Realigning Executive Development and Succession Planning Systems: Meeting the Management Needs of “Global Organizations in the 1990s”
The last decade has been a time of unprecedented upheaval in the international business arena. Industrial systems in many countries around the world have experienced considerable growth and diversification, giving rise to both new markets and new competitors in many areas. In addition, shifting conditions have put considerable pressure on existing national and multinational firms. This presessure has forced them to develop new strategies and corporate structures to maintain (or attain) a viable competitive position (Aggarwal, 1989).
KeywordsManagement Team Entrepreneurial Orientation Business Unit International Business Study Global Organization
Unable to display preview. Download preview PDF.
- Aggarwal, Raj. “The Strategic Challenge of the Evolving Global Economy,” Business Horizons, July/August 1987, pp 38-44.Google Scholar
- Andre, R. “The Effects of Multinational Business Training,” Management International Review, Vol. 25, #3, 1985, pp 4–15.Google Scholar
- Davidson, William H. “Administrative Orientation and International Performance,” Journal of International Business Studies,” Fall, 1984, pp 11-23.Google Scholar
- Dymsza, William A. “Trends in Multinational Business and Global Environment,” Journal of International Business Studies, Winter, 1984, pp 25-45.Google Scholar
- Edstrom, A., and Lorange, Peter. “Matching Strategy and Human Resources in Multinational Corporations,” Journal of International Business Studies, Fall, 1984, pp 125-137.Google Scholar
- Kogut, Bruce. “Designing Global Strategies: Profiting from Operational Flexibility,” Sloan Management Review, Fall, 1985, pp 27-38.Google Scholar
- Mascarenhas, Bruce. “The Coordination of Manufacturing Interdependence in Multinational Organizations,” Journal of International Business Studies, Winter, 1984, pp 91-105.Google Scholar
- Meleka, A.H. “The Changing Role of Multinational Organizations,” Management International Review, Vol. 25, #4, 1985, pp 36–45.Google Scholar
- Murray, F.T. and Murray, A.H. “Global Managers for Global Business,” Sloan Management Review, Winter, 1986, pp 75-80.Google Scholar
- Revans, R. The A-B-C of Action Learning. Chartwell-Bratt Ltd.: Middlesex, England, 1983.Google Scholar
- Root, Franklin R. “Some Trends in the World Economy and Their Implications for International Business Strategy,” Journal of International Business Studies. Winter, 1984, pp 19-23.Google Scholar