Making global strategies work

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<rdf:Description>
<dc:creator>Kim, W. Chan</dc:creator>
<dc:creator>Mauborgne, Renée A.</dc:creator>
<dc:date>1993-03-21</dc:date>
<dc:description xml:lang="es">Sumario: What most motivates the top managers of multinational subsidiaries to execute the global strategies formulated at headquarters? Is it compensation, monitoring systems, or the magnitude and precision of rewards and punishment? It's none of these, argue the authors. Subsidiary top managers are most concerned that the global strategic decision-making process employs due process. That is, they want an open process that is consistent and fair and that allows for their input. The authors describe their research on this subject and urge companies to pay more attention to how they make strategic decisions</dc:description>
<dc:identifier>https://documentacion.fundacionmapfre.org/documentacion/publico/es/bib/47774.do</dc:identifier>
<dc:language>eng</dc:language>
<dc:rights xml:lang="es">InC - http://rightsstatements.org/vocab/InC/1.0/</dc:rights>
<dc:subject xml:lang="es">Estrategia empresarial</dc:subject>
<dc:subject xml:lang="es">Directivos de empresas</dc:subject>
<dc:subject xml:lang="es">Sistemas de dirección</dc:subject>
<dc:subject xml:lang="es">Toma de decisiones</dc:subject>
<dc:subject xml:lang="es">Motivación</dc:subject>
<dc:type xml:lang="es">Artículos y capítulos</dc:type>
<dc:title xml:lang="es">Making global strategies work</dc:title>
<dc:title xml:lang="es">Título: Sloan management review</dc:title>
<dc:relation xml:lang="es">En: Sloan management review. - Boulder. - Spring 1993 ; p. 11-27</dc:relation>
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