By Julia Manea, Robert Pearce (auth.)
Read or Download Multinationals and Transition: Business Strategies, Technology and Transformation in Central and Eastern Europe PDF
Best business books
We now dwell in a 'wiki' global the place mass collaboration is not just possible'it's frequently the simplest answer. traditional administration idea assumes that command-and-control is the simplest strategy to manage the efforts of enormous numbers of individuals, yet fast switch and extending complexity have rendered that version out of date.
Leave the Bastards Behind: An Insider's Guide to Working for Yourself
Have you considered operating for your self? probably its whatever you've been dreaming approximately for years. Is so, go away the Bastards at the back of is for you. For too lengthy, you've labored for different people's businesses and been bossed round via poor bosses. now could be the time to paintings for the easiest boss you have got — your self!
Ideas Are Free: How the Idea Revolution Is Liberating People and Transforming Organizations
In point of fact, simply because they're those really doing the day by day paintings front-line staff see a good many difficulties and possibilities that their managers don't. yet such a lot firms do very poorly at tapping into this amazing capability resource of revenue-enhancing, savings-generating rules.
- Gestion de trésorerie
- Banking Systems
- Discovering real business requirements for software project success
- Don’t Be Fooled
- Simple: Conquering the Crisis of Complexity
Additional resources for Multinationals and Transition: Business Strategies, Technology and Transformation in Central and Eastern Europe
Sample text
3), and none predicting a decline in its importance. 6 per cent of them did indicate an expectation of decline). 00. Thus the ES motivation does appear to be generating a self-reinforcing impulsion in MNEs’ CEE operations, but does not seem to communicate its virtues to those groups that are not yet applying it. Secondly, the degree of commitment to ES also seems to have an influence on the predicted growth of the two KS-oriented product development roles. 3) a quite clear indication of a negative relationship between the current prevalence of ES and anticipated movement towards KS1 (that is, product development for CEE markets).
The need for MS operations to broaden their creativity from adaptation of established goods towards development of distinctively locally responsive new products (that is, a move towards KS1-type behaviour) will emerge. Similarly, increases in wages and other input costs begin to compromise the ES role. Movement towards higher productivity and production of higher-value-added goods (both increasingly reflecting distinctive and creative capabilities in local inputs) becomes necessary to sustain competitive status in MNEs’ supply networks.
Finally, two sources of collaborative R&D within host CEE economies were investigated as sources of technology. 4). UNIRAD would be likely to provide very distinctive pieces of new knowledge, and to be of no relevance to problem solving within the processes of applying technology. Therefore it would be negatively related to MS and ES and positively to KS1 and KS2. Similarly, collaboration with local firms (COLLABRAD) would be unlikely to be relevant to the routine application of ESTPRODTECH, providing negative predictions for MS and ES.