Global strategy and population‐level learning: the case of hard disk drives

Research summaryWe review the relationships between institutions and global strategy and explain several clarifications for future research. First, studies need to clarify the standard used to assess quality in institutional dimensions they research rather than let readers assess them from the measures. Second, analyses need to specify the theoretical approach used, which may be based on the paradigm from a single discipline (economics, sociology, politics, psychology) or the integration of underlying disciplines, as often seen in management. This must form the basis of a consistent set of assumptions rather than a potpourri of arguments from incompatible logics. Third, investigations need to clarify the direction of relationship and mechanisms. On the one hand, studies on the impact of institutions on strategy should clarify the institutional influences used (adapt, appeal, avoid). On the other hand, research on the effect of strategy on institutional change should clarify the institutional strategies (inform, influence, incentivize) and institutional spillovers (compete, command, copy) by which firms change institutions.Managerial summaryThe study of institutions (controls of the behavior of individuals and firms) has become a popular topic analyzed in global strategy. Unfortunately, there is some confusion on how institutions affect the global strategy of firms because of differences in the viewpoints used to explain the relationships. We clarify past arguments by explaining the need to identify the standards used to assess quality in institutions, and the assumptions of approaches based on underlying disciplines (economics, sociology, politics, or psychology) as well as those that integrate these disciplines like in management. We also explain the mechanisms by which institutions affect the global strategy of firms (adapt, appeal, avoid), as well as the mechanisms by which global strategies influence the transformation of institutions via institutional strategies (inform, influence, incentivize) and institutional spillovers (compete, command, copy).

Corporate Social Responsibility (CSR) is a strongly debated and still ambiguous concept. In this article we define CSR as a new strategic approach to management, that is, as innovation for the sustainability of the firm and of the network of which the firm itself is a member. This perspective tries to point out the important-and sometimes not completely understood-implications that the CSR construct has for the theory of the firm and for business practice.

<div class="htmlview paragraph">This paper identifies and discuss how a set of logistics and Supply Chain business process have been allowing International Engines South America to achieve successful results in its export projects. Initially, a briefly literature review presents some common business practices applied on International Logistics operations and in the Automotive Industry. A discussion about Supply Chain and Global Sourcing strategies are presented as well. Second part of this paper shows how International Engines deployed customer requirements for two different projects - the export operation of a Diesel Engines for 4 different plants in US applying Postponement strategy and VMI replenishment model to deliver more than one hundred configurations line set sequenced and the export operation of Diesel Engines Cylinder Heads applying also VMI and returnable packaging in the line hauling from Brazil to US. The paper concludes stating a list business practices breaking down in categories that have allowed International Engines South America to provide cost effectiveness and responsiveness for their offshore customers and explore the complementary relation that some of these business practices have with each other.</div>

The objective of this study was to understand the changes that took place in large multinational industries acting in the physical world that, by adopting e-business, started acting in the virtual world, as well as the needs that led to this adoption. Method: multi-case study with two companies, a national industry (“A”) and a subsidiary of a developed country (“B”) in Brazil. Results: In terms of motivation, both companies mentioned an increase in revenue, but “B” highlighted its alignment with global strategy, focused on innovation and e-business, as a “showcase” of the company’s innovative side. Logistical transformations: “A” hired a logistics operator; “B” developed internally adapted logistics, taking advantage of knowledge from its headquarters.

Purpose– The purpose of this paper is to develop a theoretical model for evaluating the international competitiveness of small and medium multinational enterprises (SMNEs) located in Latin American developing countries.Design/methodology/approach– Industrial economics and international business theories were linked for establishing the firm international competitiveness model. Literature on each variable determining of firm competitiveness is reviewed and the linkages between them are discussed.Findings– The use of a global strategy is one of the most important factors to compete abroad. Domestic environment and national industry might help its use. Human resources background of staff working within the SMNEs affects the global strategy as well.Practical implications– SMNEs should be more taken into account as they are the main generators of the economic development of countries and, consequently, foster the progress of underdeveloped countries through creating jobs.Originality/value– This study is one of the pioneers in developed a model for evaluating the international competitiveness of firms based on developing countries of Latin America. Researchers and professionals will count on a theoretical tool for evaluating the Latin American international competitiveness in global contexts. Additionally we include the full survey for testing the competitiveness model.

Mergers and acquisitions are widely used global market entry strategies, which have the potential to change the business landscape in various ways, such as cultural shift, business practices and resources transfer. Walmart’s growth and global expansion strategies have and continue to be premised on acquisitions and mergers. The South African merger was fraught with challenges from civic society, groups, businesses and government who all believed that employees would lose jobs, in the hope of transforming the retailing landscape. On the other hand, the arrival of Walmart in South Africa was welcomed by Massmart, which had been struggling to sustain its competitiveness in the contemporary retail market. The market, employees and communities were apprehensive of the impact of the merger on culture; therefore, it was imperative to conduct this study to establish the challenges arising from the merger. This study was informed by the interpretivist methodological assumption resulting in the collection of qualitative data through an inductive process. A sample of twelve participants was selected using non-probability purposive and convenience sampling techniques. Sample elements were selected for being readily available, accessible and possessing relevant data required to address the research problem. Data were collected from participants through in-depth face-to-face interviews guided by an interview protocol. Interviews were recorded with the aid of a voice recorder, of which the transcriptions were decoded into themes using NVivo 10, a qualitative data analysis programme. Emerging themes were analysed through thematic data analysis to extra rich data sets. The study established that the merger created anxiety amongst staff, market and different stakeholders. New management embarked on a serious change management education drive to diffuse tensions and resistance. There was a paradigm cultural shift that required stakeholder involvement to ensure the success of the merger. The study recommended that, prior to engaging in mergers, firms s

PurposeThis paper aims to highlight dysfunctional multi-stakeholder relations and negative business outcomes, evidenced in lose/lose results, exacerbated by failure to acknowledge strategic business focus as a means to redress problematic business thinking and practice amongst key leadership teams associated with achieving balance between competitive advantage and corporate social responsibility.Design/methodology/approachThe reframed strategic business focus has been developed using Eastern philosophy and Western organization theory and refers to four case examples of dysfunctional business thinking and practice.FindingsStrategic business focus results from an interdependent and complementary positive mediating relationship between competitive advantage and corporate social responsibility, which is moderated by organization culture (organization core values, including shared value) and strategic human resource management (talent and mindset).Research limitations/implicationsStrategic business focus as proposed has not been empirically tested but seeks to address a conceptualization that competing business and stakeholder agendas are interdependent and complementary.Practical implicationsStrategic business focus seeks to redress traditional win/lose and lose/lose business outcomes, by supporting win/win results, represented by shared value amongst multi-stakeholders.Social implicationsStrategic business focus seeks to provide a means whereby corporate social responsibility, particularly the social contract, plays a key role in the decisions and practices of key leadership teams and the behaviour of corporate staff in host environments when seeking competitive advantage.Originality/valueEastern thinking and behaviour are usually undervalued in the western business literature, particularly in western business practice. Joint attention, however, may improve competitive advantage and corporate social responsibility agendas in support of diverse management practices, including shared value.

Teachers are the central elements for the overall school's good performance, and their commitment to their job is a milestone for success, which comes as a result of motivation. For effective school operations, the employer should identify instruments and the most modern ways that can motivate teachers as they execute their roles. The motives of the teacher can be synergetic depending on the drive and at the same time antagonistic when the drive is withdrawn, as it seeks to improve the efficiency, analysis, and the tools that they can apply to help improve the learning outcome. Notwithstanding some influences brought about by Teachers Service Commission's strategic focus to all the teachers in the country, there are improved levels of teacher performance from the neighboring counties than Migori, thereby, leading to the purpose of the study: to establish the influence of Teachers Service Commission's strategic focus on teachers' performance within Migori County, Kenya. A cross-sectional survey was employed for the study with a population of 3010 teachers, 27 principals, and 10 Teachers Service Commission Sub-County Directors of Education. Simple random sampling pegged at 30% was used to select 81 principals, purposive sampling was used to select 10 TSC Sub-County Directors of Education, and Cluster sampling was used to select 346 teachers, making a total of 427 respondents. Research questionnaires were administered to teachers and principals, and a Focus Group Discussion was conducted with the teachers. At the same time, the interview guide was used to collect data from TSC Sub-County Directors of Education. A pilot study was done in each category of the respondents to establish the validity of the research tools, where 36 teachers, eight principals, and 2 Sub-County Directors of Education were included. The test-retest method was used to test reliability, and Pearson's product-moment correlation coefficient was further used to determine the reliability coefficient of .70 and above, ascertaining the reliability of the instruments. Quantitative data was analysed using descriptive and inferential statistics, where frequency counts, percentage, mean, and standard deviation were used, while qualitative data was coded, transcribed, and organized thematically. The study established that the Teachers Service Commission's strategic focus has a moderate positive motivational influence on teacher performance (r=0.549, p<.05). From the findings, the null hypothesis was rejected. The findings of the study may be of value to the Education developers, the employer, and stakeholders to help improve the reward system and invest significantly in the teachers who enhance improvement and the best results on learners' academic achievements.

Sustainability has emerged as a key factor to enhance a firm's competitive advantage. The role of operations management in achieving sustainability business practices that bring firm value remains to be studied. By means of a Systematic Literature Review approach, this paper discusses the role operations management plays in creating firm value for its competitive strategies and globalization strategy. Findings of this research indicate that firms can enjoy better financial performance from higher integration environmental practices in their day-to-day business practices. An improved reputation, brand recognition among customers and increased confidence among stakeholders will result. However, effective operations management is more efficient in use of resources and thereby lower costs or environmental footprints. This suggests those results that sustainability is not simply a demand for compliance but an asset which helps make companies more competitive in the long term. This means companies should strive to strengthen operational sustainability management at all times if they are to gain the most and best firm value in dynamic, fast-moving markets.

The growth of globalisation and international trade has led to increased contact between different cultures, revealing the limitations and problems that can arise in their interaction. Negotiations are often complicated by the cultural distance created by different behaviour patterns in business practice. Accepting and taking into account the presence of multiculturalism can sometimes mean changes in global strategies or can call into question management models that have been considered valid until now as standard management models. Recognising and managing cultural distance allows companies and organisations to secure critical competitive advantages by reducing communication time and avoiding misunderstandings. Successful organisations are made up of people with excellent leadership skills. The twenty-first century requires a particular type of leader who can deal with globalisation and the new era’s challenges. An experienced leader should be able to successfully manage changes, make good decisions in complex situations, respect cultural customs and differences, and inspire his environment so that people understand the more profound meaning and purpose of the work they do in accordance with the demands of a changing and unpredictable market environment. A company is competitive to the extent that it is able to understand, use and transmit information to others, which reflects the competence of leaders. There are increasingly multinational companies that include many people worldwide in their business and connect them to each other regardless of long distances. They control capital, technology and resources around the world. Leaders plan and supervise essential organisational functions, such as production, development, sales and procurement, accounting and finance, and human resources management. For daily business, they usually form a team of associates who lead specific segments of the organisation, such as the manager for finance, human resources, and marketing. With their help, they manage the business, delegate tasks and control the fulfilment of set goals. To coordinate and supervise the execution of tasks, managers work out rules related to the distribution of responsibilities and competencies, control mechanisms and information exchange. The paper aims to show how a modern organisation, in addition to all its characteristics, combines cultural differences and intercultural leadership, as well as what qualities and competencies are desirable for someone to be considered a successful intercultural leader.

Growing business competition demands that companies demonstrate cultural responsiveness to establish competitive advantages in the global market where a heightened sense of national/ethnic identity is on the rise (Holden 2002). This is true whether a company is “going global” to extend its market (consumer focus) or to relocate production (to reduce operating costs), and whether the company adopts a multicountry or multidomestic strategy (i.e., operating relatively autonomous business units in multiple countries) or a global strategy (operating business units in multiple countries using standardized products and business practices) to expand globally (Yip 2003). Yet the treatment of culture in the business literature thus far has largely ignored the complexities of culture, opting for broad generalizations that amount to sophisticated stereotypes and misconceptions, often leading to poor business performance or even failure. To address this tendency, we propose a multitiered framework of cultural exploration and understanding. Although it is proposed in the context of global business, the framework can be applied in other contexts, in that it portrays a more complete picture of cultural landscapes.

As companies face increasing competition and margin pressures in home regions, strategies for globalization have become attractive vehicles for continuing topline growth and moving beyond domestic markets. To be competitive in a global economy, companies must attract, develop, and retain the best people to strengthen all areas of the value chain. In addition, companies must adopt new models of collaboration, not only among employees, but also with partner networks, to gain traction in foreign markets. This chapter looks at the challenge and opportunity of globalization and shares business principles, practices, and models observed in organizations that have successfully navigated changing landscapes.

Chanel, a leading luxury brand, has executed a multifaceted global expansion strategy to reinforce its market position and drive growth. This paper explores Chanel's approach to internationalization, emphasizing its strategic focus on high-value markets and selective store placements. The paper highlights how the brand balances maintaining exclusivity with achieving global presence by delving into Chanel's market entry strategies, including joint ventures and direct investments. Additionally, the analysis covers Chanel's adaptation to local markets, such as tailoring product offerings and marketing tactics to regional preferences. The ultimate goal of this expansion strategy is to enhance brand equity while capturing new revenue streams. Through a detailed examination of these elements, the paper aims to provide insights into how Chanel navigates the complexities of global markets while preserving its prestigious image.

Purpose Firms increasingly diversify their technological competencies to achieve different strategic objectives. This study aims to explore the impacts of technological knowledge characteristics on patenting choices for inventions created by subsidiaries in an uncertain and fast changing environment. Design/methodology/approach The data used in this study are patents granted to the world largest firms by the USPTO for inventions attributable to their subsidiaries in China between 1996 and 2005. In addition, the patent data from State Intellectual Property Office (SIPO) of China are used for the matching in terms of filing patent applications in both USA and China for a same piece of technology. A discrete Logit model is used to examine the effects of technological distance and categories on Chinese patent application and international priority. Findings The findings suggest that firms have priority to seek international patent protection, instead of host country protection, for valuable subsidiary inventions in their background and marginal technological fields. In addition, a firm may seek host country legal protection simultaneously for inventions built upon knowledge from technologically distant fields. Research limitations/implications As we are more interested in protecting technological knowledge, the protection of other types of knowledge, such as organizational knowledge, deserves further research attentions. Moreover, future research may expand current study by including small and medium firms, as well as firms in other developing economies. Practical implications While the economic and legal environment in China may have evolved since studied period, the results have practical implications for firms in other developing countries that are at an early stage of catching-up or those in a host location featuring a similar uncertain and fast changing environment. In particular, the study suggests that foreign firm managers would have more strategic choices of patenting than local firms in the host country. For strategically important inventions bridging complex knowledge from different technological areas, firms could seek protection in multiple countries simultaneously, including both home country and other major markets. Furthermore, managers could choose whether or not to protect a particular category of technologies in host country depending on value of the technology to the firm and the IPR protection of host country. Finally, the approach of looking at knowledge-level characteristics, which can be easily measured through readily available intra-firm information, provides managers with a practical and useful tool to make these strategic decisions. Originality/value This study represents an effort to extend the understanding on how foreign MNCs could generate and appropriate valuable technologies in an uncertain and fast-changing environment. In particular, the authors focus on how MNCs could use different international patenting patterns to benefit from subsidiary inventions. Whereas previous literature mainly focuses on country-level and firm-level determinants, this study approaches the topic through the lens of knowledge-level factors. By studying how knowledge characteristics determine firm strategic behaviors, the authors offer additional justifications of the knowledge-based view of the firm. Meanwhile, the findings enrich our understanding of an important component of MNC’s global strategies in managing their technologies through selectively patenting in different locations. Firms pursue diversified technologies for different strategic objectives. As subsidiary inventions become a very important source of firm competitiveness, MNCs have to face the trade-off between higher patenting costs and the appropriability of subsidiary generated knowledge. The findings suggest that it is not necessary for MNCs to protect all subsidiary inventions in host countries.

Strategic management control is essential for ensuring sustainability, as it helps organizations align their long-term goals with environmental and social responsibilities. To achieve this alignment, organizations must implement robust management control systems that establish clear policies and procedures supporting sustainability strategies. The significance of sustainable corporate practices has increased globally in recent years, with the healthcare industry playing a crucial role. This research project examines the sustainability performance and Corporate Sustainability Reporting Directive (CSRD) readiness of leading companies in the healthcare sector. The selection of this industry is particularly relevant due to its significant societal impact and the growing demand for transparent, sustainable business practices. The central research question is: To what extent does sustainability performance for CSRD readiness differ between companies in the healthcare sector? To explore this, a comparative analysis was conducted on the datasets of sustainability reports of 14 global leaders in healthcare, spanning pharmaceuticals, medical technology, and service providers. The methodology involved analyzing publicly available reports, corporate social responsibility (CSR) reports, and relevant sustainability metrics. An inductive comparison identified patterns and differences in sustainability practices, leading to the identification of 91 sustainability key performance indicators (KPIs). The results indicate that healthcare companies are largely aligning with sustainability practices and regulatory requirements. However, there remains significant room for improvement, particularly in supply chain emissions representation. Improvements can be achieved through a holistic, strategic focus on sustainability. These findings raise questions and opportunities to explore deeper strategic approaches and motivations for sustainable practices in businesses.