Titlebook: Global Enterprise Management, Volume II; New Perspectives on Angelo A. Camillo Book 2015 Palgrave Macmillan, a division of Nature America

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Richard H. Egdahl,Diana Chapman Walshnt has resulted in individuals becoming bi- and multicultural through the increased contact and interaction of individuals with differing backgrounds, customs, languages, and expectations. The employment of expatriates to develop subsidiary posts and engage in employment assignments in foreign locat

Soliloquy

How Do Emerging Economy Firms Learn to Evolve from Contract Manufacturing to Own Brand Management?,bal competitive advantages. Firms in emerging economies often play an important role as original equipment manufacturers that supply branded international producers. Importantly, such contract manufacturing has moved beyond simple supplying components to the complicated manufacturing of entire produ

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Global Business Ventures, Foreign Direct Investment, Expansion, and Growth Strategies,s terms, it is defined as most businesses of the world working in complementarity tandem with each other irrespective of the fact that they are located in different parts of the world. For example, in building the Airbus A320 at its base in Toulouse (France), different parts of the aircraft are sour

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Effective Boundary Spanners in IJVs Experiencing Performance Downturn, different countries that share equity investments and consequent returns.” The basis of most IJV structures involves a multinational enterprise (MNE) and a local partner pooling their respective competitive advantages. Although IJVs are widespread, their success rate has been estimated to be no mor

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A New Perspective on Corporate Social Responsibility for MNEs: Real Options Theory,ates (Christmann, 2004). On the one hand, some (e.g., Vernon, 1998) argue that MNEs exploit cross-country differences by adapting their subsidiaries’ environmental, legal, and regulatory standards to those of the host country, thereby reducing their CSR involvement (i.e., the local exploitation appr

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Culture at the Crossroads: Value Orientations and Their Renegotiation in Leading Family-Owned Indiaow inheriting the leadership mantle at the young age of 29, after the demise of his father, had initially meant continuing with the tradition of closely held values of a Marwari family (Birla, 2013, p. 338). Taking up the reins of business as the eldest son came as a natural progression, and so did

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,Medtronic, Inc.: Competitor’s Strategic Audit, A Case Study,treat chronic diseases such as heart failure, diabetes, and Parkinson’s disease. Following its creation, Medtronic had significant growth and expansion in Europe, Africa, Canada, Cuba, and Australia. However, in 1962 the company found itself on the verge of bankruptcy. Fortunately, it was able to re