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- W4244058032 abstract "Abstract Global strategy originally focused on competing internationally and increasing profitability through product standardization and production scale economies. The advantage of a simple, pure global strategy is international competitiveness at low‐cost; the disadvantage is the lack of local responsiveness to country and market differences. During the 1990s and 2000s, we have moved to global strategy that recognizes responsiveness (to market and segment differences, including the base of the pyramid, BOP) at low‐cost. This more complex global strategy is based on global resource optimization through shared internal knowledge and learning within and across the global firm. Over time, as the business context has grown more complex, many multinational corporations ( MNCs) have more disaggregated value chains requiring more sophisticated levels of internal coordination capabilities. It is not a matter of trade‐offs, but of achieving the balance between global, regional, and local most appropriate in each context. As such, regional strategy as well as global strategy is driving the emerging “hub‐and‐spoke” structure of MNCs to support their interweaving of global, regional, and local into their international strategies." @default.
- W4244058032 created "2022-05-12" @default.
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- W4244058032 date "2015-01-22" @default.
- W4244058032 modified "2023-10-16" @default.
- W4244058032 title "Global Strategy" @default.
- W4244058032 cites W2031152014 @default.
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- W4244058032 doi "https://doi.org/10.1002/9781118785317.weom120201" @default.
- W4244058032 hasPublicationYear "2015" @default.
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