ManagementThe State of Globalization in 2019, and What It Means for Strategists
Harvard Business Review
To help business leaders navigate through—and even profit from—globalization’s turbulence, we offer recommendations for strategy (how to compete), presence (where to compete), architecture (how to organize), and non-market strategy (how to engage better with society).
February 6, 2019
Market and Management Failures
Capitalism and Society
This essay argues that more systematic consideration of market failures has the potential to change how we think about management and managerial failures.
May 4, 2017
Evolving Ideas about Business Strategy
Business History Review
This paper updates an earlier article published in Business History Review that concluded that by the second half of the 1990s, there had been a profusion of new, purportedly practical ideas about strategy, many of which embodied some explicit dynamics.
December 9, 2016
How Global Is Your C-Suite?
MIT Sloan Management Review
Despite globalization, the vast majority of the world’s largest corporations are run by CEOs native to the country in which the company is headquartered. But more executive diversity at the top is sorely needed — and will require sweeping changes in how companies are organized.
June 16, 2015
Can China's Companies Conquer the World? The Overlooked Importance of Corporate Power
Despite China’s recent economic struggles, many economists and analysts argue that the country remains on course to overtake the United States and become the world’s leading economic power someday soon. Indeed, this has become a mainstream view—if not quite a consensus belief—on both sides of the Pacific. But proponents of this position often neglect to take into account an important truth: economic power is closely related to business power, an area in which China still lags far behind the United States.
What Uber's China Deal Says About the Limits of Platforms
Harvard Business Review
On August 1 Uber announced that it is selling its Chinese brand and operations to Didi Chuxing for $1 billion, its annual burn rate in that market, in exchange for a 20% stake in the local competitor, and that the two companies’ CEOs, Travis Kalanick and Cheng Wei, would take seats on each other’s boards.
August 10, 2016
Emerging Economies: Differences and Distances
A full 78% of AIB members are based in advanced economies, yet our research and teaching increasingly demand attention to emerging economies.
Vol. 16, No. 4, 2016
Globalization, Capabilities, and Distance: Theory and a Case Study (of China)
The Oxford Handbook of Dynamic Capabilities
This article examines how firm-level capabilities relate to competitive outcomes between multinational companies (MNCs) from advanced economies and challengers from emerging economies.
From International Business to Intranational Business
This chapter argues that international business has much to contribute to intranational business in helping develop a theory of the business enterprise in space. It makes its arguments by articulating four propositions about international business that appear to carry over directly to intranational business.
Making Big Data Think Bigger
The New York Times
Business Models for Speed and Scale is chosen as a field for research by The Center for Global Enterprise, a forum for executives and academics to develop management skills for coping with globalization and rapid technological change.
September 20, 2014
The Center for Global Enterprise Announces Inaugural Research Program
The Center for Global Enterprise
Business Models for Speed and Scale is one of four research areas chosen by The Center for Global Enterprise as part of its inaugural 2014-2015 Research Program
September 15, 2014