...company can receive an optimal return on the investment made in these employees.Recruitment and SelectionThis is particularly challenging in a global organization where one of your biggest challenges will be finding, retaining and developing a superior global workforce. ITAP knows how to identify the "success factors" of a position…which is a key to identification of superior candidates. Successful companies know what the jobs entail and seek to hire those candidates who can be more successful/effective with the lowest amount of support. Well written job descriptions, andcompetency models that clearly delineate success behaviors make for effective selection and hiring. Understanding cultural differences in the recruitment process, the selection of candidates and what motivates employees in various cultures is crucial to the success of global organizations.Targeted Interview TechniquesIn addition ITAP can support your selection process using and teaching you to use Behavior Event Interviewing (BEI) or Targeted Interview (TI) techniques. While not difficult to learn, they are far more effective at identifying exactly what capabilities particular candidates could bring to your organization. This is particularly important when recruiting and selecting across cultures.Assimilating New EmployeesIn this competitive environment for attracting good global talent, companies need to pay particular...
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...Literature Review International Marketing is the performance of business activities designed to plan, price, promote, and direct the flow of the company’s goods and services to consumers or users in more than one nation for a profit. (Philip R. Cateora et al, 2008). International marketer’s task becomes more complicated that of the domestic marketer as it operates entirely in different business environments. A firm operating in a domestic market undoubtedly feels comfortable in adjusting the business decisions in line with the environmental changes at domestic level. However, the process in an international marketing effort often involves substantial doses of cultural, political and economic shock. To adjust and adapt a marketing program to international market, marketers should be able to interpret the effect and the influence of the uncontrollable environmental factors on their marketing plan for each and every foreign market in which they intend to do businesses. The uncontrollable factors/ elements constitute the culture and the task of cultural adjustment is the most challenging and vital one confronting international marketers. International marketers are responsible for adjusting their marketing efforts to cultures to which they are not attuned. In dealing with unknown markets, marketers must be aware of the framework they use in evaluating the potential of a market. In any system of different people, their political and economic structures, religions and other elements...
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...Report Two: Global Business Issues Abstract As a group we were posed with the task of addressing six different issues using ten different articles from Business week and five sources of peer reviewed articles. The first issue that we addressed was Global Self-Awareness which is “the continuum through which students develop a mature, integrated identity with a systemic understanding of the interrelationships among the self, local and global communities, and the natural and physical world.” The next issue addressed was Perspective which is “Taking the continuum through which students develop a mature, integrated identity with a systemic understanding of the interrelationships among the self, local and global communities, and the natural and physical world. Another issue we addressed was Cultural Diversity which is “the ability to recognize the origins and influences of one’s own cultural heritage along with its limitations in providing all that one needs to know in the world.” The next issue talked about was Personal and Social Responsibility which is “the ability to recognize one’s responsibilities to society-locally, nationally, and globally- and to develop a perspective on ethical and power relations both across the globe and within individual societies.” The next topic discussed was Understanding Global Systems which is “the complex and overlapping worldwide systems, including natural systems and human systems, which operate in observable patterns and often are affected...
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...45 2014 January International Business Studies and the Imperative of Context. Exploring the ‘Black Whole’ in Institutional Theory Michael Jakobsen ©Copyright is held by the author or authors of each Discussion Paper. Copenhagen Discussion Papers cannot be republished, reprinted, or reproduced in any format without the permission of the paper's author or authors. Note: The views expressed in each paper are those of the author or authors of the paper. They do not represent the views of the Asia Research Centre or Copenhagen Business School. Editor of the Copenhagen Discussion Papers: Associate Professor Michael Jacobsen Asia Research Centre Copenhagen Business School Porcelænshaven 24 DK-2000 Frederiksberg Denmark Tel.: (+45) 3815 3396 Email: mj.int@cbs.dk www.cbs.dk/arc International Business Studies and the Imperative of Context. Exploring the ‘Black Whole’ in Institutional Theory Michael Jakobsen Associate Professor Asia Research Centre Copenhagen Business School mj.int@cbs.dk Abstract The aim of this article is to take a critical look at how to perceive informal institutions within institutional theory. Douglas North in his early works on institutional theory divided the national institutional framework into two main categories, formal and informal institution or constraints as he called them. The formal constraints consisted of political rules, judicial decisions and economic contracts, whereas informal constraints consisted of socially sanctioned norms...
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...Cultural Challenges When Entering the Global Market Prepared by: Dennis M. Reilly, Regent University, LDSL 724, Cultures & Values I. Executive Summary Globalization can be defined as the inevitable integration of markets, nation-states, technologies and people in a way that is enabling individuals, organizations and nation-states to reach around the world farther, faster, deeper, and cheaper than ever before. Culture has become a highly significant factor in determining the success in today's international business environment. In particular, organizations entering the foreign markets either by expansion or mergers and acquisitions (M&A’s) are known to suffer at a high failure rate due to not understanding and preparing for cultural differences. Studies suggest that failure is due to different and often controversial relationships between cultural differences, integration and performance. The purpose of this white paper is to examine the cultural concerns when American corporations/organizations enter foreign markets and the impact cultural understanding or the lack thereof has on their success or failure. II. Culture “Culture is not only all around us but within us as well”. Each individual within an organization comes with a unique background and culture. Culture can be defined as the blending of values, politics, beliefs, behaviors, customs and attitudes that distinguishes one society from another. Since culture is a learned behavior that encompasses...
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...in line, rolls one’s sleeves up and gets to work. A leader who inspires others to dream, believe and achieve. One who is strategically driven and fuelled with undying optimism and energy. Needless to say, attributes like great technical or intellectual capacity are essential but they are not pivotal. Effective leadership demands strong interpersonal skills- empathizing with others, understanding their needs and accentuating their strengths. The world is increasingly complex and dynamic. The process of globalization calls for a progressive transformation in the thinking of an organization thus making adaptability a significant aspect of leadership. A successful leader is always transformative - making positive changes with the changing times. He mirrors people's needs and is an ineludible reflection of the challenges in modern life. Information Technology has been a cardinal catalyst to induce globalization where one click ensures information exchange across the globe. Being a part of a technically driven business, I have been privileged to sit right in the midst of it all. My first essence on global leadership was during the orientation lecture by Mr. Narayana Murthy, the chief mentor of Infosys. He expressed how all the employees irrespective of their gender, religion or nationality were first Infoscions –members of the organization. He elucidated on the importance of believing in a common mission and working harmoniously. In my two years of experience, I noticed the leadership...
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...overview of United States. | | | | | | | | Region – OECD high income | Doing business 2013 rank 4 | Doing business 2013 rank4 | Changes in rank0 | Income Category- High income | | | | Population- 311,591,917 | | | | | | | Doing business 2013 DTF**(% Points) 84.3 | Doing business 2012 DFT**(% Points) 85.0 | Improvement in DFT**(%Points)-0.7 | GNI Per Capita(US$) -48,450 | | | | Business cultural of United States of America * Value and Attitudes * Values American business culture is also characterized by a heavy emphasis on individual initiative, independent, entrepreneurship and achievement. Personal competence, professionalism and accountability for individual performance are highly valued. They value equality, fairness and privacy. * Attitudes Americans expect you to be positive about yourself, your products, and your capabilities. Americans expect all business interactions to be polite and professional. Arrive on time for meetings since time and punctuality are so important to Americans. People are extremely punctual and view it as a sign of disrespect for someone to be late for a meeting or appointment. Time is money in USA. Americans ascribe personality characteristics and values based on how people use time. * Manners and Customs * Manners In business situations, shaking hands is the ubiquitous and accepted way of greeting others. We should always...
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...Global leadership Development Ways in which IBM engages into global integrated enterprise (GIE) International Business Machines Corporation, or IBM, is an American multinational technology and consulting corporation with headquarters in Amonk New York, United States IBM operates in five segments: Global Technology Services (GTS), Global Business Services (GBS), Software, Systems and Technology and Global Financing. GTS provides IT infrastructure services and business process services. GBS provides professional services and application management services. Software consists of middleware and operating systems software. Systems and Technology provides clients with business solutions requiring advanced computing power and storage capabilities. Global Financing invests in financing assets, leverages with debt and manages the associated risks. The company was founded in 1911 as the Computing Tabulating Recording Company Computing (CTR) through a merger of three companies: the Tabulated Machine Company, the International Time Recording and the Computing Scale Company. CTR adopted the name International Business Machines in 1924.In 2012, Fortune ranked IBM the #2 largest U.S. firm in terms of number of employees (433,362), the #4 largest in terms of market capitalization, the #9 most profitable, and the #19 largest firm in terms of revenue. In December 2012, it acquired Kenexa. In February 2013, it acquired StoredIQ Technology advancements have forever changed the way business...
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...globalDeveloping the Global Leader of Tomorrow SPONSORED BY Developing the global leader of tomorrow Contents I Overview of research . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 I Executive summary . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 6 I Chapter 1 Trends in the external environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 8 I Chapter 2 The organisational response . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 10 I Chapter 3 Implications for knowledge and skills . . . . . . . . . . . . . . . . . . . . . . . . . . . . 12 I Chapter 4 The performance gap . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 19 I Chapter 5 Sourcing and developing knowledge and skills . . . . . . . . . . . . . . . . . . . . 20 I Next steps . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 22 I Case examples Unilever . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 23 IBM . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 25 Novo Nordisk . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 27 BG Group . . . . . . . . ...
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...FOR CIOS Emerging Business Technology Priorities Landscape: The Business Technology Agenda Playbook by Marc Cecere and Charlotte Wang March 22, 2016 Why Read This Report Key Takeaways In the age of the customer, the focus of technology management must shift toward winning, serving, and retaining customers. Understanding how and where to prioritize this shift is a critical aspect of technology leadership. This report describes the landscape of options CIOs must navigate to lead in the age of the customer — options that both simplify existing information technology (IT) services and accelerate new business technology (BT) capabilities. Focus Scarce Resources On Business Technology Initiatives Strategic business capabilities create perceived differential value in the mind of the customer. By focusing scarce BT resources on strategic capabilities, CIOs can dramatically shift the role of technology management in creating superior customer experience and delivering customer value. This is an update of a previously published report; Forrester reviews and revises it periodically for continued relevance and accuracy. Reduce Complexity By Simplifying IT Legacy In the age of the customer, business must become agile and operate at the speed of the market. To achieve agility, CIOs must remove the complexity of the underlying technology surrounding generic capabilities by engaging the executive team to compromise on generic technologies. Prepare The Technology Organization With New Skills...
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...Masculinism: the assumption that the world is and should be shaped mainly by men for men * environmental determinism: a doctrine holding that human activities are controlled by the environment * globalization: the increasing interconnectedness of different parts of the world through common processes of economic, environmental political and cultural change * ecumene: the total habitable area of a country. Sine it depends on the prevailing technology, the available ecumene varies over time. Canada’s ecumene is so much less than its total area. * Geodemographic research: investigation using census data and commercial data (i.e. sales data and property records) about populations of small districts to create profiles of those populations for market research * Geographic information systems (GIS): an organized collection of computer hardware, software and geographical data that is designed to capture, store, update, manipulate and display spatially referenced information * Regional geography: the study of ways in which unique combinations of environmental and human factors produce territories with distinctive landscapes and cultural...
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...to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact support@jstor.org. Academy of Management is collaborating with JSTOR to digitize, preserve and extend access to The Academy of Management Executive (1993-2005). http://www.jstor.org This content downloaded from 203.101.161.82 on Sun, 10 May 2015 07:37:52 UTC All use subject to JSTOR Terms and Conditions I Academy of Management Reprinted from 1999, Vol. 13, No. 1 Executive, 2005, Vol. 19, No. 4 maintaining Achieving and the in competitiveness strategic of role The 2jst century: leadership strategic R. Duane Ireland and Michael A. Hitt Executive Overview Competition in the 21st century's global economy will be complex, challenging, and filled with competitive opportunities and threats. Effective strategic leadership practices can help firms...
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...they affect a culture’s processes. We learned about the differences in direct versus indirect communication and how that affects high and low context cultures. We learned about the attribution theory and how we treat external and internal factors. We learned about managing multicultural teams and the best ways to approach them so we can best utilize everyone’s talents. As you can see, we have learned a lot over this semester but anyone can just list a bunch of different topics we have learned. The real question is; what did I really take away from this class? In this paper I will try to convey the true value that this class has provided. I will describe the multiple lessons I have learned that I can take away from this class and apply to business and my overall life. In the beginning of the semester a lot of time was devoted to learning what culture is. Before you can even begin to classify and apply dimensions, you need to learn how a culture became what it is. Foremost, cultures evolve and change...
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...Retailing 2015 report published in 2007. This 2020-focused document identifies and investigates some of the economic drivers that could shape the US retail landscape, as well as components of channel and shopper. This report also documents an intriguing, forward-looking dynamic as we move from the early 2010s and advance toward the retail landscape of 2020. The current retail landscape has been recovering from the worst economic downturn in memory for most shoppers. At the same time, the US retail market continues to evolve into what we term the Post-Modern market evolution phase, characterized by hypercompetition—both online and off—and signals an era defined by very challenging circumstances to understand and master. In short, the retailers and suppliers willing to ―up their game‖ will likely remain the most viable in a rapidly changing, shopper-driven retail landscape. We anticipate that the 2020 retail landscape will be shaped by retailers leveraging increasingly complex operational, financial, and brand models. Retailers and suppliers, we believe, will need to address and manage the complexity and diversity of the ―retail realities‖ that make the market challenging. Speed of technological advancements, globalization, and ways to leverage information are some of the drivers that may lead to a more consumer-centric landscape. This new reality creates several critical implications for retailers and their trading partners. The market forces that are expected to impact the...
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...British brand: a significant brand for the world Introduction With the development of society, self- improvement for a country becomes more and more important. A country will fall behind its competitors if it does not possess particular characteristics and strength to obtain a better developing. As one of the developed countries, Britain shows a very positive attitude to make progress. During the fore period of the London Olympics in 2012, the British Council has held a campaign since 2012. It is the GREAT, which is to show the best of UK from different aspects, such as culture, education and tourism, and to promote the British brand. This essay analyzes the GREAT campaign to get the understanding of the British brand, and shows the connection among brand meaning, brand strength and brand values according to the meaning-based model of brand equity, the model helps understand a strong brand meaning creates strong brand strength, and strong brand strength with the drive of the organizational resonance generates brand value (Fournier et al.,2008). The British brand A brand is not useful and noticeable for consumers if it is short of significance in people’s lives, it just cannot trigger consumers’ need , then it will go to an end. In contrast, a brand that is with particular meaning for a person’s life can become a strong brand. Kahn( 2013) proposed four stages of the consumers’ purchasing process—living, planning, shopping and experiencing, which does not only emphasize...
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