Management in a connected, interdependent, and information intensive world requires new thinking and innovative approaches. The increasing interdependence and complexity of organizations and institutions call for transorganizational thinking.
It is easy for practitioners to believe that the global economy is collapsing when, in fact, it is open for business. As shown in this article the future of the global economy is positive and opportunities for practitioners are available.
If equity markets are in fact integrated, an unexpected event in one market may influence not only returns, but also volatility (measured by standard deviation) in the other markets.
The Internet and Globalization: Ten Tips to Building an Effective Digital Strategy for Global Success
What does the Internet, globalization, and digital media have in common and why does it matter to global organizations? This article evaluates the relationship.
Taking a proven retail model and exporting it to a new country, often with a new set of competitors, a different language and culture, and unique shopper expectations, requires more than just market research before entry.
A panel of six Pepperdine faculty from the Graziadio School and the School of Public Policy discuss the global economy, which is at a “historic juncture.”
An underlying shortcoming exists that prevents U.S. companies from globalizing— U.S. companies and the managers and executives who run them are spoiled.
Carl Schramm, President and CEO of the Kauffman Foundation, discusses his concept of expeditionary economics in this video interview.
China, which plays a leading role in the outsourcing of manufacturing, is making strong headway in the information technology industry and may soon pose a major threat to India’s supremacy.
The cultural dimensions of leadership—power distance, individualism, uncertainty avoidance, and masculinity—are important for the U.S. businessperson to recognize and apply while operating in China.
For today’s treasury professional, the Mexican banking market may offer a few new challenges, but many familiar products and services will be readily available.
While banking in the U.S. and Canada are alike in many ways, there are also critical differences between banking laws, regulations, and practices.
A relationship between disclosure decisions and cultural values is explored, followed by implications for creating organizational cultures that sustain learning and growth.
Doing due diligence by assessing multiple labor market options is no longer just for the Fortune 500 companies.