TITLE

MANAGEMENTUL TRANSNAÅ¢IONAL - VIITORUL CARE ÃŽSI RECLAMÄ‚ PREZENÅ¢A (PARTEA A II-A)

AUTHOR(S)
Şt. Lupan, Radu
PUB. DATE
September 2010
SOURCE
Review of Management & Economic Engineering;2010, Vol. 9 Issue 3, p27
SOURCE TYPE
Academic Journal
DOC. TYPE
Article
ABSTRACT
In the second part of this work we consider the second issue that seems to mark the practicing of "transnational management", i.e., "intercultural management". The phenomenon of "globalization" also includes "cultural globalization" and consequently, transnational management must therefore take into account the influence of cultural dimensions in decision processes. Several patterns are presented seeking to explain the phenomenon of "cultural globalization" in order to detect relevant information for an efficient transnational management. We finally inserted the strategies used by multinational companies in their international expansion, offering advice to those assuming the complex task of transnational manager.
ACCESSION #
54078243

 

Related Articles

  • REVISITING THE THEORIES OF INTERNATIONALIZATION AND FOREIGN MARKET ENTRY MODE: A CRITICAL REVIEW. Andersen, Peter; Ahmad, Syed Zamberi; Wai Meng Chan // International Journal of Business & Commerce;Sep2014, Vol. 4 Issue 1, p37 

    Scholars have given considerable attention to the development of the various theories of internationalization and foreign direct investment in order to explain the internationalization process and strategic directions of firms. However, there is no solid agreement between the different...

  • Organization Development in Japan . Kobayashi, K.; Burke, W. Warner // Columbia Journal of World Business;Summer76, Vol. 11 Issue 2, p113 

    Japanese are the most skillful imitators in the world. It has been said that with some products their copy is superior to the original. Transporting and copying "products" that pertain to human behavior and one's culture is quite another matter. Importing an idea or approach to change in...

  • A Moral Hazard Model of a Multinational Firm's Decision between Foreign Direct Investment and International Subcontracting. Forte, Rosa; Brandão, Antonio // Multinational Business Review (St. Louis University);Fall2007, Vol. 15 Issue 3, p79 

    This paper develops a moral hazard model applied to a multinational firm's decision between foreign direct investment and international subcontracting. We compare the results of the moral hazard model, characterised by the fact that the multinational firm cannot control the operations performed...

  • Management of Change -- A Comprehensive Review. Garg, R. K. // Global Journal of Flexible Systems Management;Jan-Jun2006, Vol. 7 Issue 1/2, p45 

    Globalization and liberalization of Indian economy has brought with it an unprecedented level of competition in the industry. To respond to the situation, the industry has to successfully change from the old ways of working to be more productive, cost efficient and competitive. Managing change...

  • Developing a Multicultural Organizational Code of Ethics Rooted in the Moral Obligations of Citizenry. Jurkiewicz, Carole // Public Organization Review;Sep2012, Vol. 12 Issue 3, p243 

    The increasing globalization of business and boundary-spanning government alliances has created a clash of values that can prevent effective working relationships. Given that each country wants to be considered an equal partner, this clash can strike at the core of effective communication....

  • Locating investment. Gerin, Roseanne // Warsaw Business Journal;3/11/2002, Vol. 8 Issue 10, p1 

    Reports the expansion plans of multinational companies in Poland. Consolidation on the building construction units of Skanska AB; Reduction on the foreign direct investment in the country; Investment in supermarkets and hypermarkets by Royal Ahold NV.

  • Developing tomorrow's leaders�Evidence of global talent management in multinational enterprises. McDonnell, Anthony; Lamare, Ryan; Gunnigle, Patrick; Lavelle, Jonathan // Journal of World Business;Apr2010, Vol. 45 Issue 2, p150 

    Abstract: Organizations are becoming relentless in managing and developing their key talent. This is a view, however, largely based on anecdote rather than reliable empirical evidence. Utilizing data from 260 multinational enterprises (MNEs), this paper helps redress this deficit. Specifically,...

  • THE COMMONS AND THE MORAL ORGANIZATION. Hartman, Edwin M. // Business Ethics Quarterly;Jul94, Vol. 4 Issue 3, p253 

    A complex organization is in effect a commons, which supervisory techniques cannot preserve from free riding. A corporate culture strong enough to create the requisite community-minded second-order desires and beliefs may be morally illegitimate. What morality requires is not local enforcement...

  • Instituting the Marketing Concept in a Multinational Setting: The Role of National Culture. Nakata, Cheryl; Sivakumar, K. // Journal of the Academy of Marketing Science;Summer2001, Vol. 29 Issue 3, p255 

    A growing concern among international marketing managers is how to increase the market orientation and thereby performance of their transnational organizations. This study broaches this issue by investigating how the marketing concept, the heart of the market orientation, may be established in a...

Share

Read the Article

Courtesy of THE LIBRARY OF VIRGINIA

Sorry, but this item is not currently available from your library.

Try another library?
Sign out of this library

Other Topics