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Making global strategies work

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1001 ‎$0‎MAPA20080047696‎$a‎Kim, W. Chan
24510‎$a‎Making global strategies work‎$c‎W. Chan Kim, Renée A. Mauborgne
520  ‎$a‎What 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
65011‎$0‎MAPA20080606091‎$a‎Estrategia empresarial
65011‎$0‎MAPA20080605742‎$a‎Directivos de empresas
65011‎$0‎MAPA20080603977‎$a‎Sistemas de dirección
65011‎$0‎MAPA20080588434‎$a‎Toma de decisiones
65011‎$0‎MAPA20080555313‎$a‎Motivación
7001 ‎$0‎MAPA20080249434‎$a‎Mauborgne, Renée A.
7400 ‎$a‎Sloan management review
7730 ‎$w‎MAP20077000185‎$t‎Sloan management review‎$d‎Boulder‎$g‎Spring 1993 ; p. 11-27