The quest for global dominance Gupta, Anil K.
By: Gupta, Anil K
Contributor(s): Govindarajan, Vijay
| Wang, Haiyan
Publisher: New Delhi Wiley India Pvt. Ltd. 2008Edition: 2nd edDescription: xx, 294 p. ISBN: 9788126516537Subject(s): International business enterprises - Management | Industrial management | Organizational effectiveness | Comparative advantage (International trade) | Globalization - Economic aspects | CompetitionDDC classification: 658.049 Summary: After studying more than 100 corporations through a variety of research methods, The Quest for Global Dominance argues that in the emerging era, every industry must be considered a global industry, and every business a knowledge business. The decline of isolated, government-dominated economies, combined with the digital revolution, is making globalization the single most important issue facing general managers. As worldwide presence becomes a requirement, not a choice, every executive must face the essential question: Is my company a leader or a laggard in engineering and exploiting the ongoing globalization of my industry? At one extreme, if every country is different and the world is fragmented, the unit of analysis is a single country, and global strategy is uninteresting, explains Govindarajan. We know that is not the case. But if the world truly is a global village, totally integrated, [and] borders are open and barriers are zero, we also need no new concepts and strategies; just as in the U.S. we don't have a Maine strategy or a Vermont strategy. In fact, Govindarajan says, the world is some curious combination of these extremes, making global strategy very interesting and challenging indeed.
| Item type | Current location | Item location | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Books | Vikram Sarabhai Library | Slot 1866 (2 Floor, East Wing) | 658.049 G8Q8 (Browse shelf) | Available | 165256 |
After studying more than 100 corporations through a variety of research methods, The Quest for Global Dominance argues that in the emerging era, every industry must be considered a global industry, and every business a knowledge business. The decline of isolated, government-dominated economies, combined with the digital revolution, is making globalization the single most important issue facing general managers. As worldwide presence becomes a requirement, not a choice, every executive must face the essential question: Is my company a leader or a laggard in engineering and exploiting the ongoing globalization of my industry? At one extreme, if every country is different and the world is fragmented, the unit of analysis is a single country, and global strategy is uninteresting, explains Govindarajan. We know that is not the case. But if the world truly is a global village, totally integrated, [and] borders are open and barriers are zero, we also need no new concepts and strategies; just as in the U.S. we don't have a Maine strategy or a Vermont strategy. In fact, Govindarajan says, the world is some curious combination of these extremes, making global strategy very interesting and challenging indeed.
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