Global Strategy
Multinationals Need Closer Ties as Globalization Retreats
Multinationals should cultivate local ties in the countries where they operate to counterbalance government power.
Multinationals should cultivate local ties in the countries where they operate to counterbalance government power.
The COVID-19 pandemic underscores why disaster preparedness is vital for supply chain resilience.
Globalization’s power to improve the world is undermined by its incursions into the public arena.
For many companies, the headaches of being global are intensifying, The Economist says. In most sectors domestic peer companies are growing faster than multinationals.
An excerpt from The Innovation Illusion contrasts expanding innovation with declining GDP.
Companies entering global markets should identify an approach that best suits their business model.
Behavioral analytics, Bayesian engineering and big data help companies mitigate business risk.
New research offers insights into choosing the best approach to learn about a foreign market.
To reach the “next billion” consumers, multinational companies need to create new networks of local partners.
Leading companies are working with their Chinese suppliers to improve environmental performance.
Lessons from the successes and failures of many emerging technologies offer a helpful guide in how adoption works.
Today’s collaborative and creative leaders engage in six boundary spanning practices.
Managers must understand which competencies they can safely outsource and which they should manage internally.
Too little attention from head office executives can cause problems in global operations.
New research sheds light on factors that affect innovation in emerging markets.
In leading international cities, companies gain access to knowledge and networks.
Companies with connections to a nation’s government may be less productive.