Global Business Landscape Research Articles

Establishing trust in cross cultural context: a case study of Mamsys

The global business landscape makes communicating with diverse cultures a necessity. Technology has brought distant geographic groups together, but the distance in communication remains. Groups with culturally different customs, traditions and beliefs face difficulties in communicating. The challenge for managers, across the world, is to make their teams communicate in the same cultural language. It thus becomes imperative for business people not only to understand their own communication style and how it might be interpreted, but also to understand and respect the cultural peculiarities of their clients and customers. This case presents the communication challenges faced by Mamsys, an IT company based in India, as it does business with clients from different parts of the world. The case also suggests strategies for communicating effectively while respecting cultural differences. Through this case, an understanding of Indian-Western communications may be facilitated.

Outward globalization and collaboration in Asia: Revisiting the global business landscape

Outward globalization and collaboration in Asia: Revisiting the global business landscape

De-industrialisation, comparative economic performance and FDI inflows in emerging economies

We address calls to incorporate comparative political economy considerations into IB scholarship. In particular, we conceptualise and test empirically the hitherto unexplored relationship between de-industrialisation and relative performance of groups of countries, and FDI inflows in emerging economies. Using a panel dataset over the period 1996–2004 and employing conceptual and methodological innovations (not least the use of comparative independent variables), we find support for the ideas that relative de-industrialisation of developed economies will increase FDI inflows into emerging economies, while the relative under-performance of developed countries will reduce it. We also find that divergence in business cycles-de-coupling between the two groups of countries fosters FDI inflows in emerging economies. These help explain and predict recent changes in the global business landscape and inform public policy and managerial practice.

Emerging Human Resource (HR) Crisis in India: An Analysis of Critical Issues for Capacity Building

At a time when India is having best growth prospects in its history, we are facing a crisis of immeasurable magnitude on the HR front. A leading economist wrote that India could face full employment in the next five years. Let us wake up to this challenge and work out solutions. India has come a long way, in the education sector. Since citizens still face scarcity of opportunities, most of the teachers come to colleges and universities seeking job opportunities alone. Our work ethics is such that the best is not attracted and if they come, they can’t continue. There is a definite need to develop a system, which attracts talent for faculty positions and is able to contribute its best effort towards excellence in higher education. This paper is an effort towards this direction. Current focus on education and training and enhancing capacity in that area, is perhaps the right or only answer to this. Nasscom Strategic Review indicates that out of the 3.2 million graduates that India generates every year, only about 50% of the engineers and 15-20% of other graduates are readily employable. Capacity Building’ is distinct from the current models of education and training. It is focused, on-the-job training which ensures that the trainees go through real world’ projects in simulated environments. The capacity building industry will need to recreate training environments for the identified skill streams in IT & ITES. Government must invest in industrial training institutes (ITIs) and polytechnics in enabling them to be forerunners in building focused skills for the services sector expanding the scope of such institutions and opening more such institutions dedicated to the services sector. It should create a conducive environment for entrepreneurs to invest in this opportunity, by providing tax breaks, and other incentives. There is a real threat to India’s competitive position in the global business landscape, if the right things are not done. Supply-side concerns have begun to emerge. Wage inflation concerns are becoming voiced more vociferously. There is a need for all stakeholders, local, state and educational institutions, faculty and students to come together on a common platform to ensure that India continues to be able to position it- self as the knowledge capital of the world.

The Economics of Information Security Investment

Information security is a continuously changing discipline that requires continuous adaptation to new and ever-changing information security threats, countermeasures and the global business landscape. This calls for decision makers to become vigilant in their spending and move towards an optimised information security investment. This paper gives a brief overview on the economics of information security and discusses related work on information security investment. The main aim of this paper is to provide decision makers with a set of requirements to be considered when implementing a cost-effective and optimal information security budget; in a manner that preserve organisations’ information security posture and compliance status.

Accommodating “accelerating” time: the use of timescapes in corporate real estate strategies

PurposeThe purpose of this paper is to introduce the concept of timescape and examine its impact on corporate real estate strategy, i.e. the people, process, space and technology elements of strategy.Design/methodology/approachThis paper utilises a qualitative approach to analyse secondary data in order to develop a conceptual framework of timescape for corporate real estate strategies.FindingsTime is an integral part of strategic corporate real estate management. There are seven key elements that make up the timescape for corporate real estate strategies.Research limitations/implicationsThis is a conceptual paper and future empirical research should be conducted to validate the propositions made in this paper.Practical implicationsThe paper clearly identified the need to incorporate timescape into corporate real strategy formulation. The discussion on the impact of timescape on corporate real estate is useful in providing the impetus for managers who operate in a hyper‐competitive global business landscape to review their existing strategies.Originality/valueThis paper is high in originality as it pioneers the concept of timescape for application within corporate real estate management.

Mentoring African American Expatriates: Providing The Bridge To Success Abroad

Employment predictions continue to forecast increasing racial diversity in the American workforce as firms face global competition and strive to grasp the challenges of a global business landscape. As American multinational corporations use expatriate assignments; supplemented by flexipatriates and inpatriates to meet customer preferences in the global marketplace, growing racial diversity may generate more expatriates of color. Global human resource management research has focused on issues such as adjustment and cross-cultural development and recently mentoring as critical factors for expatriate success. A growing body of mentoring research details the career experiences of employees with diverse backgrounds, yet few studies center on the experiences of the African American expatriate. This article aims to examine African Americans mentoring opportunities in a global environment, with a focus on understanding the role mentoring plays for this particular population group. This work is intended to contribute to the increasing literature on global mentoring and will help to influence the thinking of multinational corporations’ response to the increasing diversity of their global workforce.

Business Ethics: The Next Frontier for Globalizing Indian Companies

Nowhere is the fast changing nature of the global business landscape more perceptible than on the ethics front. With a spate of recent unethical behaviours by large corporations in the Western world, especially in USA, their societies have become intolerant to businesses that manifest unethical behaviour. Legal and regulatory frameworks in these countries have been swift to respond through stringent laws such as the Sarbanes Oxley Corporate Reform Act. Consequently, most businesses based in these countries have become extremely risk averse on the ethics front. Few of them would like to have anything to do with any unethical company in any part of the world. This changed mindset has significant ramifications for Indian companies that have global aspirations. No Indian company that hopes to globalize in any manner can afford to ignore these changes sweeping the global business arena on the ethics front. Business ethics encompasses much more than mere compliance with laws and regulations. It is about every individual in the organization acting ethically, about creating an ethically sound working environment within the organization and about modeling ethical behaviour by leadership at all levels. Research suggests that it makes good long-term business sense to be ethical. For a company's ethics policy to be successfully implemented, it is essential that: The code of ethics is clearly communicated to employees. Employees are formally trained in it. They are told how to deal with ethical challenges. The code is implemented strongly. The code is contemporary. The company leadership adheres to the highest ethical standards. When an employee gets no clear answers from the organization while dealing with decisions that have inherent ethical dilemmas, he tends to chart his own course of action by drawing on his intuition, conviction, and beliefs, and assessing the pressures of the situation at hand, putting the organization at considerable risk. Globalizing Indian companies essentially have two options. One is to sit back and wait for the tightening of regulatory and societal screws on them, forcing them into ethical behaviour in a reactive mode. The other approach is for them to proactively herald the new era of business ethics by becoming torch bearers of the new order of things. It is in the organization's selfinterest to take a proactive posture on the ethics issue, and be well-prepared for the shape of things to come. We also show how this can be done and what challenges must be addressed for success on this journey.

The Decline of Emerging Economy Joint Ventures: The Case of India

Emerging economies such as India have become an increasingly important part of the global business landscape. Until recently, multinational corporations (MNCs) relied on joint ventures (JVs) with local companies to exploit these business opportunities. Lately, however, there has been a marked reduction in the formation of new JVs between MNCs and local companies. Moreover, many earlier JVs also are increasingly being terminated, often with great acrimony. This article highlights how ''regulatory liberalization of the business environment in India has played a big role, directly and indirectly, in driving this change. It also demonstrates how three other factors, namely resource complementarity (or lack thereof) between the race to learn between partners, and returns to globalization to MNC partners are affecting the formation of JVs in an increasingly liberalized environment.

Basic requisites in mergers between PR consultancies

As an unprecedented level of merger and acquisition activity continues to sweep across the global business landscape, public relations firms certainly have not watched from the sidelines. PR agencies are pursuing mergers as fast as other industries. And this despite the sobering fact that the majority of mergers and acquisitions fail within the first three years. For any PR consultancy in search of a merger partner, avoiding that fate requires a constant awareness of one simple fact: PR is truly a people business. PR assets are exclusively people and their intellectual property, so making a PR agency merger work involves much more than getting the numbers right.

COVİD-19 PANDEMİYASI DÖVRÜNDƏ MCDONALD'SIN SMM STRATEGİYASINİN ANALİZİ: AZƏRBAYCAN NÜMUNƏSİ

The COVID 19 pandemic has significantly impacted the global business landscape, requiring companies to adapt their marketing strategies, especially in the context of social media. As a well-known global brand, McDonald's provides an interesting case study to explore how its social media marketing SMM strategy has evolved during the pandemic, especially in the unique market of Azerbaijan. The purpose of this study is to analyze and understand how McDonald's is using social media to address the challenges posed by the COVID 19 pandemic in Azerbaijan. The study seeks to 6 identify the key components of McDonald's SMM strategy and evaluate their effectiveness in ensuring customer engagement, brand loyalty and business continuity during a crisis. During the defined period of the pandemic, McDonald s social media posts, advertisements and interactions on platforms such as Facebook, Instagram and Twitter should be monitored. Research may be limited by the specific time frame chosen for analysis, potentially overlooking long term effects or pre pandemic conditions. Limited access to certain internal information from McDonald s may limit a comprehensive analysis of the effectiveness of the SMM strategy. Results may be specific to the Azerbaijan context and may not be universally applicable to McDonald s operations in other regions.

Globalwork: bridging distance, culture, and time

Introduction: Fault Lines in the New Global Business Landscape. THE NEW COMPETENCIES OF THE GLOBAL MANAGER. A Multicultural Perspective: TranscAnding the Barriers of Behavior and Language. Technical Competence: Managing Team Connections with Groupware. Process Facilitation: Mastering the New Leadership Skills. Team Leadership: Managing the New Global Business Unit. THINK GLOBALLY, ACT GLOBALLY: GLOBALWORK IN ACTION. Creating the Global Workspace: Culture Clash and Confusion on the Pacific Rim. Global Vision: Using Third--Way Strategies for Collaborative Work. Learning New Rules of Thumb: Partnering with Mexico. Overcoming Differences and Sameness: Collaborating with Canada. The United Nation of America: An Outside--In View of Existance and Diversity Within the United States. Voyaging into Cyperspace The Anytime, Anyplace Global Workspace. Conclusion: Global Living and Global Work: New Knowledge, Values, and Communities.