...Abstract Developing countries can generate effective solutions for today’s global health challenges. This paper reviews relevant literature to construct the case for international cooperation, and in particular, developed-developing country partnerships. Standard database and web-based searches were conducted for publications in English between 1990 and 2010. Studies containing full or partial data relating to international cooperation between developed and developing countries were retained for further analysis. Of 227 articles retained through initial screening, 65 were included in the final analysis. The results were two-fold: some articles pointed to intangible benefits accrued by developed country partners, but the majority of information pointed to developing country innovations that can potentially inform health systems in developed countries. This information spanned all six WHO health system components. Ten key health areas where developed countries have the most to learn from the developing world were identified and include, rural health service delivery; skills substitution; decentralisation of management; creative problem-solving; education in communicable disease control; innovation in mobile phone use; low technology simulation training; local product manufacture; health financing; and social entrepreneurship. While there are no guarantees that innovations from developing country experiences can effectively transfer to developed countries, combined developed-developing...
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...the impact of globalisation on domestic business environment of India By Kru Question 5: Critically evaluate the impact of globalisation on domestic business environment of India Abstract This report will discuss the impact that India has had through globalisation, and how it has affected domestic business environment of India. The report will also include theories on globalisation and a PEST analysis showing the factors affecting economic growth on domestic business environments. And how the economy have been structured and adjustments for essential for growth of the economy. To improve India’s economy they would need to improve vastly on health care, because it is one of the main issues that are bring the economy down, as poverty is rising. They can do this by creating more jobs in the healthcare and working alongside with the government, to help with funding more. Another way is by investing money to improve water supplies. This can have a positive impact on India, as it would provide citizen with better living standards and therefore would have a positive effect on business and globally. By letting other nations to help with the water system, can have a long term impact on globalisation on domestic business environment of India, because there would have built a positive relationship with other nation. 1. Introduction In today’s tuff economical crisis, the term “globalisation” has created...
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...Globalisation NIKE – just do it Introduction Nike, Inc. is an incorporated company that designs, develops and markets worldwide athletic footwear, apparel, equipment and accessories. Nike is the biggest seller of athletic footwear and athletic apparel in the world and creates designs for men, women and children. Nike employs both traditional and non-traditional distribution channels in almost 200 countries with primary market regions in the United States, Europe, Asia Pacific, and the Americas. Nike has some 20,000 retailers worldwide including Nike factory stores, Nike stores, Nike Towns, Cole Haan stores and Web sites which sell Nike's sports and leisure products. Nike markets its products under its own brand, as well as Nike Golf, Nike Pro, Nike+, Air Jordan, Nike Skateboarding, and subsidiaries including Cole Haan, Hurley International and Converse. Nike accounts for 33% of the global market share in the athletic footwear industry. Nike sponsors many high profile athletes and sports teams around the world with the highly recognized trademarks of Just do it (www.nike.co.uk). GLOBALISATION: Globalisation is defined as the micro- phenomenon where there are a free flow of capital efficiency, technology and other factors of production which promote world welfare in its strides. (Nande and Dias, 2007.,p.2) KEY DRIVERS OF GLOBLISATION: there are three main factors which motivate the globalisation of markets and production which are explained as under: Falling barriers to trade...
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...Culture The World in 2012 Blogs Debate Multimedia Special report: Globalisation Globalisation is entering a new phase, with emerging-market companies now competing furiously against rich-country ones. Matthew Bishop (interviewed here) asks what that will mean for capitalism Sep 18th 2008 | from the print edition GLOBALISATION used to mean, by and large, that business expanded from developed to emerging economies. Now it flows in both directions, and increasingly also from one developing economy to another. Business these days is all about “competing with everyone from everywhere for everything”, write the authors of “Globality”, a new book on this latest phase of globalisation by the Boston Consulting Group (BCG). One sign of the times is the growing number of companies from emerging markets that appear in the Fortune 500 rankings of the world’s biggest firms. It now stands at 62, mostly from the so-called BRIC economies of Brazil, Russia, India and China, up from 31 in 2003 (see chart 1), and is set to rise rapidly. On current trends, emerging-market companies will account for one-third of the Fortune list within ten years, predicts Mark Spelman, head of a global think-tank run by Accenture, a consultancy. There has been a sharp increase in the number of emerging-market companies acquiring established rich-world businesses and brands (see chart 2), starkly demonstrating that “globalisation” is no longer just another word for “Americanisation”. Within the past year...
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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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...MEGATRENDS UNDERPINNING TOURISM TO 2020 Analysis of key drivers for change Larry Dwyer, Deborah Edwards, Nina Mistilis, Carolina Roman, Noel Scott and Chris Cooper Analysis of Key Drivers for Change Technical Reports The technical report series present data and its analysis, meta-studies and conceptual studies, and are considered to be of value to industry, government and researchers. Unlike the Sustainable Tourism Cooperative Research Centre’s Monograph series, these reports have not been subjected to an external peer review process. As such, the scientific accuracy and merit of the research reported here is the responsibility of the authors, who should be contacted for clarification of any content. Author contact details are at the back of this report. National Library of Australia Cataloguing in Publication Data Dwyer, Larry. Megatrends underpinning tourism to 2020: analysis of key drivers for change. Bibliography. ISBN 9781920965525. 1. Tourism - Economic aspects - Australia. 2. Tourism - Social aspects - Australia. 3. Tourism - Political aspects - Australia. 4. Tourism - Environmental aspects - Australia. 5. Tourism - Australia. I. Cooperative Research Centre for Sustainable Tourism. II. Title. 338.47910994 Copyright © CRC for Sustainable Tourism Pty Ltd 2008 All rights reserved. Apart from fair dealing for the purposes of study, research, criticism or review as permitted under the Copyright Act, no part of this book may be reproduced by any process without...
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...Globalisation, challenges and changes Ian Brooks, Jamie Weatherston and Graham Wilkinson Learning outcomes On completion of this chapter you should be able to: understand the impact of globalisation; understand the move towards greater dynamism, complexity and uncertainty (turbulence) in the international business environment of most firms; speculate about the future prospects for organisations, individuals, governments and groups in society as a result of environmental turbulence; outline the nature of chaotic and turbulent environments and the implications of these for long-term planning and flexible working; reflect on the differences between predictable and unpredictable change and the implications of this for organisations; understand the characteristics of the advantages and drawbacks of flexible working; discuss the influences that the changing international business environment and, in particular, the trend towards flexible working, have upon individuals and groups in the social community; explore environmental scenarios; discuss the future role of government and understand the environmental forces acting on public sector organisations. Key concepts dynamism, complexity, uncertainty and turbulence predictable and unpredictable change chaos theory futurology long-term planning environmental scenarios and planning flexible working demographic time bomb social inclusion and exclusion interventionist and laissez-faire government. Chapter...
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...origins, immediate past and immediate future (2004 onwards). As a result, the note provides insights into the evolution of barriers to enter and exit the industry for prescription pharmaceuticals, while aiming to help students to recognise how to set boundaries for an industry. This is a detailed industry note on the “ethical” pharmaceutical industry which provides an opportunity to analyse key success factors of major players. The note centres on a descriptive overview of the predominant issues in the three major Triad market areas: the US, Europe and Japan (although major issues in emerging markets are also mentioned). The note covers the overall industry environment with in-depth discussion of the driving forces in the industry such as globalisation (in particular global regulatory issues, changing world demographics and worldwide pricing disparities); development of new technology; the importance of time to market; and amalgamations. The case also examines issues around corporate social responsibility. 2. Position of the Case The pharmaceutical industry case study lends itself to: • assessing an organisation’s competitive environment, using the following analysis frameworks: – PESTEL, – Porter’s five forces, – Scenario planning; • • • discussing issues around co-operation and alliance; establishing the role of critical (winner) products for big drug companies; assessing the role of ethics in corporate strategy; and 187 © Pearson Education...
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...table of contents Introduction 2 competitive advantage 1.0 2 human resources 2.0 4 technological progress 3.0 5 corporate social responsibility 4.0 6 conclusion 7 introduction| Globalisation in the last decades has attracted much attention and these days the pace and scale associated with the rapid emergence of global value chains as production processes is without precedent. Today more than ever, companies have more options in regards to where and how they produce their products, which target markets and consumers they should approach and how they should communicate with both their suppliers and buyers. Trade liberalization and more open economic policies have facilitated international economic integration and combined with technical advances (mainly in communications and transport) they lower costs and foster globalization further. Companies find the advantages of using various sites and source inputs globally thus becoming increasingly fragmented geographically and that was made possible by information and communication technology which allows the value chain to be sliced in various locations and help reduce costs. As information and communication technology enables the production of various services independent of location, globalization now involves more foreign investment and trade with many service activities becoming internationalized. The need to globalise value chains stems from a number of factors. The desire to become...
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...Global Production and Sourcing. Introduction: For this project I will be looking into the specific requirements TU at Sainsbury’s require around specific product types. I will be looking into Sainsbury’s TU toddler boy’s jersey wear. Researching into two countries of origin I will be looking into what management conditions, technological and economic issues that surround the choice from where Sainsbury’s choose to and how they are sourced and manufactured. Sainsbury’s was founded in England, London in 1869 by John James Sainsbury, and grew rapidly during the Victorian era. Sainsbury’s grew to become the largest grocery retailer in 1922, pioneered self-service retailing in the UK, and had its peak of success during the 1980s. However in 1995 Tesco overtook Sainsbury’s to become the market leader, and Asda became the second largest in 2003, putting Sainsbury’s into third place. (Museum of London. Unknown. The Sainsbury’s archive [Online] 22.03.2012) Sainsbury’s launched its TU fashion range in 2004, and is now housed in over 300 stores nationwide. Over the past six years, the retailer has seen its share of the £9.9bn value fashion market more than treble. The TU clothing range remains the UK’s seventh largest clothing brand by volume, TU kidswear however has gone from seventh place in 2011 to the UK’s sixth largest in 2012. (Drappers online, 2012, Sainsbury’s expected to reveal further gains in clothing market share. [Online] 22.03.2012) The Sainsbury’s TU clothing...
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...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. 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...
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...cultural and economic factors and outcomes can be vastly different for men and women, for different groups and different locations (cf. De Haan and Rogaly, 2002). Migration is a subject that calls for an interdisciplinary approach. Each discipline brings something to the table, theoretically and empirically.(Brettell and Hollifield,2002) Demographers have perhaps the best empirical grasp on te movement of people across boundaries, they have the theoretical and methodological tools to show us how such movements affect popultion dynamics in the sending and receiving societies. Anthropologist looks at networks and transnational communities. Historians portray migrant experience in al of its complexity, giving us a much greater empathetic understanding of the hopes and ambitions of migrants. Political scientist help us to understand the play of organized interests in the making of public policy, together with legal scholars they show us the impact of migration on institutions of sovereignty and citizenship, while sociologist and economist draw the attention towards the importance of social and human capital and the difficulties in settlement and incorporation involved in the migratory experience. The most important question pertaining to the sociology of migration...
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...What is strategy? An integrated and coordinated set of commitments and actions designed to exploit core competencies and gain a competitive advantage. What is the strategic management process? The formulation and implementation of value-creating strategies, in order to give the firm a sustained competitive advantage. What is a competitive advantage? Gained when a firm implement a strategy that competitors are unable to duplicate or find too costly to imitate. Typically results in high profits – profits attract competition, and this limits the duration of competitive advantage. When can a competitive advantage be sustainable? Achieved when a firm is able to gain a competitive advantage over its competitors for a considerable period of time. * * STRATEGIC MANAGEMENT PROCESS: 1. EXTERNAL & INTERNAL ASSESSMENT (What are the key strategic factors and issues?) 2. INTENT – Vision, Mission & Objectives. 3. STRATEGY FORMULATION (Evaluation of strategic alternatives & making a strategic choice). 4. STRATEGY IMPLEMENTATION 5. EVALUTATION & CONTROL * * Vision: * How the organisation wants to be seen in the future – what does success look like? * Desired end state. * Challenges everyone to reach for something significant; inspires the future. * Provides a long-term focus for everyone. * Mission: * An over-arching short statement covering: * What the immediate future looks like, why...
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...PRACTICE OF BANKING COMPUTER FUNDAMENTALS TOTAL INCOME TAX STRATEGIC MANAGEMENT MANAGEMENT ACCOUNTING COMPUTER APPLICATION IN BUSINESS PROJECT MANAGEMENT ENTREPRENEURIAL DEVELOPMENT TOTAL 04 04 04 04 04 24 04 90 90 90 90 90 540 90 10 10 10 10 10 60 10 100 100 100 100 100 600 100 04 04 04 04 04 24 04 04 04 04 04 04 04 28 04 04 04 04 04 04 04 28 04 04 04 04 04 04 24 90 90 90 90 90 540 90 90 90 90 90 90 90 630 90 90 90 90 90 90 90 630 90 90 90 90 90 90 540 10 10 10 10 10 60 10 10 10 10 10 10 10 70 10 10 10 10 10 10 10 70 10 10 10 10 10 10 60 100 100 100 100 100 600 100 100 100 100 100 100 100 700 100 100 100 100 100 100 100 700 100 100 100 100 100 100 600 1 VI 6.1 6.2 6.3 6.4 6.5 6.6 MANAGEMENT INFORMATION SYSTEM ELECTIVE – 1 ELECTIVE – II ELECTIVE – III ELECTIVE – IV PROJECT REPORT VIVA VOCE TOTAL 04 04 04 04 04 90 90 90 90...
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...Societal consciousness has shifted from national to international and global spheres, and the world is increasingly perceived as one place. Many sport organisations now find that they are under increasing pressure to engage in globally benchmarked sustainable management systems and processes, across all functional areas from finance to HRM. Some sport organisations have used aspects of the globalisation process to create new opportunities for expansion and growth, while others have been reluctant or resistant to externally instigated change. We assessed the adoption of ''best practice'' HRM practices in a range of amateur and professional sport organisations to see how they were reacting to these convergence pressures. This issue fits in the wider convergence-divergence debate that has been the concern of many cross-cultural researchers. Our empirical results indicate that while government policy has urged movement to a universally derived system of HRM processes, few sport organisations have adopted a formal HRM strategy and HR practices are widely variable across organisations http://www.inderscience.com/search/index.php?action=record&rec_id=7124 While at HRPA 2011, Canada’s conference and trade show focusing on HR issues and trends, I stopped in to check out Howard Wallack’s session, 10 Global HR Trends for 2011 and What You Need to Know to Manage Them. Wallack is the Director of Global Member Programs for Society for Human Resource Management, and in his discussion...
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