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Articles 1 - 30 of 37
Full-Text Articles in International Business
Decomposing A Partner : Intra-Organisational Dynamics In Inter-Organisational Relationships, Abhoy K Ojha
Decomposing A Partner : Intra-Organisational Dynamics In Inter-Organisational Relationships, Abhoy K Ojha
IIMB Management Review
The traditional literature on alliances has treated organisations as homogenous entities, neglecting the influence of intra-organisational dynamics on inter-organisational relationships. This article, based on a longitudinal analysis of the global software outsourcing partnerships between a North America based telecommunications multinational, Global Telecommunications, and four Indian software firms, examines the role of these dynamics within the multinational in the four relationships. Decisions to enter into outsourcing relationships, particularly with global partners, have severe ramifications for nodal organisations. Contrary to the literature on the subject, data from this research suggested that Global’s decision to establish outsourcing relationships was not a corporate decision, …
Andreas Nobis : The Global Manager In Indiainterview With Andreas Nobis, Janat Shah, Raghavan Srinivasan
Andreas Nobis : The Global Manager In Indiainterview With Andreas Nobis, Janat Shah, Raghavan Srinivasan
IIMB Management Review
Andreas Nobis is Managing Director, MICO, a member of the Bosch Group. His long association with Bosch began in1980, when he joined the Internal Audit Department in Germany. He has been Managing Director, Robert Bosch, Turkey; and has held the posts of Executive Vice President in the Human Resources and Controlling and Finance departments in the Communication Technology sector of Bosch, before becoming its President in 1998. Since then, he has been on special assignments for the Board of Management, Bosch, before joining Mico in end 1999. In these times that are tough on the manufacturing industry, Nobis spoke to …
Labyrinths: Peculiarities Of Industrial Marketing In India, V Kishore Kumar
Labyrinths: Peculiarities Of Industrial Marketing In India, V Kishore Kumar
IIMB Management Review
A few years ago, the Marketing Director of Lube-Alloy1, an American company specializing in lubricants, visited India. His objective — was to get an order for a special lubricant developed by his company for heavy earth moving machinery. For one month, he shuttled between offices of machinery manufacturers, headquarters of mining companies, their subsidiaries, mining projects, offices of oil companies and government offices. A month after he set foot in India, he hadn’t obtained even a trial order for his lubricant.
Business Strategies In Transition Economies By M W Peng, Internationa L Business Series, Sage, 2000, Pp 322, Price: $29.95., D Sampath
IIMB Management Review
Most theories on strategy have originated from the western world, which presupposes the existence of a certain type of institutional support existing in the economy. The "core competence" of Prahl ad and Hammel, Porter's vision of competitive dynamics, and Krishna Palepu's theory on non-applicability of focussed strategies for emerging economies have unfortunately been regarded as globally applicable by academics and practitioners alike. Culture specificity of a nation, which may be under transition, and the need to reorient the strategies with culture as one of the key variables has either been ignored or scoffed at. However, it is becoming increasingly clear …
Managing A Microcosm Of India, J Ramachandran
Managing A Microcosm Of India, J Ramachandran
IIMB Management Review
The Tata Group, involved in diverse sectors ranging from automotives and engineering products to energy and consumer products, is held together by its common pursuit of improving the quality of life of people. The Group accomplishes this by targeting sectors that impact the national economy. Jamsetji started a steel plant because he said India must have steel. There was a bit of pioneering, patriotism and philanthropy, and of course profits all P’s by the way. In the same way, the Tata Group went into hotels, chemicals and automobiles. The Tata Group is all about leadership with trust in chosen areas …
The Marketing Challenge; By Laura Mazur And Annik Hogg, Hyderabad : University Press, 1998, Mithileshwar Jha
The Marketing Challenge; By Laura Mazur And Annik Hogg, Hyderabad : University Press, 1998, Mithileshwar Jha
IIMB Management Review
No abstract provided.
Values-Based Strategies And Planning For Global Organisations, David Kimber
Values-Based Strategies And Planning For Global Organisations, David Kimber
IIMB Management Review
As social, environmental and economic conditions change over the world, global managers must adopt new strategic planning techniques. Historically two contrasting motivations for global activity can be identified. The first, based on a need to enhance security, has led to aggression and conflict. The other is based on an interest in enhancing peoples' lives and an urge to share this understanding. David Kimber suggests that understanding the second perspective, helps managers maintain a stable and long term orientation to global development. Outlining a framework for considering values, he reviews a values focus to clarify first, how it relates to the …
In Search Of Greener Pastures: The San Francisco Bay Area Environmental Technology Industry, Richard Castaldi, Murray Silverman, Sanjit Sengupta
In Search Of Greener Pastures: The San Francisco Bay Area Environmental Technology Industry, Richard Castaldi, Murray Silverman, Sanjit Sengupta
IIMB Management Review
In the emerging US environmental technology industry, firms in the San Francisco Bay Area arguably have the best potential to attain global stature as a centre of environmental excellence. Among the unique strengths that give the Bay Area its leading edge are its well developed hightechnology base, its world class research universities and its vigilant environmental groups. The Bay Area environmental technology firms, with their strong export orientation, are in a position to capitalise on the prevailing economic climate of liberalisation in South Asia. These countries, in turn, can benefit from their expertise, particularly in solid waste management. However, the …
The Challenge Of Globalisation For Indian Family Business, K R S Murthy
The Challenge Of Globalisation For Indian Family Business, K R S Murthy
IIMB Management Review
No abstract provided.
Alliance Management: The Next Millennium Challenge?, S Raghunath
Alliance Management: The Next Millennium Challenge?, S Raghunath
IIMB Management Review
No abstract provided.
How Diversified Should Indian Business Houses Be?, Rishikesha T Krishnan
How Diversified Should Indian Business Houses Be?, Rishikesha T Krishnan
IIMB Management Review
No abstract provided.
Cases In Marketing: Edited By Hanne Hartvig Larsen, Sage Publications, 1998, S Ramesh Kumar
Cases In Marketing: Edited By Hanne Hartvig Larsen, Sage Publications, 1998, S Ramesh Kumar
IIMB Management Review
No abstract provided.
Multinationals And Subsidiaries, Rishikesha T Krishnan
Multinationals And Subsidiaries, Rishikesha T Krishnan
IIMB Management Review
K Ramachandran, Vice Chairman and Managing Director of Philips India, a subsidiary of the Dutch electronics giant Philips Electronics NV, shares the Philips experience as he speaks on the post-liberalisation scenario and its effects on the Indian market, aspects of the parentsubsidiary relationship and the nuances of restructuring. Opining on business education, he stresses the need to distinguish between 'skills' and 'education'.
Intercultural Training For Global Organisations, Irene Matin Rubio
Intercultural Training For Global Organisations, Irene Matin Rubio
IIMB Management Review
Liberalisation has seen many economies, especially in Asia, opening their hitherto sheltered domestic markets to global competition and providing greater opportunities to trade and foreign investment. The spinoffs of liberalisation bring in new implications, opportunities and challenges for the governments as well as the organisations involved. Round Table features some of the issues discussed in the conference on 'Managing Economic Liberalisation in South Asia : Directions for the 21st Century' held in Chennai, India, from August 10 -13. Selvarajah examines the realignment of economies towards globalisation as a development of regionalism. The shift in economic forces away from multilateral arrangements …
Global Strategies Of Taiwanese It Manufacturers, James Y S Liu
Global Strategies Of Taiwanese It Manufacturers, James Y S Liu
IIMB Management Review
Liberalisation has seen many economies, especially in Asia, opening their hitherto sheltered domestic markets to global competition and providing greater opportunities to trade and foreign investment. The spinoffs of liberalisation bring in new implications, opportunities and challenges for the governments as well as the organisations involved. Round Table features some of the issues discussed in the conference on 'Managing Economic Liberalisation in South Asia : Directions for the 21st Century' held in Chennai, India, from August 10 -13. Selvarajah examines the realignment of economies towards globalisation as a development of regionalism. The shift in economic forces away from multilateral arrangements …
Editorial, N Balasubramanian
Editorial, N Balasubramanian
IIMB Management Review
The Round Table this time is on Liberalisation in South Asia. This coincides with, and is dedicated to the International Conference in Chennai on Managing Economic Liberalisation in South Asia, cosponsored by the Montclair State University in the US, the Indian Institute of Management Bangalore, and the Mohamed Sathak Trust in Chennai. Scholars from 64 Universities and Business Schools in 17 countries ranging from the United States and Canada in the West, through United Kingdom and the European Continent, down to Australia and New Zealand together with their counterparts in the Indian sub-continent presented and discussed technical papers at this …
Joint Ventures : Does Termination Mean Failure?, S Raghunath
Joint Ventures : Does Termination Mean Failure?, S Raghunath
IIMB Management Review
Joint venture operations are usually called off because either or both partners have not received the benefits expected from the venture or because partners have received expected benefits and conditions have so evolved since the initiation of the venture that it no longer serves its purpose. While the former would qualify as a failure, the latter could be win-win pointers to success, with partnering parents achieving their goals. Three recent joint venture restructuring exercises have been discussed to ascertain the circumstances attendant upon the breakups.
Management Education : The Industry Perspective, G T Jejurikar
Management Education : The Industry Perspective, G T Jejurikar
IIMB Management Review
Business graduates, especially from premier institutes of management, have long been wooed by all sectors of industry and business alike. By and large, they have the reputation of being the star performers of their organisations. Have business graduates lived up to their promise? How far has their education equipped them to face the challenges of the actual business environment? How have they coped with and geared up to the post globalisation and liberalisation scenario? How confident are they of managing organisations creatively, of dealing with tasks as wide ranging as interfacing sensitively with customers and putting processes in place? Bringing …
A Holographic Model Of Management : The Service Imperative For Academics And Practitioners, V S Mahesh
A Holographic Model Of Management : The Service Imperative For Academics And Practitioners, V S Mahesh
IIMB Management Review
Business graduates, especially from premier institutes of management, have long been wooed by all sectors of industry and business alike. By and large, they have the reputation of being the star performers of their organisations. Have business graduates lived up to their promise? How far has their education equipped them to face the challenges of the actual business environment? How have they coped with and geared up to the post globalisation and liberalisation scenario? How confident are they of managing organisations creatively, of dealing with tasks as wide ranging as interfacing sensitively with customers and putting processes in place? Bringing …
Management Education : The Alumni Perspective, Iimb
Management Education : The Alumni Perspective, Iimb
IIMB Management Review
Business graduates, especially from premier institutes of management, have long been wooed by all sectors of industry and business alike. By and large, they have the reputation of being the star performers of their organisations. Have business graduates lived up to their promise? How far has their education equipped them to face the challenges of the actual business environment? How have they coped with and geared up to the post globalisation and liberalisation scenario? How confident are they of managing organisations creatively, of dealing with tasks as wide ranging as interfacing sensitively with customers and putting processes in place? Bringing …
In Conversation With Henry Mintzberg And Jonathan Gosling, N Balasubramanian
In Conversation With Henry Mintzberg And Jonathan Gosling, N Balasubramanian
IIMB Management Review
Business graduates, especially from premier institutes of management, have long been wooed by all sectors of industry and business alike. By and large, they have the reputation of being the star performers of their organisations. Have business graduates lived up to their promise? How far has their education equipped them to face the challenges of the actual business environment? How have they coped with and geared up to the post globalisation and liberalisation scenario? How confident are they of managing organisations creatively, of dealing with tasks as wide ranging as interfacing sensitively with customers and putting processes in place? Bringing …
Marketing In The New-Era: Combating Competition In A Globalizing Economy: By J S Panwar, New Delhi: Sage Publications,1997., Mithileshwar Jha
Marketing In The New-Era: Combating Competition In A Globalizing Economy: By J S Panwar, New Delhi: Sage Publications,1997., Mithileshwar Jha
IIMB Management Review
No abstract provided.
Busting Universal Truths, R Gopalakrishnan
Busting Universal Truths, R Gopalakrishnan
IIMB Management Review
Former Chairman of Unilever Arabia faces the challenge of managing change in a multi-cultural environment. No truth, he discovers, is universal.
Navaratnas As Global Giants, K R S Murthy
Navaratnas As Global Giants, K R S Murthy
IIMB Management Review
Nine Gems or Navaratnas among PSUs are gearing up for fast-track growth. Experience shows that the institutional framework in which these PSUs operate is not conducive to organisational innovation and growth. How can these Navaratnas compete globally? Can they gear up to the new challenge?
Ethical Dimenssion Of The International Management: By Stephen J Garroll And Martin J Gannon, New Delhi: Sage Publication, 1997., R Parthasarathy
Ethical Dimenssion Of The International Management: By Stephen J Garroll And Martin J Gannon, New Delhi: Sage Publication, 1997., R Parthasarathy
IIMB Management Review
No abstract provided.
International Alliances: An Agenda For Success, Som Mittal
International Alliances: An Agenda For Success, Som Mittal
IIMB Management Review
Alliances, all over the world, are the order of the day. In the current global context, few players have the wherewithal for creating viable businesses all by themselves. Alliances help leverage partners’ strengths, share risks and rewards, and open up new markets and competitive opportunities. Alliances in emerging markets such as India are especially relevant, as these markets come out of their self imposed isolation and insulation from external world markets and move towards a relatively open and competitive business environment. With this, customers’ expectation levels go up by leaps and bounds, given their newfound knowledge of the range of …
A Strategy For Alliances, S Raghunath
A Strategy For Alliances, S Raghunath
IIMB Management Review
Strategic alliances are arrangements between firms forming a cooperative partnership. Parts of their businesses are linked by mutual commitment of resources for the achievement of common objectives. The reasons for establishing strategic alliances can be found in the changing nature of business today. Companies survive and stay ahead of others through constant improvements in technology, in organisational design and management practices. With insights into present and future customer demands, they develop systems that trigger rapid changes. They learn to translate small incremental advantages into gains in market share. More often than not, they strive to simplify product lines, organisational structures …
Business Quality-The Cutting Edge, V Chandrasekaran
Business Quality-The Cutting Edge, V Chandrasekaran
IIMB Management Review
A World Bank study conducted through the International Data Corporation (IDC) India and Maxi/Micro Inc places the size of the 1995 software service market at $100 billion. 75% of this opportunity originates from six countries : theUS, Japan, Germany, France, the UK and Italy. The market is growing at 15.5%. per annum. Since domestic suppliers in these countries are increasingly unable to meet the value-for-money’ equation, the bulk of this business has to be outsourced to other countries. As a result, the foreign opportunity & market ($1.4 billion in 1991) is growing at 40% per annum. In the last few …
Import Canalisation By Dilip K. Dass, New Delhi: Sage Publications, 1991., S Jayraman
Import Canalisation By Dilip K. Dass, New Delhi: Sage Publications, 1991., S Jayraman
IIMB Management Review
No abstract provided.
Doing Business In The Third World- With Special Reference To India, Premchander
Doing Business In The Third World- With Special Reference To India, Premchander
IIMB Management Review
Dictators, debts and declining economies are the dangers of the third world which have effectively kept away western businesses. The term third world, a product of the now defunct cold war, refers to those nations which currently constitute three fourths of the world population that are poor. This is a variegated grouping of nations with differing political systems, ranging from Westminster type democracies, neo-fascist dictatorships to monarchies -hereditary and otherwise. The sustaining economic models may be capitalist, Marxian or any acceptable mix of the two leading some writers to believe in the existence of convergent capitalism where elements of freemarket …