全球化

全球化
环境可持续性和文化dynamics-form动荡和复杂的环境中管理业务操作。而七趋势强调提供全球化相互关联的复杂性和争议的概述,它还出现其他重大问题。
全球担忧围绕着恐怖主义、快速大流行性疾病和病毒的传播,中国和印度经济的崛起,在富裕的北部国家人口老龄化和年轻人口增长在南半球,和生物技术的进步有复杂的嵌在全球化进程。
在全球经济中竞争
全球化带来机遇和威胁为创建和保持竞争策略。新兴经济体提供资源的劳动,以及扩大市场机会。然而,地缘政治关系和反弹从文化帝国主义的观念,例如美国和欧盟之间的紧张关系在伊拉克战争期间创建业务面临的挑战。
增量阶段模型是太慢,在日益一体化的全球经济竞争。大前研一表示,公司建立全球战略联盟与合作伙伴建立在三大markets-North美国,欧洲和亚洲,尤其是日本。全球竞争情报的发展和创新合作伙伴提供市场快速发展和建立战略位置在多个位置。
基本上,全球化在21世纪创建了一个从根本上不同的竞争环境,从增量创新的国际化进程几乎同时部署。这种国际化进程也改变全球经理人的工作从管理的外籍人士跨国界与战略伙伴合作和管理全球离岸外包供应商在多个地理位置。
全球化
environmental sustainability, and cultural dynamics—form a turbulent and complex environment for managing business operations. While seven trends were highlighted to provide a brief sketch of interrelated complexities and controversies globalization, it also surfaced other significant issues.
Global concerns revolve around terrorism, rapid transmission of pandemic diseases and viruses, the rise of China’s and India’s economies, an aging population in wealthier northern countries versus younger growing populations in the southern hemisphere, and advances in biotechnology are intricately embedded in globalization processes.
Competing in the global economy
Globalization entails both opportunities and threats for creating and sustaining competitive strategies. Emerging economies offer resources in terms of labor, as well as expanding market opportunities. However, geopolitical relationships and backlashes from perceptions of cultural imperialism, such as the tensions between the United States and the European Union during the Iraq war create challenges for business operations.
The incremental stage models are too slow for competing in an increasingly integrated global economy. Ohmae suggested that firms form global strategic alliances with partners established in three major markets—North America, Europe, and Asia, particularly Japan. Development of global competitive intelligence and innovation among the partners provide for rapid market development and the establishment of strategic positions in multiple locations.
Basically, globalization into the twenty-first century creates a fundamentally different competitive environment that shifted from incremental internationalization processes to almost simultaneous deployment of innovations. This internationalization process also shifts the work of global managers from managing a field of expatriates to collaborating with strategic partners across national borders and managing global off-shore outsourcing vendors in multiple geographical locations.