globalEDGE Business Review
Volume 1, 2007
by Tomas Hult (Volume 1, Number 1, pp. 1-2, 2007)
Executive Briefing: In his 2005 bestseller, The World Is Flat, Thomas L. Friedman argues that countries compete on an increasingly level playing field. But, does that argument hold over time when tested empirically? In some economic sectors the answer is "maybe," while in most sectors the answer is a simple "no." So, what does this mean for global business strategy?
by Tomas Hult (Volume 1, Number 2, pp. 1-2, 2007)
Executive Briefing: Despite the importance of supply chains to firms, we know little about the intangible aspects of why some global supply chains excel while others struggle. The fit among strategy and knowledge elements is a key determinant of global supply chain performance. But, which knowledge elements should be stressed by which firms?
by Tomas Hult (Volume 1, Number 3, pp. 1-2, 2007)
Executive Briefing: Market orientation has been in vogue since the late 1980s but is it really the preferred way of operating internationally? Not really! Outside the U.S., firms need to focus on a number of stakeholders beyond customers and shareholders?
by Tomas Hult (Volume 1, Number 4, pp. 1-3, 2007)
Executive Briefing: Does your global supply chain adopt a narrow or broad focus? Is either of speed, quality, cost, or flexibility the key outcome in your chain? If so, certain elements drive your performance more than others. But if you truly go for the gold standard, your focus is probably on running a strategic global supply chain (SGSC). Do you know the drivers of a SGSC?