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Those papers discover the interaction between kingdom and corporate cultures, research company approach and establish the level that corporation and company unit improvement has reached. The members supply a deeper knowing of establishment and worldwide management concerns.
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Extra resources for Advances in Global Leadership, Vol. 3 (Advances in Global Leadership) (Advances in Global Leadership)
Leadership and performance beyond expectations. New York, NY: The Free Press. , & Sapsford, J. (2002). Citigroup’s vast reach brings trouble from many quarters. com, July 29). , & Robinson, R. (2002). The ties that bind: Managing supplier relationships in the high-growth firm. In: M. A. Hitt, R. Amit, C. E. Lucier & R. D. Nixon (Eds), Creating Value: Winners in the New Business Environment. Oxford, UK: Blackwell Publishing. , & Prahalad, C. (1995). The dominant logic: Retrospective and extension.
2000b). Technological learning, knowledge management, firm growth and performance. Journal of Engineering and Technology Management, 17, 231–246. Hitt, M. , Keats, B. , & DeMarie, S. M. (1998). Navigating in the new competitive landscape: Building strategic flexibility and competitive advantage in the 21st century. Academy of Management Executive, 12, 22–42. 32 MICHAEL A. HITT, BARBARA W. KEATS AND EMRE YUCEL Hitt, M. , & Yucel, E. (2002). The importance of social capital to the management of multinational enterprises: Relational capital among Asian and western firms.
Formal contracts rarely maximize returns from alliances. S. and Mexican firms explained earlier. S. firm to help it gain benefits from the relationship and the alliance failed. In the other strategic alliance, no formal contract was used because of the mutual trust between the two firms. This alliance appeared to have been successful over time. Trust affords the opportunity, then, to develop a collaborative advantage (Dyer, 1997; Lado, Boyd & Hanlon, 1997). The success of an alliance may be at least partially based on the ability to transfer knowledge.