Global Business Operations Research Articles

Negotiating with Global Managers and Entrepreneurs in sub-Saharan Africa - Nigeria: An Analysis of Nonverbal Behavior in Intercultural Business Communication

Negotiating with Global Managers and Entrepreneurs in sub-Saharan Africa - Nigeria: An Analysis of Nonverbal Behavior in Intercultural Business Communication

An Integrative Framework for International and Intercultural Communication Contexts: Conflicts, Ferment and Theoretical Analysis

Many scholars observe that international and intercultural communication is taking new directions in<br />the twenty-first century, and they are reconceptualizing a range of critical topics, including cultural<br />identity and its role in intercultural business negotiations; communication ethics and its impact on<br />international business; and the role of mass media in disseminating information and setting issues<br />agenda for citizens. This reconceptualization of critical communication concepts is attracting the<br />interest of academics and researchers nations and is leading to a rethinking of the theoretical<br />frameworks guiding communication debates and analyses. As nations are becoming interdependent and<br />interconnected because of global market, it is important that countries involved in global markets<br />understand one another’s cultural patterns and variations in their communication differences in order<br />to ensure continuing growth, expansion, and sustainability. Recent studies traced the slow growth of<br />global business operations to a lack of effective communication, ineffective intercultural business<br />communication skills, inability of entrepreneurial engagement in cross-border transactions, and<br />incompetence in cross-cultural strategic alliance negotiations. This paper identifies and discusses<br />various communication contexts, issues, and theoretical frameworks, and provides recommendations<br />for effective utilization of communication tools in global and intercultural environments.

Globally Responsible Leadership: Towards a Political Conception

Globally responsible leadership is conceived as the normatively appropriate conduct of business leaders in response to the ethical challenges that multinational corporations have to deal with in the context of their global business operations. The paper argues that existing approaches to responsible leadership research neglect the ethical implications of globalization and the conditions of the current 'post-national constellation' (Habermas) in international relations. We review critically the existing concepts of responsible leadership and point out their normative vacuity, the gaps in their justification, and their problematic implementation. In order to address these issues, we propose a new approach to responsible leadership in global business, based on Habermas's idea of democratic deliberation. This concept provides leadership with a normative orientation when facing complex and heterogeneous business and stakeholder demands. Finally, we discuss how responsible leaders can remain capable of producing morally legitimate decisions within the factual constraints of global business.

The Crisis of International Human Rights Law in the Global Market Economy

The article argues that the facticity of the human rights impacts of economic globalisation increasingly undermines the normativity of the state-centred conception of international human rights law. The exposure of the international legal order of states to the operations of global business entities leads to a collusion of sovereign state interest and globalised corporate power at the expense of protecting the rights of victims of human rights violations. The article scrutinises two prominent attempts to address this lacuna of protection: transnational tort litigation and the UN Guiding Principles on Business and Human Rights. It is argued that both approaches are not only an expression of the present crisis of international human rights law but also risk contributing to its perpetuation. While the ‘escape into tort’ results in the privatisation of public human rights in the global market economy, the UN Guiding Principles entrench their territorialisation in the state legal order in the face of global economic challenges. The concluding section reflects on the future pathways of international human rights law by positing a choice between, on the one hand, a more radical departure from human rights’ state-centred heritage and, on the other hand, a transformation of the international legal order of states by virtue of human rights. It highlights the importance of extraterritorial human rights obligations in recovering the state’s legal accountability for human rights violations committed in the course of global business operations.

Enhancing preliminary design within concurrent engineering using the matrix of functions and functionalities

In today’s multidimensional world, companies are constantly facing new, increasingly demanding challenges: global business and local operation, the standardization and individualization of products, demanding customers, and fierce competition. These companies want to achieve a shorter product-development time, lower costs, higher quality of the product, and finally, customer satisfaction. In order to achieve these goals, companies have to take into account the first customer’s wants and needs during the process of developing a new product. This article presents the concept of solutions for the functional requirements in the concurrent development of a product by means of a descriptive matrix of the functional requirements and functionalities based on the generative model and criteria for describing the products, the function requirements, and the functionalities. The matrix of the functional requirements and functionalities model intends to improve the initial, preliminary design process, where only the most basic, sporadic information (such as functional requirements and functionalities) is presented. The tasks are parallelized and integrated to reduce the time and costs involved. The model was created as a tool in order to connect the functional requirements with existing technical systems. They partially or fully resolve the functional requirements on the basis of a mathematical model and predetermined conditions, and therefore do not depend solely on the designer’s intuition. The concept improves the main shortcomings of other known methods such as the morphological box. In order to demonstrate the validity, the benefits of the method, the dynamics, to produce explanatory theories and to develop a method that is relevant to practice, the matrix of the functional requirements and functionalities model is tested against a concrete product.

Responsible Leadership and the Political Role of Global Business

Globally responsible leadership is conceived as the normatively appropriate conduct of business leaders in response to the ethical challenges that multinational corporations have to deal with in the context of their global business operations. The paper argues that existing approaches to responsible leadership research neglect the ethical implications of globalization and the conditions of the current ‘post-national constellation’ (Habermas) in international relations. We review critically the existing concepts of responsible leadership and point to the normative vacuity, justification gaps, and the implementation challenges regarding these concepts. In order to address these issues, we propose a new approach to responsible leadership in global business based on Habermas’s idea of democratic deliberation. This concept provides leadership with a normative orientation when facing complex and heterogeneous business and stakeholder demands. Finally, we discuss how responsible leaders can remain capable of producing morally legitimate decisions within the factual constraints of global business.

Planning for avian flu disruptions on global operations: a DMAIC case study

The author aims to assess the spread of avian flu, its impact on businesses operating in the USA and overseas, and the measures required for corporate preparedness. Six Sigma DMAIC process is used to analyze avian flu's impact and how an epidemic could affect large US business operations worldwide. Wal-Mart and Dell Computers were chosen as one specializes in retail and the other manufacturing. The study identifies avian flu pandemic risks including failure modes on Wal-Mart and Dell Computers global operations. It reveals the factors that reinforce avian-flu pandemic's negative impact on company global supply chains. It also uncovers factors that balance avian-flu pandemic's impact on their global supply chains. Avian flu and its irregularity affect the research outcomes because its spread could fluctuate based on so many factors that could come into play. Further, the potential cost to manufacturers and other supply chain partners is relatively unknown. As a relatively new phenomenon, quantitative data were not available to determine immediate costs. In this decade, the avian influenza H5N1 virus has killed millions of poultry in Asia, Europe and Africa. This flu strain can infect and kill humans who come into contact with this virus. An avian influenza H5N1 outbreak could lead to a devastating effect on global food supply, business services and business operations. The study provides guidance on what global business operation managers can do to prepare for such events, as well as how avian flu progression to a pandemic can disrupt such operations. This study raises awareness about avian flu's impact on businesses and humans and also highlights the need to create contingency plans for corporate preparedness to avoid incurring losses.

Cilantro Café goes global: reflections on internationalization in Egypt 2.0

Subject area International business, international marketing. Study level/applicability Senior students majoring in international business and/or marketing. Case overview Internationalization processes for organizations represents a hard turmoil that some excel in and a few enjoy its benefits. Cilantro Café represents a landmark in the Egyptian economy for its success in turning from a local coffee shop house chain to a global one in less than a decade from its earlier inception. Such success relied heavily on their internationalization strategy as well as their marketing communications. The main learning objective in this case is presenting Cilantro's path for internationalization as a model for local organizations striving to go global. Expected learning outcomes Identifying the internationalization process, explaining a success story in moving from local to global business operations, and highlighting the post 25th of January cultural implications in Egypt. Supplementary materials Teaching note.

Global business operations require increased efforts in international background screening

Global business operations require increased efforts in international background screening

Operational Risk Quantification : A Risk Flow Approach

Operational Risk Quantification : A Risk Flow Approach

Interview with Takashi Shimamura (“Shima”)

PurposeThe purpose of this paper is to provide an interview with Shimamura Takashi, Nike Japan HR Business Partner and Asia Talent Acquisition Director for Nike, Inc.Design/methodology/approachThis briefing is prepared by an independent interviewer.FindingsTakashi Shimamura, Nike Japan HR Business Partner since 2006, has abundant experience of talent planning and development in multinational operations as well as in bridging Japanese business with global business operation. His strength is in identifying focused “people & organizational agendas/strategies” to meet business imperatives in real teams, as opposed to just in theory, and implementing in a flexible manner.Practical implicationsProvides strategic insights and practical thinking that have influenced some of the world's leading organizations.Originality/valueThis interview provides insights into the employee engagement and talent management strategies that have been implemented by Nike, one of the most recognized international brands in the world.

A novel hybrid MCDM approach for outsourcing vendor selection: A case study for a semiconductor company in Taiwan

Outsourcing manufacturing is a trend in today’s global business operations. Vendor selection is an essential factor affecting outsourcing operations performance and has been determined as a multiple criteria decision making (MCDM) problem. The purpose of this paper is to propose a novel hybrid MCDM technique to cope with the complex and interactive vendor evaluation and selection problem which can determine the structural relationships and the interrelationships amongst all the evaluation’s dimensions and support the Analytic Network Process (ANP) method to arrange appropriate weightings to each dimension and criterion in the evaluation model by summarizing the opinions of the experts. Finally, the overall performance ranking of all alternatives can be obtained to assist the decision making. Taiwan semiconductor industry is the largest provider in worldwide market. It is vertically disintegrated and outsourcing is a main stream practice. Wafer-testing is a critical manufacturing step in the semiconductor supply chain that distinguishes whether the IC can meet the specifications. Consequently, it’s crucial to establish a thorough model for selecting the wafer-testing vendors in order to achieve the success of the outsourcing operation. A case study of a Taiwan semiconductor company in selecting its wafer-testing outsourcing vendor by using the proposed MCDM technique is demonstrated to enhance the decision making quality. The results and proposed solution can be referred to by not only the semiconductor companies, but also other industries so that they can improve the vendor selection process in order to achieve a higher performance and satisfaction level.

Enhancement of global business practices: lessons from the Hindu Bhagavad Gita

PurposeThe basis of global business operations in the twenty‐first century is knowledge. The Hindu scriptural reference, the Bhagavad Gita, interpreted as “Celestial Song” or “Song of God,” is quickly becoming a critical resource in this relatively new paradigm. This paper aims to draw lessons from this.Design/methodology/approachThe Gita is a summary of the essence of Hindu teaching and wisdom. It is a philosophical foundation from which a deeper understanding of successful solutions to management leadership issues and business practices are emerging. The paper focuses on an analysis of the primary elements found in the Gita.FindingsThe Gita's essence of Yoga, Dharma, Dhyana, Samabhava, Nishkama Karma, and Tat‐Twam‐Asi provides the keys for influencing contemporary management thought and global business practices. Yoga is the gaining of mastery over the body and mind through self‐discipline. Dharma focuses on finding a higher calling or mission in life and a calling to fulfill one's purpose or duty. Dhyana encompasses the process of identifying a higher calling by becoming rooted in one's inner strengths and potential through meditation. Samabhava is the calling to interact with the external world in achieving one's duty with equanimity. Nishkama Karma refers to developing a detached involvement by doing one's duty objectively without worrying about the consequences. And Tat‐Twam‐Asi is the recognition of the interconnectedness of nature, the human, and the spiritual. It encourages managers to look at the big picture, a holistic view, for guidance with a realization that there can be no simultaneous winners and losers. When managers change their outlook, success is enhanced.Originality/valueThe paper offers valuable insights into the lessons that can be learned from the Hindu Bhagavad Gita.

A comparative assessment of domestic and international supplier‐customer relationship perceptions

PurposeThe purpose of this paper is to compare aggregate differences in perceptions of supplier‐customer relationship structures of managers in the USA and Taiwan.Design/methodology/approachTwo studies used a survey method to assess graduate student perceptions of supplier‐customer relationships. Those graduate students had been responsible for managing business exchange relationships in their previous positions. The surveys were administered at different times in executive MBA classes at a major US university and a major Taiwanese university. An analysis was conducted to understand similarities and differences in relationship perceptions between US managers and Taiwanese managers.FindingsDifferences exist between US and Taiwanese managers' perceptions of their supplier‐customer relationships. This indicates that US managers and Taiwanese managers differentiate among such relationships. However, the application of those differences may be unique to the nature of the business environments in the USA and Taiwan.Practical implicationsManagers should be careful when negotiating between US and Taiwanese firms to insure that they do not make decisions about how they anticipate the other party will view the supplier/customer relationship based on generic cultural assumptions. In addition, Taiwanese managers may be better able to classify their relationships into common groups than US managers, indicating that US managers may be less likely to try to segment their suppliers or customers into different groups for development of interaction and negotiation strategies. In addition, this research demonstrates a critical need for future comparative studies to assess relationship perceptions from other parts of the globe. The lack of similarities between the responses of the US and Taiwanese managers indicates potential differences in supplier/customer relationship perceptions around the world. This becomes critical for improved understanding of how interactions and negotiations (as well as the development of operating strategies by firms) should occur in global exchange.Originality/valueThis research offers initial insight into the importance of understanding relationship perception differences based on global business operations. As the world becomes “flatter,” managers from around the globe will need to understand how those perceptions differ for development of effective negotiating strategies between suppliers and customers.

Janus and the Delphi Oracle: Entering the new world of international business research

Abstract Globalization and other dramatic, world-changing developments have all too frequently taken academic researchers by surprise. Within this dynamic, turbulent environment, international business (IB) researchers must comprehend increasingly complex, multicultural, cross-border activities and organizing systems while providing relevant results to the field. To build and sustain relevance, the international research paradigm must expand to incorporate not only the analysis of historical trends and events but also research frameworks and methods geared to investigation of the future. With this expanded research ‘tool kit’, we will be better able to anticipate and address the ‘Big Questions’ confronting global business operations in the twenty-first century. This paper examines the capabilities of the Delphi Method of scientific inquiry as one such tool which is responsive to the challenging demands of our discipline and describes recent innovations that enhance the Delphi's application to international management research. As this paper demonstrates, the Delphi Method is particularly well-suited to emerging research themes that call on IB researchers to interpret intricate sets of entities, activities, and relationships. Based on conclusions drawn from a summary of recent Delphi studies, recommendations are offered for maximizing the benefits of this method for international research.

Creating distinct value – How Coherent pursues further growth in laser markets

AbstractIn the last decades, the laser business has seen tremendous progress but also the trouble of the telecom crisis. Today the business is steadily growing. This process is connected not only with expanding markets, but also with a rapid innovation cycle. LTJ spoke with Paul Meissner, Executive Vice President of Global Business Operations at Coherent Inc. about the strategy Coherent Inc. is pursuing in the competition for new markets and new ideas.

Implementing Codes of Conduct: How Businesses Manage Social Performance in Global Supply Chains

DOI: 10.1355/ae23-31 Implementing Codes of Conduct: How Businesses Manage Social Performance in Global Supply Chains. By Ivanka Mamie. Geneva: International Labour Office and Greenleaf Publishing, 2004. Pp. 429. An increasing number of companies outsource all, or parts of, their production to low-wage countries with poor social and environmental standards. Concurrently with the increase in outsourcing activities, still more consumers and business-tobusiness customers express concern for the environmental and social conditions under which products are being produced. However, longdistance outsourcing often makes it difficult for companies to ensure that their products are being produced under socially and environmentally sound conditions. Ivana Mamie, who works with the International Labour Office (ILO) on its programmes designed to implement voluntary corporate social responsibility in global value chains, reports the findings of ILO's investigation that was conducted between 2000 and 2002 into three sectors - global sports footwear, apparel, and the retail sector. The purpose of the book is to identify and examine the ways in which companies adopt, implement, and evaluate policies regarding codes of conduct in their global business operations. The research addresses two specific questions: firstly, what are the management systems that enterprises use at the multinational enterprise (MNE) and supplier level to set, communicate, implement, and evaluate progress in attaining the code of conduct objectives; and secondly, how are these management systems linked, and how do they interact, between MNEs and their suppliers? Implementing Codes of Conduct provides useful knowledge to enterprises attempting to meet their social, ethical, and legal obligations, and to help policy-makers understand the complex interactions between business objectives and corporate social commitments. A pertinent finding of the book is that the sports footwear industry, often criticized for alleged violations of fundamental labour standards, has made greater progress in implementing workerfriendly codes of conduct than the apparel and retail sectors. The author observes that brand recognition and intense consumer scrutiny have led the sports footwear companies analysed in the book to develop more sophisticated approaches to code implementation. It attributes the success of the sports footwear industry to effectively applying financial and human resources to compliance efforts. Another finding is that companies should move away from policing as the best way of ensuring compliance towards an approach in which workers are empowered to oversee their own workplaces. Simply focusing on the numbers does not reveal the entire picture. While a large compliance team can mean improved social performance of a firm's supply base it also depends on the role that compliance staff play with suppliers. …

PREDICTING GLOBAL INTERNET GROWTH USING AUGMENTED DIFFUSION, FUZZY REGRESSION AND NEURAL NETWORK MODELS

Quantitative models explaining and forecasting the growth of new technology like the Internet in global business operation appear infrequently in the literature. This paper introduces two artificial intelligence (AI) models such as the neural network and fuzzy regression along with an augmented diffusion model to study and predict the Internet growth in several OECD nations. First, a linear version of an augmented diffusion model is designed. An augmented diffusion model is constructed by including an economic indicator, gross domestic product per capita, into the model. In the next step, two soft AI models are calibrated from the augmented diffusion model. Performance measures of predictions from these models on new samples show that these soft models provide improved forecast accuracy over the augmented diffusion model. The results confirm the major contribution of this research in predicting global Internet growth.

Development Process with Regard to Customer Requirements

Today, it can be maintained that the customer is a ‘king’ as he will buy only the products that satisfy his needs and wants. The companies of today are facing new challenges: global business and local operation, standardization, and individualization of products, demanding customers and fierce competition. The company wants to achieve shorter product development time, lower costs, high quality of the product, and finally, customer satisfaction. In order to achieve the set goals, the company has to take into account the customers wants and needs during the new-product-development process. This article presents the mode of description of processes that allow recognition of suitable natural systems and their transformation into technical systems and a model for management of development process. The phases of quality functions deployment (QFD) during the new product development process along with the location for collecting customer needs and wants are presented. A detailed description is given on information resources for obtaining data on customer needs; the methods for obtaining, structuring, and evaluation of the data obtained. The results of testing the proposed methodology of taking into account the voice of the customer in the process of developing a new Vario Flow product in a company that produces and sells medical equipment in domestic and foreign markets are also included.

Total quality as a new global competitive strategy

Total quality has been acclaimed as an organizational philosophy to enhance global competitiveness. However, changing paradigms in global business operations require that quality concepts like TQM be revised to reflect the changing nature of global competitiveness. This paper, using the existing literature and interactions with the real world managers, presents a conceptual quality framework that can be deployed to enhance the competitiveness of businesses operating in global environments. Specifically, this paper details those quality elements that can affect quality improvement efforts through a variety of cultural differences that one may encounter while managing global operations. Also, proposed are managerial guidelines for implementing quality in the global arena.