Search Results

Choosing the right strategy for negotiations with someone from another culture is a difficult task for which managers have few established guidelines. Implementing that strategy well can often be even more challenging. Whether you know a little or a lot about your counterpart's culture -- whether you are a novice or experienced negotiator -- you will find useful advice in this article on effectively choosing and implementing a culturally responsive strategy. Part 1, published in the Winter 1994 issue, presented eight culturally responsive strategies in a framework based on their feasibility.

Many business analysts have attributed the loss of U.S. market share in the semiconductor industry to unfair Japanese practices, including trade barriers and "dumping" of goods in export markets. Egelhoff draws from a study of sample semiconductor firms to argue that the market share losses have also been influenced by the distinctly different competitive modes that U.S. and Japanese firms use. U.S. firms tend to compete by developing a unique business strategy; Japanese firms tend to compete by implementing not-so-unique strategies better than anyone else. He shows how these two competitive styles have implications for a range of business activities and for other global industries as well.

In 1982, Robert Benjamin published a forecast of the state of information technology in the year 1990. He wrote that the information systems environment was in a considerable state of "flux" and information systems managers could benefit from a prediction of the "endpoint scenario [in order to] focus major planning strategies." Ten years later, it's time to provide a new set of landmarks for another decade of flux. Benjamin and his coauthor, Jon Blunt, envision the information technology world of 2000. What can we expect? What should we not expect? And what can we not even begin to guess?

This article gives a detailed framework for evaluating whether -- and how -- to globalize an individual firm's corporate strategy. The author stresses the opportunities for gaining competitive advantage and provides examples of companies that have exploited globalization drivers and strategy levers. He also discusses the relative merits of global and multidomestic strategies in various strategic situations.

International businesses faced new strategic challenges in the 1980s. Corporations that had once succeeded with relatively one-dimensional strategies -- efficiency, responsiveness, or ability to exploit learning -- were forced to broaden their outlook. Successful "transnational" corporations integrated all three of those characteristics. They did so by building on the strengths -- but accepting the limitations -- of their administrative heritages. This is the first of two articles; the second will describe how actual companies made that transition.

After strategies are set and plans are made, management’s primary task is to ensure that these plans are carried out.

In this paper, the author suggests that the key element to successful implementation of solutions to managerial problems lies in the improvement of face-to-face relationships. He goes on to articulate the factors involved in building and maintaining effective interpersonal communication. Particular attention is given to the repair strategies and skills needed to mend damaged relationships.

Women who demonstrate leadership behaviors and traits are less likely than men to identify as leaders.

Leaders can use these tactics to make meetings more engaging and move people from apathy to energy.

Great teamwork is at the heart of how managers add value to organizations — but creating the conditions for it to flourish is a tougher job than ever.