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Making global strategies work
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MAP20071019947
Kim, W. Chan ‌
Making global strategies work / W. Chan Kim, Renée A. Mauborgne
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
En: Sloan management review. - Boulder. - Spring 1993 ; p. 11-27
1. Estrategia empresarial ‌. 2. Directivos de empresas ‌. 3. Sistemas de dirección ‌. 4. Toma de decisiones ‌. 5. Motivación ‌. I. Mauborgne, Renée A. ‌. II. Title. III. Título: Sloan management review.