Execution as Strategy  

Oleh:

García-Canal, Esteban ; Guillén, Mauro F.

Jenis: Article from Bulletin/Magazine - ilmiah internasional
Dalam koleksi: Harvard Business Review bisa di lihat di link (http://web.b.ebscohost.com/ehost/command/detail?sid=f227f0b4-7315-44a4-a7f7-a7cd8cbad80b%40sessionmgr114&vid=12&hid=105&bdata=JnNpdGU9ZWhvc3QtbGl2ZQ%3d%3d#db=bth&jid=HBR) vol. 90 no. 10 (Oct. 2012), page 103-106.
Topik: Multinational Companies; Emerging-market; Developed-world Companies; Strategic Advantage

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Perpustakaan Pusat (Semanggi) Nomor Panggil: HH10.45 Non-tandon: 1 (dapat dipinjam: 0) Tandon: tidak ada

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Many emerging-market multinationals are demonstrating a surprising ability to surmount business challenges that developed-world companies have avoided or given up on. That knack has opened up avenues for expansion in regions where established corporations have struggled to grow, and it may give emerging multinationals an edge as they increasingly compete head-to-head with companies from the developed world. Do multinationals that were born in emerging markets hold some hidden strategic advantage that has eluded their developed-world counterparts? No—and yes. Our in-depth research into 18 companies based in Asia, the Middle East, and Latin America shows that emerging multinationals share no specific strategy—in fact, many of them set little store by strategy, at least in the classical form that’s taught in business schools and espoused in boardrooms across North America, Europe, and Japan. Their leaders spend a lot less time planning long-range moves and making forecasts than do their counterparts from developed countries. Their strategy is to grab opportunities, even if significant risk is involved, and they adapt their goals in “real time.” Perhaps that’s why they haven’t garnered the kind of respect in the developed world that’s showered on the likes of GE, IBM, and P&G; few emerging-market multinationals appear on Fortune’s list of the 50 most-admired firms, for example.

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