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What makes some international firms and managers successful and why do others fail? What can firms and managers do to adjust to the specific local business environment? Can we observe patterns that could guide the adjustment strategies of multinational enterprises (MNEs) and managers charged with succeeding in a global context?
To answer these questions, the editors start with the belief that location and actors matter in addition to the "home and abroad" context in which the MNEs and managers operate. As yet another phase of development dawns – post financial crisis – in which globalization is a given and still in progress, the urgency increases to learn how MNEs, managers and governments can increase efficiency, minimize failure and maximize success. This volume proposes cultural hybridization of organizations and managers as well as ascertaining the resources necessary for the effective interface of national, regional, and international networks.
To answer these questions, the editors start with the belief that location and actors matter in addition to the "home and abroad" context in which the MNEs and managers operate. As yet another phase of development dawns – post financial crisis – in which globalization is a given and still in progress, the urgency increases to learn how MNEs, managers and governments can increase efficiency, minimize failure and maximize success. This volume proposes cultural hybridization of organizations and managers as well as ascertaining the resources necessary for the effective interface of national, regional, and international networks.
作者簡介
ROLF D. SCHLUNZE is Professor of Intercultural Management at the Department of International Business Administration of Ritsumeikan University, Japan. He leads the international research group: Spaces of International Management and Economy (SIEM) and his focus is on the location adjustment of managerial systems. He is an adviser for the Euro-Asia Management Study Association (EAMSA).
WILL BABER is an Associate Professor at Kyoto University's Graduate School of Management, Japan. He has combined education with business throughout his career, teaching business students in Japan and Europe and working in economic development for the State of Maryland. His research interests include cross-cultural management and manager acculturation.
NATHANIEL O. AGOLA teaches at the Business Administration Department and the Graduate School of Management of Technology at Ritsumeikan University, Japan. His research focuses on technology, innovation, management of technologies in emerging markets, and innovative transfer of technology across borders.
WILL BABER is an Associate Professor at Kyoto University's Graduate School of Management, Japan. He has combined education with business throughout his career, teaching business students in Japan and Europe and working in economic development for the State of Maryland. His research interests include cross-cultural management and manager acculturation.
NATHANIEL O. AGOLA teaches at the Business Administration Department and the Graduate School of Management of Technology at Ritsumeikan University, Japan. His research focuses on technology, innovation, management of technologies in emerging markets, and innovative transfer of technology across borders.
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