1994 Subjects: Economic development; International business; International trade; Macroeconomics Year New: 1994
Article Cutts, Robert L. Land value inflation has become a vehicle for Japanese companies to use in pursuing global competitive objectives. Land value is whatever the Japanese decide it is, and this gives them economic power from the ground up. The convergence of three forces - Japan's lagging investment in infrastructure, its promise to its trading partners to stimulate domestic demand, and the rise in the value of the yen following the Plaza Accord of 1985 - has led to virtual government sponsorship of the Japanese land boom. Access to capital is the ultimate advantage in global competition. In part because of their land bubble, the Japanese enjoy the best and cheapest access to capital. HBS Number: 90302 Type: Harvard Business Review Article Publication Date: 5/1/1990 Subjects: Capital investments; Competition; International business; International trade; Japan; Real estate
Article Murphy, R. Taggart Japan is the most powerful financial force in the world. It is the wealthiest country, and because its wealth is so concentrated, it can easily move markets anywhere in the world. The failure of Continental Bank of Illinois and the October 19, 1987 stock market crash both started in Tokyo. When Great Britain and the United States were world financial leaders, each had a sense of global mission that required stability and openness in the world's financial markets. Japan has no such ideology. Indeed, Japan is unwilling to allow the yen to serve as a global reserve currency, and it does not ensure liquidity in the world's banking system. HBS Number: 89213 Type: Harvard Business Review Article Publication Date: 3/1/1989 Subjects: International banking; International finance; Japan; Monetary policy; Political systems
Article Manley, Marisa It is not possible to escape being sued for product liability. But the chances can be reduced if one understands how the law regards various circumstances. A manufacturer, for example, may never achieve zero defects. But its product's design can be examined in light of all possible uses and misuses of the product. If a customer knows a product and its characteristics, one may be able to avoid liability in litigation. But there is still the responsibility of eliminating factors likely to cause injury. HBS Number: 87509 Type: Harvard Business Review Article Publication Date: 9/1/1987 Subjects: Corporate responsibility; Legal aspects of business; Legislation; Liability; Product design; Product introduction; Product liability; Product safety
Article Ohmae, Kenichi The nation-state has begun to crumble. What is emerging in its place is the region-state, which is defined by economic activity, not political borders. The factors behind the shift are threefold: First, people, capital, and information HBS Number: 95109 Type: Harvard Business Review Article Publication Date: 1/1/1995 Subjects: International business; International trade; Politics; Social change Year New: 1994
Article Sensenbrenner, Joseph Shrinking revenues and taxpayer uprisings that threatened the town of Madison, Wisconsin's financial security led the author, during his six years as mayor, to introduce W. Edwards Deming's business quality concepts to city government. He learned that, like problems in business, problems in government are more likely to lie in flawed systems than in flawed workers, and that empowered frontline employees generate more improvements than management can. HBS Number: 91208 Type: Harvard Business Review Article Publication Date: 3/1/1991 Subjects: Labor relations; Local government; Operations management; Participatory management; Quality control
Article Biddle, David Although modern urban recycling programs have successfully created a tremendous supply of recycled newspapers, glass bottles, and office paper, when it comes to consumer and business demand for products made from these materials, the e HBS Number: 93601 Type: Harvard Business Review Article Publication Date: 11/1/1993 Subjects: Environmental protection; Ethics; Government & business; Recycling; Social change; Social enterprise; Waste disposal Year New: 1993
Article Crawford, Robert J. What ever happened to Japan? In the early 1990s, it lost its status as an economic juggernaut and found itself a beleaguered nation in its worst recession since World War II. Two new books help explain why the country has been struggli HBS Number: 98104 Type: Harvard Business Review Article Publication Date: 1/1/1998 Subjects: Competition; Country analysis; Economic development; Economic planning; Government & business; Japan Year New: 1998
Article Osborne, David Transforming inefficient bureaucracies into dynamic, customer-oriented organizations is challenging under any circumstances. It is particularly daunting when revamping an enterprise as vast and multidimensional as the federal governmen HBS Number: 94306 Type: Harvard Business Review Article Publication Date: 5/1/1994 Subjects: Decentralization; Federal government; Restructuring; Social enterprise Year New: 1994
Article Levy, Frank What's the verdict on the U.S. economy's greater reliance on free markets in recent decades? The data alone won't give us easy answers. As economist Frank Levy points out, the numbers on economic well-being are so diverse that analysts HBS Number: 99505 Type: Harvard Business Review Article Publication Date: 9/1/1999 Subjects: Business & society; Deregulation; Economic conditions; Economic policy; Government & business; Government policy; Social issues
Article Whitwam, David; Maruca, Regina Fazio There's a difference between being an international company--selling globally, having global brands, or having operations in different countries--and being a global enterprise. Few companies leverage their capabilities around the world to create powerful, cohesive organizations. CEO David Whitwam's vision is for Whirlpool to become an integrated, global enterprise. But a CEO can't change a company's mission and mind-set by edict alone. He or she must be able to convince employees throughout the organization that such change is not only possible, but also the best course of action. Employees must want to change their beliefs and behavior. The CEO must then create crossborder processes that force that change to occur. HBS Number: 94210 Type: Harvard Business Review Article Publication Date: 3/1/1994 Subjects: Appliances; Corporate culture; International business; International marketing; Interviews Year New: 1994
Article Khanna, Tarun; Palepu, Krishna G. Financial experts in the West suggest that diversified business groups--or affiliated companies under one parent--in emerging markets should break up. Dismantling these mammoth conglomerates could reduce the debt and inefficiencies tha HBS Number: 99407 Type: Harvard Business Review Article Publication Date: 7/1/1999 Subjects: China; Conglomerates; Developing countries; Emerging markets; Government & business; India; Korea; Restructuring; South America Year New: 1999
Article Kvint, Vladimir Vladimir Kvint advises Americans to invest early and move quickly as they develop joint ventures in Russia. He argues that, despite economic hardships, the climate for international joint ventures there has never been better. Noting that Americans seem deterred because most Russian joint ventures never get off the ground, he contends that those failures stem less from business conditions in Russia than from poor planning on the part of foreign investors. And, he says, potential investors can learn from their predecessors mistakes. Should we give up on Russia or not? In this issue's Perspectives section, seven experts debate the question. HBS Number: 94307 Type: Harvard Business Review Article Publication Date: 5/1/1994 Subjects: Country analysis; Foreign investment; International business; International finance; Joint ventures; Russia Year New: 1994
Article McDonald, Kevin R. Many Western business people believe that the companies now being formed in the former Soviet Union won't compete in the West for another 15 to 20 years. But in the raw-materials sector, a competitive threat exists today partly because the economies of the NIS are in such disarray. As a result of huge structural changes such as the radical shrinkage of the Soviet defense industry, vast quantities of nickel, zinc, aluminum, magnesium, potash, and other critical materials are now being sold in the West at fire-sale prices. One company, Reynolds Metals Corp., has decided to establish itself in the NIS as a maker of aluminum consumer goods for NIS markets. It is attempting to divert the flow of aluminum to the West by rebuilding domestic NIS demand--without reestablishing the gigantic Russian defense industries that were previously the main customers. HBS Number: 94304 Type: Harvard Business Review Article Publication Date: 5/1/1994 Subjects: Aluminum; Aluminum industry; Country analysis; Russia Year New: 1994
Article Eisner, Robert Almost everbody is against federal budget deficits. And almost no one knows what he or she is talking about. The author contends that deficits can be good for us as well as bad, too small as well as too large. The key is knowing how to HBS Number: 93303 Type: Harvard Business Review Article Publication Date: 5/1/1993 Subjects: Debt management; Economic policy; Federal government; Macroeconomics; Unemployment Year New: 1993
Article Roach, Stephen S. Until recently, U.S. service companies have been shielded by regulation and confronted by few foreign competitors. As a result, they have allowed their white-collar payrolls to become bloated, their investment in information technology to outstrip the paybacks, and their productivity to stagnate. Now deregulation and foreign direct investment are exposing these vulnerabilities. To survive the service shakeout, companies must refrain from indiscriminate cost cutting and balance financial discipline with a comprehensive and immediate reexamination of strategy. HBS Number: 91510 Type: Harvard Business Review Article Publication Date: 9/1/1991 Subjects: Competition; Corporate strategy; Deregulation; Foreign investment; Industry analysis; International business; Restructuring; Services
Article Yan, Rick According to author Rick Yan, a vice president in the Beijing office of Bain & Company, making money in the China market in the short run is the best indicator we have that a company?s current strategy and practices are well suited to HBS Number: 98511 Type: Harvard Business Review Article Publication Date: 9/1/1998 Subjects: China; Corporate strategy; Emerging markets; International business; Multinational corporations; Strategic market planning; Strategic planning
Article Hall, Edward T. Variables in foreign behavior and national customs complicate American companies' efforts to conduct international business. A U.S. executive's ignorance of the peculiarities of the languages of time, space, things, friendships, and agreements, may find that this lack of knowledge adversely affects business deals. Written agreements have different meanings resulting in various levels of obligation. U.S. executives must learn the rules for contract negotiations in each country. HBS Number: 60308 Type: Harvard Business Review Article Publication Date: 5/1/1960 Subjects: Cross cultural relations; International business; International trade
Article Author(s): Mathews, John A. Publication Date: 01/01/1999 Product Type: CMR Article Publisher: California Management Review HBS Number: CMR142 Geographic Setting: Southeast Asia Industry Setting: Semiconductor industry Subjects: Business government relations; Industry structure Academic Discipline: Business & government Product Description: A remarkable semiconductor industry has been created in Singapore, through highly focused public policy directed towards attracting multinational corporations and leveraging skills and technology from them to spark local industry development. This article assesses the effectiveness of this strategy —: examining the viability and sustainability of the industry it created —: as well as its replicability. If other countries such as China are to emulate Singapore's approach, they will have to develop an institutional framework with the capability to direct the processes of technology leverage and diffusion.
Article Author(s): Mathews, John A. Publication Date: 07/01/1997 Product Type: CMR Article Publisher: California Management Review Product Description: A thriving semiconductor industry has been created in Taiwan over the course of the past two decades by the use of advanced organizational techniques of technology leverage and accelerated technology diffusion. By the mid-1990s, the industry had reached a level of output that placed it behind only the United States, Japan, and Korea. Almost all of Taiwan's semiconductor industry is located in the Hsinchu Science-Based Industry Park, which was created in emulation of California's Stanford Research Park, but with more direct government involvement. This article explores the extent to which this emergent Silicon Valley in Taiwan shares the ``industrial ecology'' that has powered innovation in California and examines the extent to which the Taiwan industry suffers from weaknesses attributed to its rapid creation through technology leverage. HBS Number: CMR087 Subjects: Industrial development; Industry structure; Research & development; Semiconductors; Silicon Valley; Southeast Asia Academic Discipline: Business & government
Article Weiss, Andrew A comparison of the performance of workers at Western Electric in the United States with that of employees at five of the largest Japanese electronics manufacturers, Matsushita Electric Industrial Co., Hitachi, Fujitsu, Nippon Electric Co., and Mitsubishi Electric, shows that cultural differences do not explain the superior productivity of Japanese workers. Rather, superior productivity in Japan depends on management practices and investment patterns. HBS Number: 84414 Type: Harvard Business Review Article Publication Date: 7/1/1984 Subjects: Electronics; Japan; Managerial skills; Manufacturing strategy; Personnel management; Productivity
Article Wells, Louis T., Jr. Foreign countries use social return analysis because traditional market price evaluations do not apply to developing countries. Weak competition and government intervention send out incorrect price signals that will not predict adverse effects. Social cost/benefit analysis attempts to adjust to the separate prices of project outputs and inputs in an effort to set prices correctly. Social evaluation determines how efficiently projects use domestic resources, but does not evaluate the dynamic effects of a project or its political implications. HBS Number: 75211 Type: Harvard Business Review Article Publication Date: 3/1/1975 Subjects: Cost benefit analysis; Country analysis; Developing countries; Foreign investment; International business
Article Author(s): Howard, Jennifer; Nash, Jennifer; Ehrenfeld, John Publication Date: 01/01/2000 Product Type: CMR Article Publisher: California Management Review Product Description: In recent years, demands from external stakeholders have created pressures for companies to adopt new environmental management practices. Some industries have developed their own non-regulatory codes of environment, health, and safety (EHS) practice. Have these codes generated substantive change in members' actions, or do they simply reinforce existing perceptions and practices? This article examines the response of sixteen chemical companies to the first industry-generated EHS code, Responsible Care. In some cases, companies have adopted uniform practices, while in other cases significant variation persists. The adoption and implementation by companies of non-regulatory environmental codes is a poor indicator that any particular standard practices will be followed. HBS Number: CMR167 Subjects: Chemical industry; Environmental protection; Environmental regulations; Regulated industries Academic Discipline: Business & government
Article Johnson, Simon; Loveman, Gary In January 1990, with inflation at 50%, the newly democratic Polish government introduced a draconian plan for a market economy. Most observers expected the Balcerowicz Plan, sometimes referred to as shock therapy, to spur reform throu HBS Number: 95203 Type: Harvard Business Review Article Publication Date: 3/1/1995 Subjects: Country analysis; Eastern Europe; Entrepreneurship; Privatization; Social change Year New: 1995
Article Tahija, Julius According to Julius Tahija, former managing director of Caltex Pacific Indonesia, meeting social responsibilities is an indispensable part of doing business in the developing world. Transnationals need skilled labor, consumer markets, financial and commercial partners, and continuing business opportunities. Developing nations need all the social and economic competencies that transnationals can provide, teach, and encourage by paying greater attention to the way they conduct business. Of all the contributions a company can make to a developing country, the transfer of crucial business competencies is the most significant. There are five broad categories of competency transfer: fostering local businesses, improving infrastructure, protecting the environment, developing human resources, and promoting an ethical business culture. HBS Number: 93511 Type: Harvard Business Review Article Publication Date: 9/1/1993 Subjects: Australia; Community relations; Developing countries; Economic development; Employee training; Environmental protection; Ethics Year New: 1993
Article Choate, Pat; Linger, Juyne U.S. trade policy is mired in obsolete assumptions about the practices and principles of global economics. It is stuck in a time when the United States could assume sole responsibility for the world trading order. Business and government leaders must acknowledge that there are five different economic systems operating in the world today--centrally planned, mixed, developing, plan-driven, and rule-driven--only one of which corresponds to the traditional U.S. model. The United States needs to embrace "tailored trade"--negotiating with different countries differently, according to their economic systems. The result would be a more practical and flexible approach to trade--one that would not only serve U.S. interests but also correspond to the world as it really is. HBS Number: 88103 Type: Harvard Business Review Article Publication Date: 1/1/1988 Subjects: Foreign policy; Government policy; International business; International trade; Regulation
Article Nichols, Martha The new vice president of international contracts for Timothy & Thomas North America, Jonathan Stein, faces tough decisions regarding the company's Pakistani contractors. In a plant in Lahore, Stein sees girls who look no older than ten, sweeping the floor. T&T shorts are currently the hottest item in Timothy & Thomas's line of casual clothes. Like the rest of the company's products, the shorts have a wholesome American image. But that image doesn't fit the image of those girls at work - or Timothy & Thomas's reputation for social responsibility. In fact, the company's new Global Guidelines for Business Partners prohibit the use of child labor. The complicated situation puts Jonathan Stein on the cutting-edge of company policy. Six experts on global sourcing and labor in developing nations discuss the agonizing decisions that confront Stein and his company. HBS Number: 93105 Type: Harvard Business Review Article Publication Date: 1/1/1993 Subjects: Clothing; Developing countries; Ethics; HBR Case Discussions; Human resources management; International operations; Work force management Year New: 1993
Article Kanter, Rosabeth Moss In the future, success will come to those companies that can meet global standards and tap into global networks. 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 of businesses. How can communities retain local vitality yet still link the businesses located within them to the global economy? Rosabeth Moss Kanter surveyed five U.S. regions that connect with the global economy to determine their business and civic leaders' strategies for improving their constituents' quality of life. She has identified ways in which the global economy can work locally by capitalizing on the resources that distinguish one place from another. HBS Number: 95504 Type: Harvard Business Review Article Publication Date: 9/1/1995 Subjects: Business policy; Community relations; Industrial development; International business; International marketing; Local government; Social enterprise Year New: 1995
Article Yan, Rick With one-quarter of the world's population, and consumer spending increasing by as much as 10% annually, China offers an opportunity that marketers of branded goods can't ignore. Foreign companies seeking to win a piece of this growing HBS Number: 94511 Type: Harvard Business Review Article Publication Date: 9/1/1994 Subjects: China; Cross cultural relations; International business; International marketing Year New: 1994
Article Freeman, Richard B. From all points on the political map come the message that something is wrong with the U.S. economy. Indeed, income inequality has jumped in the past two decades in almost every category: college graduates have gained in comparison with high school graduates, older workers in comparison with younger ones, professionals in comparison with laborers. The list goes on. Economist Richard Freeman fears that the United States may be developing an apartheid economy, one in which the well-off are blind to the concerns of the poor. The debate is joined by five leaders from a variety of fields. HBS Number: 96503 Type: Harvard Business Review Article Publication Date: 9/1/1996 Subjects: Business & society; Economic policy; Government & business; Job satisfaction; Labor relations; Public policy Year New: 1996
Article Erikson, Kai Roughly 3,500 people were advised to relocate after the Three Mile Island emergency. Instead, some 200,000 fled. This response illustrates a growing fear of toxic disaster. People find radiation and toxic substances more threatening than most natural hazards and nontoxic technological hazards. And because toxics are the product of human hands, their release seems a betrayal. Experts say that over time, people will accept toxic dangers. Managers should educate the public about toxic dangers as well as commiserate with its fears. This will prevent lawsuits and the growth of an antitechnology political movement. HBS Number: 90105 Type: Harvard Business Review Article Publication Date: 1/1/1990 Subjects: Corporate strategy; Environmental protection; Pollution control
Article Kanter, Rosabeth Moss The results of the HBR World Leadership Survey found that change is indeed everywhere--regardless of country, culture, or corporation. But the idea of a corporate global village where a common culture of management unifies the practice of business around the world is more dream than reality. In addition to profiling the views of the average manager, the survey detected the deep and powerful national differences that overwhelm age, sex, or industry distinctions among respondents. HBS Number: 91308 Type: Harvard Business Review Article Publication Date: 5/1/1991 Subjects: Cross cultural relations; International business; Management of change; Management philosophy; Organizational change; Polls & surveys; Social change
Article Fadiman, Jeffrey A. When abroad, managers often don't know what to do about "requests" for funds or gifts. Walking out on the deal could ruin business relations. Paying up may mean violating the Foreign Corrupt Practices Act as well as personal moral standards. Understanding the importance of gifts in some societies may help U.S. executives find ways to satisfy both the foreign request and U.S. standards. They can, for example, make an equivalent, public donation to a social project in the requester's country; offer services to local causes in lieu of private payments; offer to create local jobs. HBS Number: 86401 Type: Harvard Business Review Article Publication Date: 5/1/1986 Subjects: Cross cultural relations; Developing countries; Ethics; International business; International trade
Article Garten, Jeffrey E. Throughout the 1990s, financial investors, corporate strategists, and political leaders in the United States, Western Europe, and Japan have been intensifying their focus on emerging markets. And, indeed, emerging markets are the new frontier. But like all frontiers, warns Jeffrey E. Garten, dean of the Yale School of Management, such markets present a mix of opportunity and risk. The question now is whether businesses and governments in the industrialized world are sober enough about the problems that lie ahead. There is considerable evidence to show that the tides of capitalism that rose so powerfully after the collapse of the former Soviet Union are now poised to recede. What can business and government do to improve the economic environment abroad? HBS Number: 97302 Type: Harvard Business Review Article Publication Date: 5/1/1997 Subjects: Developing countries; Economic development; Foreign policy; Government & business; International business; International trade; Political risk
Article Phillips, Kevin P. No matter how sharp the disagreements of the 1992 presidential election campaign nor who wins the election, one outcome is certain: in the next administration, the United States will have an industrial policy. Unfortunately, this national industrial policy will be vague, confusing, highly politicized--and frequently ineffective. It will be government intervention driven by special interests rather than by strategic intent. Managers may be better off learning how to live with a haphazard industrial policy in the end--minimizing the negative impacts of such a policy on their own companies and industries. HBS Number: 92409 Type: Harvard Business Review Article Publication Date: 7/1/1992 Subjects: Government policy; Interest groups; Politics; Regulated industries Year New: 1992
Article Lessard, Donald R.; Lightstone, John B. Factors like foreign and domestic market structure determine a company's operating exposure to exchange rates. But sophisticated managers have learned to manage foreign-exchange exposure in new ways. For example, companies can approach production units not as fixed, but as flexible, facilities whose importance to the corporation can be adjusted when exchange rates shift. The company can also shift sources of raw materials, subassemblies, and components. Above all, managers are more likely to adopt appropriate courses of action if their performance measurement takes into account the effect of exchange rate changes on operating performance. HBS Number: 86405 Type: Harvard Business Review Article Publication Date: 7/1/1986 Subjects: Foreign exchange; Foreign exchange rates; International business; International operations
Article Author(s): Alston, John P. Publication Date: 03/15/1989 Product Type: Business Horizons Article Publisher: Business Horizons/Indiana University Product Description: Western observers of global business, impressed with how much Asian cultures differ from those of North America and Europe, tend to think of Japan, China, and Korea as practicing much the same forms of business relationships. But although East Asian cultures have in common an emphasis on personal relationships as the foundation of business practices, the forms and values of these relationships differ markedly among the Japanese, Chinese, and Koreans. For the Japanese, the important concept is wa, or the emphasis on group loyalty, harmony, and consensus; emotional support and a long-term perspective are important. The Chinese, on the other hand, think in terms of guanxi, the special arrangements of favor-sharing that an individual has with other individuals; personal loyalties within such arrangements are more important than loyalty to an organization. Koreans emphasize inhwa, which relates to harmony between unequals and derives from the Confucian ideal of loyalty to parents, elders, and authority figures. Non-Asians hoping to do business effectively in East Asia need to understand how these concepts all translate into quite different norms of business practice. HBS Number: BH015 Geographic Setting: Asia; China; Japan Subjects: Business etiquette; Cross cultural relations; Developing countries; Foreign investment; International business Academic Discipline: Business & government
Article Bleeke, Joel A.; Ernst, David War stories about failed alliances make executives wary of forging new joint ventures. However, the strategic benefits of cross-border alliances are compelling. A study of 49 cross-border alliances found several patterns that have managerial implications. For example, alliances must be free to evolve as the environment changes and opportunities arise. Contrary to conventional wisdom, fifty-fifty ownership of joint ventures improves decision making, and most alliances end with one parent acquiring the venture. HBS Number: 91602 Type: Harvard Business Review Article Publication Date: 11/1/1991 Subjects: Corporate strategy; International business; Joint ventures; Partnerships
Article Author(s): Bradley, Gene E. Publication Date: 09/01/1968 Product Type: Harvard Business Review Article Product Description: The “New Left” is a relatively small but hard core of young student revolutionaries aiming at nothing less than the destruction of U.S. society in general and the Business Establishment in particular. What is the philosophy of the New Left? Where are its blind spots? How should businessmen respond to it? The author urges readers to speak with students outside the inner hard core of radicals, to promote Job Corps Centers, and to improve the quality of life in organizations and society. HBS Number: 68503 Subjects: Corporate responsibility; McKinsey Award winners; Political systems; Social change Academic Discipline: Business & government
Article Author(s): Packard, Kimberly O'Neill; Reinhardt, Forest Publication Date: 07/01/2000 Product Type: Harvard Business Review Article HBS Number: R00409 Subjects: Business & society; Business government relations; Energy consumption; Environmental protection; Globalization; Risk assessment; Risk management Academic Discipline: Business & government Product Description: Thanks to the development of the Kyoto Protocol — an international plan to limit carbon dioxide and other so-called greenhouse gases in the atmosphere — global warming is beginning to assume a prominent position on the agendas of business executives. Although weather patterns aren't going to change overnight, new regulations designed to curb climate change may themselves disrupt the flow of business. Faced with such a complex problem, however, many executives have wondered where to begin. A sensible way to start is by taking a close look at the risks — and the inevitable opportunities — associated with shifts in the weather, potential regulatory changes, and the battle over public opinion. Forward-looking companies in a range of industries, from energy to insurance to automobiles, are already seeking ways to mitigate the effects of the weather on their operations, shape any regulatory regime that governments may devise, and inform the public about their efforts to reduce the problems associated with climate change. Companies that calculate the risks and opportunities effectively — as they would for any other part of the business — will be able to make wise investments that allow them to survive the coming storms.
Article Bartlett, Christopher A.; Ghoshal, Sumantra To compete successfully, a transnational company needs three strategic capabilities: global-scale efficiency, local responsiveness, and the ability to leverage learning worldwide. No single "global" manager can build these capabilities. They can be built only by groups of specialized managers able to integrate assets, resources, and people in operating units throughout the world. Such managers are made, not born. And how to make them is now the foremost question in many senior managers' minds. There are three distinct types of global managers: business managers, country managers, and functional managers. The authors illustrate the skills each managerial specialist requires through a close look at the successful careers of Leif Johansson of Electrolux, Howard Gottlieb of NEC, and Wahib Zaki of Procter & Gamble. HBS Number: 92502 Type: Harvard Business Review Article Publication Date: 9/1/1992 Subjects: International business; International marketing; International operations; Managerial skills; Multinational corporations Year New: 1992
Article Kogut, Bruce The current worldwide economic crisis illustrates how global the economy has become. But are global markets creating globally minded companies? Bruce Kogut, a professor of management at the Wharton School of Business, answers this ques HBS Number: 99106 Type: Harvard Business Review Article Publication Date: 1/1/1999 Subjects: Alliances; Business reading; Corporate governance; Country analysis; Foreign investment; Germany; Globalization; Government & business; International business; International operations; Japan; National competitiveness; R&D Year New: 1999
Article Vlachoutsicos, Charalambos; Lawrence, Paul R. The biggest impediment to successful joint ventures with the Soviet Union is Western ignorance of the Soviet management system. The core of Soviet hierarchy -- the structural task unit (STU) -- explains the interaction between Soviet management and workers. The largest STU is the enterprise itself; the smallest is the work brigade. This system produces excellent vertical integration, but its inner solidarity tends to inhibit horizontal communication. HBS Number: 90611 Type: Harvard Business Review Article Publication Date: 11/1/1990 Subjects: International business; Joint ventures; Organizational structure; USSR
Article Rotstein, Abraham Buying into America, by Martin and Susan Tolchin, and Yen!, by Daniel Burstein, look at the data on foreign direct investment and sound the alarm. The authors propose that the United States adopt new economic policies to assure that the economy benefits from the growing role the Japanese play in manufacturing, banking, and real estate. The authors' urgent tone recalls the period when the United States was Canada's "Japan": foreign investors bought up three fifths of Canada's manufacturing industry; 80% of the foreign-owned sector was in U.S. hands. HBS Number: 89109 Type: Harvard Business Review Article Publication Date: 1/1/1989 Subjects: Economic policy; Foreign investment; International business
Article Reich, Robert B. Global negotiations are increasingly between the people of the United States and global managers, rather than between American companies and foreign nations. These global managers are supranational corporate players who have no particular allegiance to any one nation. The United States is disadvantaged in negotiations because states and cities bid against each other, permitting global managers to play us off against ourselves. To remedy the situation, Reich suggests the creation of a U.S. Investment Representative and a GATT for Direct Investment. HBS Number: 91206 Type: Harvard Business Review Article Publication Date: 3/1/1991 Subjects: Foreign investment; Government agencies; Government policy; International business; International trade
Article Reich, Robert B. Because of globalization, the U.S.-owned corporation headquartered in the United States is no longer the vehicle for achieving U.S. competitiveness. Foreign-owned corporations that invest heavily in U.S.-based production facilities and their workers may actually contribute more. U.S. government policy should open the borders to foreign investment and promote human capital rather than assuming that corporations will lead the way. This is true for a number of reasons: corporate ownership is less important today; control is less important; work force skills are critical; and foreign-owned corporations help U.S. workers add value. HBS Number: 90111 Type: Harvard Business Review Article Publication Date: 1/1/1990 Subjects: Competition; Corporate strategy; Economic policy; Government policy; International business; Multinational corporations; National competitiveness
Article Alden, Vernon R. Many U.S. companies have written off the Japanese market, believing that Japan's distribution system is impenetrable or that the Japanese buy only Japanese products. U.S. companies are represented in more than 85% of Japanese industrial sectors, however, and at least 12 hold the number one market position. These companies have been both creative and tenacious in obtaining this position. Their experience teaches some important lessons. HBS Number: 87101 Type: Harvard Business Review Article Publication Date: 1/1/1987 Subjects: Exports; International business; International marketing; International trade; Japan
Article Khanna, Tarun; Palepu, Krishna G. Core competencies and focus are now the mantras of corporate strategists in Western economies. But while managers in the West have dismantled many conglomerates assembled in the 1960s and 1970s, the large, diversified business group remains the dominant form of enterprise throughout many emerging markets. As those markets open up to global competition, consultants and foreign investors are increasingly pressuring groups to conform to Western practice by scaling back the scope of their business activities. Already a number of executives have decided to break up their groups in order to show that they are focusing on only a few core businesses. There are reasons to worry about this trend, say the authors. Focus is good advice in New York or London, but something important gets lost in translation when that advice is given to groups in emerging markets. HBS Number: 97404 Type: Harvard Business Review Article Publication Date: 7/1/1997 Subjects: Corporate strategy; Country analysis; Developing countries; Diversification; Economic development; Government & business Year New: 1997
Article McDonald, Kevin R. In the West, we believe that privatizing an Eastern European enterprise will invariably improve governance, management, and performance. But the positive effects of privatization are far from automatic. In fact, most newly privatized companies need dominant, experienced Western shareholders to compensate for the weaknesses of communist-educated managers. Whereas privatization with a strong shareholder can work miracles, privatizations without one rarely do well for long. Because owners must educate, motivate, or replace incumbent managers, ownership is critical. Privatization is a means to an end, not always an end in itself. HBS Number: 93308 Type: Harvard Business Review Article Publication Date: 5/1/1993 Subjects: Corporate governance; Eastern Europe; Foreign investment; Government & business; Joint ventures; Privatization Year New: 1993
Article Lawrence, Robert Z.; Litan, Robert E. Two arguments against low trade barriers - that U.S. manufacturing is bound to lose out to places like Korea and Taiwan because they pay rock-bottom wages, and to Japan and other aggressive foreign competitors because they help favored industries with subsidies - don't stand up to the facts. The United States imports less from low-wage countries now than it did in 1960; protection levels haven't changed much since 1981, the year the United States last had a surplus in manufactured goods. What is at the bottom of our massive trade deficit? The huge gap between our production and our spending, fueled largely by the enormous federal budget deficit. HBS Number: 87305 Type: Harvard Business Review Article Publication Date: 5/1/1987 Subjects: Economic policy; Foreign exchange; International trade
Article Reich, Robert B. There are two general approaches to improving the U.S.'s industrial competitiveness: supply-side economics and industrial policy. Supply-side economics calls for government measures that raise the level of investment, reduce the level of consumption, and thus create new capital. Industrial policy is concerned with developing those industries that promise to be strong internationally and with easing the dislocations of the work force. Developing a coherent U.S. industrial policy is essential but politically difficult because there is no institutional structure through which to achieve the necessary broad consensus. HBS Number: 82108 Type: Harvard Business Review Article Publication Date: 1/1/1982 Subjects: Economic policy; Federal government; Government policy; National competitiveness
Article Shapiro, Carl The e-commerce explosion is turning the Internet, once a freewheeling medium of individual expression, into a sphere of intense corporate activity. Companies are shaping cyberspace to make electronic transactions more secure and consum HBS Number: R00310 Type: Harvard Business Review Article Publication Date: 5/1/2000 Subjects: Business & society; Electronic commerce; Intellectual property; Internet; Legal aspects of business; Politics; Right of privacy; Technological change
Article Von Lazar, Arpad Touring through the newly united Germany, the author discovers a nation of people determined to rebuild the Eastern economy and make Germany the most dynamic and prosperous nation in Europe. Through discussion with Germans of various backgrounds, the problems and challenges facing the new Germany are revealed: weeding out the former East German secrete police, deporting foreign guest workers to open jobs for East Germans, and breaking down the social barriers between Germans from opposite sides of the Wall. HBS Number: 91211 Type: Harvard Business Review Article Publication Date: 3/1/1991 Subjects: Country analysis; Economic development; Germany; International business; Social change
Article Kao, John J. For generations, emigrant Chinese entrepreneurs have operated in a network of family and clan across many national borders. Chinese businesses in the Pacific Rim and beyond make up the world's fourth economic power. The author calls this global network of entrepreneurial relationships the Chinese commonwealth. The author details the Confucian tradition and the values that have hindered so many Chinese businesses in the recent past, including Wang Laboratories. The sudden wealth of expatriate Chinese communities and the new possibilities for business still come down to a patchwork of many small enterprises that often have no respect for one another. But a new ideology of economic self-interest that transcends politics and the constraints on traditional Chinese business may lead to even greater integration of the commonwealth. HBS Number: 93206 Type: Harvard Business Review Article Publication Date: 3/1/1993 Subjects: China; Cross cultural relations; Entrepreneurship; International business; International finance; Southeast Asia Year New: 1993
Article Keehn, E. Barry Much has been made of what American business can learn from Japan's manufacturing practices, but its service sector also has lessons to teach. E. Barry Keehn reviews two recent books showing how the Tsutsumi family defined consumerism in Japan: The Brothers: The Hidden World of Japan's Richest Family, by Lesley Downer, and Architects of Affluence: The Tsutsumi Family and the Seibu-Saison Enerprises in Twentieth-Century Japan, by Thomas R.H. Havens. HBS Number: 96208 Type: Harvard Business Review Article Publication Date: 3/1/1996 Subjects: Japan; Retailing; Services; Vertical integration Year New: 1996
Privacy Notice 
