The Multinational Mission: Balancing Local Demands and Global VisionSimon and Schuster, 1987 - 290 стор. The Multinational Mission, based on six years of research utilizing internal company documents and interviews with over 500 top executives in more than twenty global firms provides an explicit logic and a basis for top management to act. Using a comprehensive training framework called a responsiveness-integration grid authors C.K. Prahalad and Yves L. Doz show step by step how to formulate and implement strategic decisions that provide a winning innovative approach. |
Зміст
Analysis for Strategy Development | 11 |
Management Responsibilities and Techniques | 155 |
AND CHANGE | 186 |
IMPEDIMENTS TO CHANGE | 217 |
MANAGING INTERDEPENDENCIES ACROSS BUSINESSES | 235 |
TOWARD | 250 |
Notes | 273 |
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The Multinational Mission: Balancing Local Demands and Global Vision C. K. Prahalad,Yves L. Doz Перегляд фрагмента - 1987 |
The Multinational Mission: Balancing Local Demands and Global Vision C. K. Prahalad,Yves L. Doz Перегляд фрагмента - 1987 |
The Multinational Mission: Balancing Local Demands and Global Vision C. K. Prahalad,Yves L. Doz Перегляд фрагмента - 1987 |
Загальні терміни та фрази
ability action agement agers analysis analyze approach assess bargaining Brazil business units C. K. Prahalad Chapter choices companies competitive advantage competitors complex components computers Corning Glass Corningware corporate cost critical decisions demands DMNC economic ethylene oxide example executives Figure flexibility focus framework Gary Hamel global competition global integration grid Harvard Business School headquarters Hewlett-Packard hi-fi business host countries host governments impact infrastructure INSEAD integrated MNCs investment Japanese labor leverage locally responsive Low Low management tools managerial managing interdependencies manufacturing market share Matsushita ment multifocal multinational national firms national responsiveness nesses OECD operations opportunities organization organizational overall performance Philips plant policies portfolio protectionism relatively requires resource allocation result role shifts strategic change strategic control strategic coordination strategic intent strategic management strategic redirection strategic variety structure tegic tion tional top management transfer prices Unilever unions various worldwide