...1 Globalization and Cultural Reassertion in Karnataka “I do not want my house to be walled in on all sides and my windows to be stuffed. I want the cultures of all lands to be blown about my house as freely as possible. But I refuse to be blown off my feet by any.” —Mahatma Gandhi 1. Introduction Globalisation is a generalised term for a complicated series of economic, technological, social, cultural and political changes, seen as the ever- increasing interdependence and integration among people, societies and businesses in different locations. Such international links have existed for many centuries, but, having broadened, intensified, and changed the nature of these links many times; the modern world economy is unlike any previous international economy. Despite being in theory, in existence for centuries, the term ‘globalisation’ was first used in 1944, although its prominent use by economists commenced in the 1980’s. Globalization can be broken down into separate aspects: industrial globalization, financial globalization, political globalization, cultural globalization etc. Globalization is a process of something becoming global. It is facilitated by the media of communications. Through radio and satellite information can reach the whole globe almost instantaneously. Important events, whether social, political or sportive, have global audiences. Another aspect of global communication is the rapidity of movement. People can travel and move goods rapidly anywhere in...
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...In today’s competitive context, the boundaries of the business contest have already expanded into the global arena. Hines (2000) identifies that this phenomenon is a result of “the ever-increasing integration of national economies into the global economy through trade and investment rules and privatization, aided by technological advances.” Globalisation facilitates a more liberated flow of trade across nations, expands economic freedom and spurs competition, thereby increasing the yield in the marketplace. As for developing countries, globalization offers access to foreign capital, increasing the involvement of multi-national conglomerates that capitalises on comparative advantage, enhances quality standards and facilitate the maximisation of their profits. (Hines, 2000) As a result of global economic integration, international interdependence has increased the complexity level of enterprise management. It is imperative for organisations aspiring to sustain a competitive edge by expanding into other countries to determine the correct global strategy. Uniform Global Strategy Hill (2008) describes the globalisation strategy as organisations focused on “increasing profitability by reaping the cost reductions that come from experience curve effects and location economics”. Levitt (1983) commented that organisations aspiring to be competitive in the global arena should swing their focus from locally-customised products to globally uniform solutions that are practical, consistent...
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...CoNTE j\:\PORA.R'f Contents Foreword Preface iii v Chapter 1 The Cold War Era 1 Chapter 2 The End of Bipolarity 17 Chapter 3 US Hegemony in World Politics 31 Chapter 4 Alternative Centres of Power 51 Chapter 5 Contemporary South Asia 65 Chapter 6 International Organisations 81 Chapter 7 Security in the Contemporary World 99 Chapter 8 Environment and Natural Resources 117 Chapter 9 Globalisation 135 Chapter 1 The Cold War Era OVERVIEW This chapter provides a backdrop to the entire book. The end of the Cold War is usually seen as the beginning of the contemporary era in world politics which is the subject matter of this book. It is, therefore, appropriate that we begin the story with a discussion of the Cold War. The chapter shows how the dominance of two superpowers, the United States of America and the Soviet Union, was central to the Cold War. It tracks the various arenas of the Cold War in different parts of the world. The chapter views the NonAligned Movement (NAM) as a challenge to the dominance of the two superpowers and describes the attempts by the non-aligned countries to establish a New International Economic Order (NIEO) as a means of attaining economic development and political independence. It concludes with an assessment of India’s role in NAM and asks how successful the policy of nonalignment has been in protecting India’s interests. The end of the Second...
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...DRIVING CHANGE Change is the only constant thing in life. Tata motors went through a period of significant transition in 2001. A number of changes were worked out during that phase with respect to customer expectations, innovation strategy, and regulations governing safety and environmental protection and continual competitiveness in terms of cost. These changes were and are brought about by the company systematically driving its processes ahead through a high level of product and process innovations. Tata Motors has a long history of investment in R & D. It is a statement that has been corroborated by a very large number of business successes. The road treaded by Tata motors in 2001 required them to take lots of crucial decisions. At that point of time the company showed willingness to take risks and drive itself aggressively ahead. There is no doubt that Tata Motors will be at the forefront of the changes that will be evident in the automobile industry of the future. TATA MOTORS Tata Motors, division of one of the largest business houses in India has grown significantly over the last 64 years since its establishment in 1945. Tata Motors Ltd is India’s largest automobile company with revenue of about 14 billion dollars. It is the first company from India’s engineering sector to be listed in the New York stock exchange. Tata motors presence indeed cuts across the length and breadth of India. Over 4 million Tata vehicles ply on the Indian roads since the first rolled out in...
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...S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II S T R A T E G Y – II www.ibscdc.org 1 Transformation Corporate Transformation Korean Air: Chairman/CEO Yang-Ho Cho’s Radical Transformation A series of fatal accidents, coupled with operational inefficiencies snowballed Korean Air into troubled times. Then, at the beginning of the 21st century, its CEO/ Chairman, Yang-Ho Cho undertook various transformation initiatives - for instance, improving service quality and safety standards, technology integration, upgrading pilot training, better business focus; putting in place a professional management team, improving corporate image through sponsorship marketing, etc. He gave a new corporate direction in the form of '10,10,10' goal. However, Korean Air is held up by a slew of challenges. Among which are inefficiencies of - Chaebol system of management, possible clash of its cargo business with its own shipping company, limited focus on the domestic market and growing competition from LCCs. How would Korean Air manage growth as a family-owned conglomerate? The case offers enriching scope for analysing a family business’s turnaround strategies, with all the legacy costs involved. Pedagogical Objectives • To discuss the (operational) dynamics of Korean Chaebols - their influence/ effects on the country’s industrial sector and the economy as a whole • To analyse how family-owned businesses manage the transition phase - from a supplier-driven...
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...copyright owner. While every effort has been made to ensure that references to websites are correct at time of going to press, the world wide web is a constantly changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK. Contents Introduction vii Unit 1 The contemporary world of business and management Introduction 1.1 1.2 The global business environment The importance of developments in the global environment Case Study 1.3 Organisational decision making and performance vii 1 3 10 14 17 19 19 20 Self-assessment questions Feedback on self-assessment questions Summary Unit 2 Globalisation Introduction 2.1 2.2 Definitions and indicators of globalisation Key drivers and facilitators of globalisation Case Study 2.3 2.4 Barriers and inhibitors of globalisation Comparing the costs and benefits of globalization Case Study 2.5 International trade and foreign direct investment Case Study 2.6 Applying Porter’s diamond model 21 21 22 25 27 29 31 32 36 36 40 43 43 44 Self-assessment questions...
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...1.0 Introduction First of all, outsourcing can be regard as finding an outside or external vendor to conduct all or certain part of an organisational activity and this method is usually practiced by Transnational Corporations in their business operations due to cost constrain (Ashley E, 2008). (Please refer to appendix 1.0 for more information on Transnational Corporations). Furthermore, the main factor that forces many companies to be more low cost oriented is due to the massive pressure of the current competitive market and also the destructive price wars causes by globalisation that has been circulating in the market ever since the pre-1900s era (Henry A, 2008). (Please refer to appendix 1.0(A) for more information on History Of Outsourcing). In addition to that, by cutting cost in any way can eventually effects the specific company`s position in the market and that is why many companies also tend to choose those low wage countries in Asia for the outsourcing of their non-core business activities (Ashley E, 2008). The non-core business activity that the companies usually seek for outsourcing will be ranging from packaging and distribution, assembly and many more. Thus, through the existence of outsourcing ultimately enabled companies to focus on the prospective directions of activity, utilise the available resources efficiently, development of core competencies and to gain competitive advantage as well (Lacity MC & Willcocks LP, 2001). In accordance with that, the first...
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...Descriptive Topics for IBPS PO 2012 The best way to inspire and involve the Indian youth in making India an upcoming economic power is for all political parties to engage themselves in politics of development. In your well-considered opinion what measures should be adopted to achieve the goal. Needless to reiterate and reaffirm that India needs politics of development rather than the politics of polemics and populism. More than ever before, both people and political parties should see to it that they work for harmony and not for acrimony among people professing different faiths and practising varied ways of conduct and character in their day to day lives. No other concern and consideration should weigh on the perceptions and priorities of politicians, programmers and planners, except those that enhance developmental activities in all walks of life and ultimately help improve quality of life of those subsisting at the lowest levels of our socio-economic ladder. It is time now that political parties of every hue and hype focused their manifestos, programmes and policies on developmental vision and pragmatic approach and action to achieve the goals of social justice. There is no denying that the most effective measure in this direction is the involvement of youth in developmental activities and a harmonious harnessing of their youthful energies and enthusiasm. For this to happen on the ground, we, as an upcoming nation, need to orient ourselves towards development, whether on farms...
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...Tutor: Leif Linnskog 03.06.2008 Economic Development through Globalisation in Nigeria An analysis of Shell & the IMF Structural Adjustment Programs Sven Bokhari 820619-P291 Fabrizio Del Duca 791225-P114 Group number: 1983 Summary Date: Level: Authors: 2008/06/03 Master thesis in International Business and Entrepreneurship, 10p (15ECTS) Sven Bokhari Västerås Date of birth: 19820619 Fabrizio Del Duca Västerås Date of birth: 19791225 Title: Economic Development through globalisation in Nigeria. An analysis of Shell & the IMF Structural Adjustment Programs Leif Linnskog, Ph.D. Tutor: Research Question: Can globalisation be seen as positive or negative for the Economic Development of Nigeria? A focus on Shell and the International Monetary Fund Research Issue: Globalisation in its current form is viewed in the Western world as a positive influence for the Economic Development of under developed countries. However these views on the benefits brought to developing countries have been frequently disputed. The research we are undertaking is a pilot study based on documentary research. Our source of information is secondary data such as books, articles, newspapers and journals. The study employs a qualitative approach. Even though globalisation is often viewed as positive we have discovered that this is not always the case in relation to its effects in Nigeria. Judging from our analysis, globalisation through the IMF and Shell has had an overall negative impact on...
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... — Introduction — What does Development Mean — Economic Growth and Economic Development — The New View of Economic Development • Development as a Multi-dimensional Process • Three Core Values of Development — Development, Freedom and Opportunities — Human Development • Sustainable Human Development • What Makes Development Unsustainable? • Policy for Sustainable Development — Human Development Index — Progress and Setbacks in Human Development • Advances in Human Development—A Global Snapshot • The Limits to Human Development `• The End of Convergence? • India—A Globalization Success Story with a Mixed Record on Human Development — National Human Development Report - 2001 • Indicators — State of Human Development in India • State Level 2. The Environment and Development. 46 — Introduction — The Basic Issues • Sustainable Development and Environmental Accounting • Population, Resources, and the Environment • Poverty and Environment • Growth versus the Environment • Rural Development and the Environment • Urban Development and the Environment • The Global Environment — Consequences of Environmental Damage — The Indian Case • Consequences of Environmental Plunder — Public Policy SECTION - II Indian Economy at Independence 3. India's Economy at Independence. 57 ...
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...Project Report on US Recession and its Impact on Indian Economy Submitted to Prof. V.P.Singh Submitted By Sona Nair 38 Shrenik Shah 54 MansiKinjawdekar 32 ParleTilakVidyalaya’s Institute of Management Dixit Road, VileParle East,Mumbai-400057 Index Sr.no Table of Contents Page no 1. Introduction 2. Factors affecting Recession 3. Impact on Indian Economy 4. Corrective Steps taken to check Recession 5. Case Study- 6. Conclusion 7. Executive Summary 8. Bibliography INTRODUCTION What is Recession? A recession is a contraction phase of the business cycle. The official agency in charge of declaring that the economy is in a state of recession is the National Bureau of Economic Research (NBER). They define recession as a “A period of falling economic activity spread across the economy, lasting more than a few months, normally visible in real GDP, real income, employment, industrial production, and wholesale-retail sales.” This is normally visible in real GDP, real income, employment, industrial production, and wholesale-retail sales. For this reason, the official designation of recession may not come until after we are in a recession for six months or even longer. Some economists also suggest that a recession occurs when the natural growth rate in GDP is less than the average of 2%. Typically, a normal economic recession lasts for approximately 1 year. The newspapers in America often quote theThumbRulethat...
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...International Business- Dr. R. Chandran 1. International Business: Meaning And Scope Interdependency is a natural phenomenon; nations, living beings and companies cannot totally depend on themselves. It is the major driving force for international business. Learning value: This chapter covers the essential aspects, 1. 2. 3. 4. 5. Definition of international business Emergence of developing nations in international business Motives of international business from companies and nations Fundamental differences between Domestic and International business Few successful organizations in Domestic & International business International business: Meaning and Scope In the post independence era, more than half-century Indian entrepreneurs concentrated on domestic operations and a surplus production was exported. The physical movement of goods, called EXPORT cannot represent International business. International business is defined as “any commercial transaction-taking place across the boundary lines of a sovereign entity”. It may take place either between countries or companies or both. Private companies involve themselves in such transactions for revenue, profit and prosperity. If governments are involved, they need to maintain their image, dependency and economic growth. Sometimes economic ties are strengthened through such transactions. These transactions include investments, physical movements of goods and services, transfer of technology and manufacturing. Today every company...
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...RESEARCH OBJECTIVES AND METHODS 1 2. RESEARCH CONTEXT 1 2.1 Defining Difficult Economic Conditions 1 2.2 The Current Crisis 1 3. ANALYTICAL FRAMEWORK 1 4. THE BUSINESS STRATEGY AND MANAGEMENT LITERATURE 1 4.1 Business Strategy: General Considerations 1 4.2 Strategic Adaptation to Environmental Jolts, Turbulence and Radical Institutional Change 1 4.3 Strategic Adaptation to Recession 1 4.4 Retrenchment Strategies 1 4.5 Investment Strategies 1 4.6 ‘Ambidextrous’ Strategies 1 4.7 Business Size as an Influence on Strategic Adaptation to Difficult Economic Conditions 1 4.8 International Experience 1 5. CONTEMPORARY COMMENTARY ON THE CURRENT CRISIS 1 6. STRATEGIC RESPONSES IN THE RECESSION: DELIBERATIONS FROM A THINK-TANK 1 6.1 Introduction and Objectives 1 6.2 Business Responses in Recession 1 6.2.1 Knowledge Base 1 6.2.2 Unevenness of Recession 1 6.3 Modelling Strategic Change 1 6.3.1 Typologies of Strategic Change 1 6.3.2 Strategic Thinking and Strategic Actions 1 6.4 The Role of Innovation under Recession Conditions 1 6.5 Roles for Public Policy 1 6.5.1 Legitimise Change and Innovation within Organisations 1 6.5.2 Stimulate Experimental Approaches to Supporting Innovation 1 6.5.3 Promote the Provision of Finance 1 6.5.4 Pay Attention to Business Exits 1 6.5.5 Consider Small Firms/New Firms Initiatives 1 6.5.6 Redefining sectors and cross-sector initiatives 1 6.5.7 Policy Messages for Recovery 1 6...
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...2.1 REVIEW OF LITERATURE & ANALYSIS OF PREVIOUS RESEARCH The concept of social responsibility is not new. Although the idea was considered in the early part of the twentieth century, the modern discussion of social responsibility got a major impetus with the book "Social Responsibilities of the Businessman" by Howard R. Bowen. Bowen suggested that business should consider the social implications of their decisions. Fortune magazine annually assess America's most Admired Corporations and does so by evaluating over 300 organisations against 8 criteria, one of the eight used is "Community and Environmental Responsibility". Firms such as Merck, Rubber maid, Procter and Gamble, Wal-mart, Pepsico, Coca-cola and 3 M have received consistently high overall ratings. The presence of strong social values such as social responsibility has a powerful impact on organisations and their actions. It leads them to use a socio-economic model of decision making in which both social costs and benefits are considered along with the traditional economic and technical values. “Corporate social responsibility in the form of corporate philanthropy, or donating to charities, has been practiced since early 1800 at least in the US (Sethi, 1977). It was legitimate in so far that it directly benefited the shareholders, and corporate donations were mostly on the agenda of those companies that could afford it. Today’s concept of corporate social responsibility was developed primarily during...
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...Strategic Management Patricia Murtagh The University of Sunderland © 2014 The University of Sunderland First published January 2014, revised February 2014 All rights reserved. No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by any means, electronic, mechanical, photocopying, recording or otherwise without permission of the copyright owner. While every effort has been made to ensure that references to websites are correct at time of going to press, the world wide web is a constantly changing environment and the University of Sunderland cannot accept any responsibility for any changes to addresses. The University of Sunderland acknowledges product, service and company names referred to in this publication, many of which are trade names, service marks, trademarks or registered trademarks. All materials internally quality assessed by the University of Sunderland and reviewed by academics external to the University. Instructional design and publishing project management by Wordhouse Ltd, Reading, UK Copyright © 2014 University of Sunderland ii Contents vi Introduction Unit 1 1 2 5 7 Concepts, models and theories 20 Introduction 2.1 A comparison of concepts, models and theories relating to competitive advantage 2.2 An evaluation of concepts, models and theories relating to strategic choice Case Study: Ciba Vision 2.3 Concepts, models and theories relating to strategic evaluation Case Study: The University of Exeter...
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