Ethnicity affects progression at work, say business leaders

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Paper details
BAME employees ?not on the radar? of boards, with
unconscious bias and ?old boys? networks? to blame
Almost three-quarters (71 percent) of senior executives believe their ethnicity
or race has had a significant impact on their career, according to a new report
which lays bare the lack of progress on inclusive at all levels of business.
The study, from networking platform Engage and recruiters Harvey
Nash, surveyed 130 senior executives from various cultural backgrounds. Just
over half (52 percent) of respondents said CEOs and executives lack an
understanding of the benefits of a diverse board, while 62 per cent felt people
from ethnic minorities were ?not on the radar? of leadership teams or
executive search firms.
Leaders from ethnic minority backgrounds suggested that the unconscious
the bias of CEOs and boards ? which are 95 percent white among the FTSE 100
? is preventing BAME employees from reaching the upper echelons of
business. Four-fifths (82 per cent) of all leaders felt that factors aside from
their merits and qualifications had hindered their career progression.
The figures follow a recent investigation from the Equality & Human Rights
Commission (EHRC), which found that only 13 per cent of FTSE 100
companies provide training on equality law or avoiding unconscious bias to
those with board recruitment responsibilities.
Denise Keating, chief executive of the Employers Network for Equality and
Inclusion (enei), said the outdated “‘old boys? network? was still being used
widely in businesses, and that too few companies are setting targets for
BAME candidates or actively encouraging them to apply for roles.
?Perception is reality and if people believe [they are being held back] then
there is clearly an issue which needs to be addressed,? said Keating. ?Some
employees can be ?kept out? through organisational culture and leaders?
negative behaviours, such as focusing on how a new board member may ?fit
in? with them.
?There?s a wealth of research showing that diverse executive boards enjoy
significantly higher earnings and returns on equity (ROE). For instance, an
EHRC report found that companies with the highest levels of diversity had
ROE that was 53 percent higher than those with the least.?
The Engage/Harvey Nash report suggests a number of actions BAME leaders
feel would improve diversity on boards, including: targeting recruiters to
include diverse candidates on shortlists (36 percent); educating CEOs and
boards on the value of diversity (32 percent); and insisting on transparency
and reporting on both the full recruitment process and ethnic diversity at
executive and board level (28 per cent).
Keating backed the call for greater accountability: ?Diversity should be on the
board agenda and there should be targets for individual board members to
achieve, including a requirement to regularly report progress. Boards also
need to be trained in both inclusive leadership and unconscious bias, and
communication needs to focus on progress, role models and the
organisation?s commitment, as well as its overall intentions.
?Organisations with a lack of board diversity need to find out what is really
happening, and set standards to achieve progress,? she added. ?This includes
using staff surveys, networks and focus groups to get feedback, and
developing action plans to address them at every level in the organisation.?
Source: CIPD, July 2016
(http://www.cipd.co.uk/pm/peoplemanagement/b/weblog/archive/2016/07/14/e
ethnicity-affects-progression-at-work-say-business leaders.aspx?utm_medium=email&utm_source=cipd&utm_campaign=pm_dail
y&utm_term=524103&utm_content=pm_daily_140716-6566-13517-
20160815100946-Ethnicity%20affects%20career)
Task:
Following the above scenario, you are required to write a report including the
following tasks;
1. Almost three-quarters (71 percent) of senior executives believe their,
ethnicity or race has had a significant impact on their career, according
to a new report which lays bare the lack of progress on inclusive at all
levels of business.
Referring to the types of discrimination, analyse the various aspects of
discrimination associated with the individual?s career progression that
may have experienced by the employees from an ethnic background.
2. There are challenges for organisations to improve fairness at work by
encouraging fair employment practices.
In relation to the career progression issue experienced by ethnic
managers, raised by the above article, critically discuss how
organisations can address inequality and discrimination in the
workplace. Your analysis should refer the importance of organisational
practices and policies for the equality.
(Total word limit: 2000 words)


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Joint venture between European and Chinese companies

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Mercedes entry to Chinese market
This paper aims at discussing the possible problems that can arise when a European multinational company enters into a joint venture with a Chinese company. To better understand this issue, a case study of Mercedes entry to Chinese market will be used. The cultural examination will a apply Hofstede’s framework of cultural dimensions, and the Guanxi tradition of the Chinese people. After establishing the possible cultural problems that are bound to arise, the paper will offer possible strategies that the multinational should implement to resolve the problems.
Explaining the cultural web: Factors and elements
It was Gerry Johnson (1988), who formulated a cultural web, where he identified six aspects that can be applied to explain organizational culture. These aspects are underlined below:
The paradigm: this explains the basics of the organization, in terms of its activities, mission, vision and values.
Control systems: the mechanism implemented to check the operations of the organisation. An organization with a role culture will heavily depend on rules and regulations.
Organisational structures: these comprise the hierarchies, reporting ranks and the manner in which work runs through the organisation.
Power structure: explains how decisions are made within the organization, whether it is made at the top or spread throughout the organization.
Symbols: they entail organisational logos; though as well include symbols of authority for example, executive washrooms.
Rituals and routines: entails how management meeting are carried, board reports and other meetings, they maybe more routinely than required.
Stories and myths: they give past account of people and events aimed at telling others the values that are important within the organisation (Johnson, 1988).
1? National culture and business culture of Chinese
Corporate culture National culture Business culture Problem
People oriented Confucian People-oriented management style
Interpersonal relationship Personal relationships may interfere with business operations
Power culture (power is at the top) High power distance High respect for the authority, thus managers is fully obeyed. It is difficult to initiate changes in such an organisation
Constructive culture. (people perform tasks as a group) High uncertainty avoidance Communication is pensive and intuitive. change is not easily accepted Leads to ineffective communication or miscommunication
Group culture (the success of the all employees is stressed) collectivism Social relationships and welfare are highly valued when doing business. People do not take Individual responsibility or initiatives
Role culture (work is clearly delegated to employees) femininity Social roles are clearly defined and men are expected to take leadership in business dealings. It is difficult for women to be promoted and advance their careers
The likely issues that will need to be addressed to ensure integration of the two
1. The issue of collectivism and individualism dimension
To begin with, based on Hosfstede’s framework, and looking at the collectivism and individualism dimension, China is highly a collectivistic society (Hosfstede, 1980). This stems from the Confucian culture followed by the Chinese people. According to Morrison (2006) Confucian values include, loyalty, obedience to those in power, and hierarchy. These values remain crucial aspects in the development of social fabric in China, and it’s still applicable in Chinese business culture even today. the Chinese people value so much social relations as well as group well being, this implies that individual efforts are expected to be directed towards achieving the common good (Morrison, 2006). On the opposite, western cultures, for example Germany, are highly individualistic, stressing individual realization. Thus, the Chinese collectivism culture and Germany‘s individualistic cultures create a direct conflict between these two cultures.

 
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INTERNATIONAL LEADERSHIP

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INTERNATIONAL LEADERSHIP
Significance of Innovation and Creativity in International Business
Creativity and innovation is central to the repositioning of organizations in the uptake of new technologies and new techniques. International businesses rely on innovativeness and creativity of the management to enhance business developments in the provision of new products and services, and to formulate and implement strategies to secure competitive advantage. Through processes of change and innovations, global companies have rewritten patterns of competition in emerging and existing global markets, they have become rule makers and rule breakers, and they have developed new ways of operating and competing in a dynamic economy (Fo?Rster and Kreuz, 2007). The continuity of business entity requires innovation and creativity, and the basic knowledge and experience on the managerial aspect of the resources available within the entity. Business success also rests on making the right changes, on choosing the right ideas and implementing innovations that will make a difference.
1.2. Elements of Innovation and Creativity
International businesses have developed strategies that ensure that the management realizes the desired competitive advantage in the economy. One such way is embracing innovativeness and creativity in their operations. However, implementing innovation in an international business requires leaders who can integrate company’s objectives to meet the desired innovativeness (Krippendorff, 2010). Leadership style plays a key role in determining the direction of the firm in terms of its innovativeness and creativity. Organizational leaders who are rigid to change can find it difficult to initiate the required changes in terms of innovations within the organization. In addition, the organization structure also provides a platform over which the employees can practice innovativeness and creativity (Hasenfeld, 2009). The structure in an organization should encourage employees to be creative and innovative; otherwise, this change would not be realized.
1.3. Objectives of this study
Organizations, whether domestic or international, would always aim at achieving success and competitive advantage in the line of their operation. Achieving this success requires organizations to embrace creativity and innovativeness. In this study, the aim is to critically assess employee creativity and innovation in ensuring that an organization becomes competitive in the dynamic economy. This will be done through assessing the theories of innovation and creativity in the international market. The study will also concentrate on the literature review of the previous studies on the role of leadership in harnessing innovativeness and creativity. Finally, different leadership styles and approaches will be assessed, and assess how leadership styles can encourage creativity and innovation.
2.0. Critical Analysis
2.1. Innovation and Creativity: Theoretical Perspective
In this section, the focus will be on the key definitions of innovation and creativity and discussions of their potential impacts on organizational outcomes.
2.1.1. Definitions
Creativity and innovation are both issues of considerable interest to the management field as they are the primary means by which organizations survive and thrive in changing and uncertain circumstances. However, majority of the scholars believe that creativity and innovation are similar, and the management requires both for them to be successful. Although they are interrelated, there is a distinct difference between the two concepts and their applications in the international business management.
According to Daft (2003), creativity is an element in which organizations rely for competitive advantage. The most profitable organizations often rely on creativity of the management to devise new products that can meet the demands and needs of the consumers in an effective way than the products of the competitors. Creativity has a direct implication on the profitability of the organization. One example of a firm that has fostered creativity is the computer and IT sector. The consumers’ needs, in IT sector, are dynamic and the management should always be creative in devising new products in order to attract new customers.
On the other hand innovation, according to Von Stamm (2008), is process in which the company fosters idea generation and transformation that can be implemented in the operations of the company. Innovation process is the end product of creativity. Generally, innovation occurs in four phases; generation of ideas, screening of the idea, feasibility test, and implementation process. As creativity involves generating new ideas in the organization’s process, innovation involves implementation of the idea generated. Companies that benefit from creativity and innovation are known to increase their sales revenue and improve their efficiency. These two concepts must always be undertaken simultaneously for the company to realize the desired success and social benefits such as employee motivation and team working.
2.1.2. Potential Impacts on Organizational Outcomes
International business organizations have attributed innovation and creativity to positivity, and increasing the firm’s competitive advantage across the globe. According to Sarmento (2011), creativity and innovativeness of the management has facilitated an increase in technical efficiency. The production capacity has increased, as the management is doing the right thing in ensuring that the needs and demands of the consumers are met within a stipulated time. Strategies to increase to improve the growth aspect of organizational activities have been realized.
Consequently, organizations that embrace creativity and innovation have enhanced employee motivation. Employees are encouraged to undertake initiatives that would explore their, otherwise unexploited, talents within the organization (Martins and Terblanche, 2003). Giving an employee the freedom to generate and implement new ideas within the organization would encourage them to work extra hard in their endeavours. It shows that they are part of the changes that the management is implementing in the organization; therefore, encouraging them to be more productive and creative. Yahoo Inc, for instance, is operating in a sophisticated business and creativity of employees is critical in maintaining their customers. The company is giving employees freedom to generate and implement new ideas; otherwise, it will succumb to financial loss and lack of customers.
2.2. Literature Review on the trends in an Organization
In this section, the analysis of mediating effect of organizational culture, organizational structure and processes that stimulate creativity and innovation are assessed.
2.2.1. Organizational Culture
Organizational culture is one of the factors that would either facilitate realization of other organizational factors or impede its operations. Factors that depend on organizational factor for success include creativity and innovativeness of the organization. These enabling organizational cultural aspects include organizational encouragement, supervisory encouragement, work group encouragement, freedom or autonomy, and resources (Martins and Terblanche, 2003). Google Inc has performed immensely due to its encouraging organizational culture that provides independence to its employees. The company gives employees the freedom to implement new ideas and strategies without being coerced by the management. The same scenario is evidence in Apple Inc and Yahoo Inc.
2.2.2. Organizational Structure
Employee motivation is critical for every successful organization. One such way of motivating employee is to encourage him or her on any form of initiative that he or she has undertaken; whether successful or it has failed. New ideas can only be implemented in an organization when mistakes are not reprimanded but encouraged. Apple Inc motivates employees to devise new ideas and strategies that would realize creativity, and this has seen them become leading IT firms across the globe.
Communication within an organization often discourages employees who are willing to formulate new ideas (Weth, 2007). The management should not have cumbersome and complex channel of communication, but it should be simple and versatile. The CEO of Apple Inc can interact freely with subordinate staff, and this encourages them to share their ideas with the top-level management without following a complex channel of communication.
2.3. Leadership: Literature Review
In this section, definition of innovative leadership would be assessed, changes required by leaders to cultivate innovation processes, significance of leadership in championing for innovation and creativity in the organization, and the influence of culture on leadership.
2.3.1. Definition
There is no specific and outright definition of leadership that can be accepted in the economy. It is believed that leadership is a phenomenon that has not yet been coherently understood by most of the scholars. However, Sloane (2007) posits that leadership is individual’s ability to supervise or manage the operations within an organization. Such an individual not only have to supervise the subordinates, but also influence their operations and motivate them on the right course of actions. Although decision making process lies extensively on overall leader of an organization, one can rely on the opinions of the employees in determining the viable and subtle action to be implemented. Bertocci (2009) postulates that a successful leader should always have a cordial relationship with other employees, as this will facilitate an ease in sub-ordination of duties.
2.3.2. Leading versus Managing
Organizations, of the ancient times, often conceived that leadership is one of the heroic attribute, and their functions were majorly ceremonial. Appointment to the senior positions was a prestigious act (Krippendorff, 2010). However, in the modern times, there is need to recognize and utilize the extensive nature of leadership practices. Leadership needs to be conceived of as something that happens across functions and levels. New frameworks and strategies have been adopted in an attempt to increase the all-inclusive approach to leadership.
There has been an increase in the development and use of change methods as a result of increasing demands to change fostered by creativity and innovation. Most organizations have utilized methods like business process reengineering, total quality management or continuous improvement. Ideally, change strategies are devised with an aim of dealing with the incumbent transformation in the economy. These can be changes in the market place, customer needs, technology, or the structure of knowledge. Managing these changes requires a leader that understands the trends in the economy and appreciates the effect or impact of innovation and creativity (Northouse, 2010).
Some of the key traits that an innovative leader should possess include demonstrating a clear understanding and relationship between the top management and the lower level employees, providing a clear direction that should be followed by the organization, and demonstrating leadership qualities that are not rigid to changes in the economy. Although the management also plays key role in maintaining the efficiency and effectiveness of operations in the organization, leaders should also be flexible in ensuring that the efficient operation within the organization is realized.
2.3.3. Changes in Leadership
Unlike the traditional aspect of leadership, the current dynamic economy requires versatile leaders who can assess the economy and determine the positive and negative trends that will affect the operations of the entity (Northouse, 2010). In the IT sector, for instance, Apple Inc is constantly reviewing the changes and trends in the economy to determine the consumer’s preferences and needs. Although other sectors may be rigid to organizational change, Apple Inc is in a business environment that is constantly changing. With such changes in the sector, the organization should have a leader that embraces changes in the economy. It is difficult to have a leader that can change his or her objectives within a short period of implementation, but that is the case with innovative leaders—change is imperative.
2.3.4. Significance of Leadership in Championing for Innovation
Leaders play a critical role in ensuring that successful implementation of strategies in the organization is realized. One such aspect is through motivating the employees to initiate new ideas and implement them for the good of the organization (Northouse, 2010). Google Inc initiative of encouraging and fostering employees to increase their innovativeness through idea generation have not always realized success, as some of the ideas are bogus and cost the company a great deal of financial loss. However, an innovative leader would not rely on the mistakes of the employees, which would discourage them, but encourages them to continue with their innovation and creativity. With this strategy in place, both Yahoo Inc and Google Inc have commanded the internet search engines for over a decade.
2.3.5. Influence of Culture on Leadership
Global organization face challenge when operating in new cultures that are quite different from the domestic culture that they are used to. Leadership can be influenced by different cultural aspects that include power distance, orientation, gender inclination, uncertainty avoidance, and individualism/collectivism. According to Ashkanasy et al. (2011), uncertainty avoidance plays a critical aspect when assessing the cultural integration and leadership techniques that gel well in international operations. It is difficult to determine the implication and perception of leadership characteristics in a foreign economy.
2.4. Leadership Styles
In this section, leadership styles that encourage innovation and creativity will be assessed, and they include transformational leadership, share leadership, and transactional leadership.
2.4.1. Transformational Leadership
Transformational leadership focuses on inspiring and stimulating employees to realize extraordinary objectives and outcomes. When they encourage employees to achieve high expectations, it also encourages them to develop their leadership traits. With such a motivational factor, these leaders enable employees to develop and grow in their area of their expertise as long as they articulate to the objectives and goals of the company. They are known for the aspect of motivating employees to do more than they originally intended and often even more than they thought possible. Such leaders also encourage high and challenging strategies and expectations as it is these challenges that will improve the performances of the organization (Prince, 2005).
Transformational leaders also tend to have more committed and satisfied followers, moreover, they also motivate and encourage employers and focuses on the personal development and individuals’ needs of employees, as they understand that it will encourage them to develop their potential in the sector (Northouse, 2010). There is no doubt that transformational leadership enhances efficiency of an organization. Apple Inc embraces such leadership style, and employees are encouraged and motivated to undertake innovative ideas and implement them. The same scenario is witnessed in the leadership style of Google Inc where idea generation and creativity is encouraged.
2.4.2. Shared Leadership
Shared leadership, according to Carson et al. (2007), is only felt in organizations that embrace team work. The leadership style encourages team members to actively participate in their groups in order to realize strategic goals and objectives. Such leadership style focuses on empowering the team members, though it is not a prerequisite condition that should be displayed by the leaders of the teams.
Shared leadership encourages shared cognition in which the team members possess similar strategies and knowledge regarding the vital aspects of the organization’s internal and external environment. As it is based on self-managed work teams, the leadership style encourages team members to have their own team leader who foresee the operations and initiatives of the team with focus on the overall organization’s objectives and mission. Team work, in an organization, have been perceived to be the answer to performance problems, and with these initiatives in place, the organization is assured of success in integrating innovation and creativity into the system (Pearce, 2003).
2.4.3. Transactional Leadership
Transactional leadership focuses on contingent reward to the subordinate staff. The leaders are given the mandate to reward the highly performing members, in an organization, when they perform beyond the expectations. Such is a strategy that encourages employees to work extra hard when disseminating their services to the society (Northouse, 2010). Like transformational leadership style, transactional leadership is engrossed in motivating employees to maximize their abilities in order to enhance creativity and innovation. In this leadership style, leaders avoid focuses on management-by-exception in which the leaders avoid giving directions if the old ways are working and allows employees to continue doing their jobs as always if performance goals are met.
2.0. Conclusion
In this essay, innovation and creativity was introduced and its potential impacts on organizational outcomes. The essay also outlined the mediating factors of innovation and creativity that includes organizational culture and organizational structure. Innovation and creativity will only be realized where there is innovative leadership that champions achievement of success and performances. Finally, leadership styles that encourage creativity were reviewed with major concern being on the transformational leadership, share leadership, and transactional leadership. The finding of these study showed that the evolution of leadership is necessitated by the innovativeness and creativity dynamics in the economy.
REFERENCES
ASHKANASY, N. M., WILDEROM, C., & PETERSON, M. F., 2011. The handbook of organizational culture and climate. Thousand Oaks, SAGE Publications.
BERTOCCI, D. I., 2009. Leadership in organizations there is a difference between leaders and managers. Lanham, Md, University Press of America.
CARSON, J. B., TESLUK, P. E., &MARRONE, J. A. (2007) Shared leadership in teams: An investigation of antecedent conditions and performance. Academy of management Journal, 50(5), 1217-1234.
DAFT, R. L., 2003. Essentials of Organizational Theory and Design. Connecticut: Cengage Learning.
FO?RSTER, A., & KREUZ, P., 2007. Different thinking: creative strategies for developing the innovative business. London: Kogan Page.
HASENFELD, Y., 2009. Human services as complex organizations. London, SAGE.
KRIPPENDORFF, K., 2010. Way of Innovation Master the Five Elements of Change to Reinvent Your Products, Services, and Organization. Cincinnati: F+W Media.
MARTINS, E.C. & TERBLANCHE, F., 2003. Building organisational culture that stimulates creativity and innovation. European Journal of Innovation Management, 6(1), pp.64 – 74.
NORTHOUSE, P. G. (2010). Leadership: theory and practice. Thousand Oaks: Sage Publications.
PEARCE, C. L., 2003. Shared leadership: reframing the hows and whys of leadership. Thousand Oaks: Sage Publications.
PRINCE, E. T., 2005. The 3 financial styles of very successful leaders: strategic approaches to identifying the growth drivers of every company. New York: McGraw-Hill.
SARMENTO, A., 2011. Technology for creativity and innovation: tools, techniques and applications. Hershey, PA, Information Science Reference.
SLOANE, P., 2007. The innovative leader how to inspire your team and drive creativity. London: Kogan Page.
VON STAMM, B., 2008. Managing innovation, design and creativity. Chichester UK: John Wiley & Sons.
WETH, A. 2007. Managing Innovation and Creativity – How Disney Keeps Ideas Coming. Munich: GRIN Verlag.
 


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Structure and firm’s strategy

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1. Lafley & Martin (2013) “Playing To Win,”
Watch the Youtube interview of Lafely (Rooney, 2013) and identify the key theoretical concepts/models underlying his comments about how to have a winning strategy. They recommend five key questions (as follow), what can you learn about theory of International Business Strategy from them:
1) What is winning? (Lafley & Martin 2013): Answering this entails defining the company’s purpose.
2) Where am I going to play to win? (Lafley & Martin 2013): Answering this entails defining the company’s competitive advantage in specific markets.
3) How am I going to win where I play? (Lafley & Martin 2013): Answering this entails deciding how the company can create value, and sustain the customers’ “willingness to pay”.
4) What are my core competencies that are going to enable me to win? (Lafley & Martin 2013): Answering this entails defining the company’s capabilities and its uniqueness and imitability of its products or services in delivering what the consumers want.
5) What management systems and measures are going to help me execute? (Lafley & Martin 2013): Answering this entails identifying the company’s organisational culture, marketing, and operational systems and how to keep them productive in executing its strategies.
2. VRIO Checklist
Monitoring the internal resources or capabilities in corporate strategy
Theory
Barney (2002) suggested that the competency of an organisation is a key aspect for strategic review. In order to audit the capabilities and resources which contribute to the organisation’s competency we should address the following four questions about VRIO:
Value:
? do the organisation’s products/services/contribution provide customer value?
? do the resources and capabilities provide a competitive advantage?
Rarity:
? how rare are the organisation’s resources and capabilities?
? Do their competitors have similar resources and capabilities?
Imitability:
? Are the organisation’s resources and capabilities:
__tangible?
__intangible?
? Is it easy to imitate organisation’s resources and capabilities?
? Is it costly to imitate the organisation’s resources and capabilities?
Organization:
? How is the organisation approaching the development, exploitation and leverage of the potential of its resources and capabilities?
? How is the organisation approaching the development, exploitation complementary assets?
? How is the organisation managing social complexity?
? How is the organisation approaching invisible relationships to make imitation more difficult?
3. ADDING value scorecard
How to monitor the value added in corporate strategy and markets
Theory
Porter (1987; 2008) suggested that the value creation may be developed by innovation such as developing new technologies or new approaches to the market. But the important aspect of value relates to whether the customers
http://www.ghemawat.com/management/files/academicresources/adding%20valuefeb2012.pdf )
Lafley, A.G. & Martin, R.L. 2013. Playing to Win: How Strategy Really Works. Harvard Business Review Press, Boston, MA.
Rooney J.2013, “A.G. Lafley defines effective business strategy,” Forbes 22 march 2013, http://www.forbes.com/companies/procter-gamble/
are willing to pay for that technology, etc.
Practice
Ghemawat (2007) has taken these concepts of ‘value chain’ and ‘willingness to pay’ and developed a framework and a tool for the practical application of these concepts: the ADDING value scorecard. This was originally aimed at international competitive strategy assessment, but it can be adopted to examine the strategic alternatives in the public sector. The ADDING value scorecard refers to six value components namely:
Adding volume,
Differentiation or increasing willingness-to-pay,
Increasing industry attractiveness,
Normalizing risk and
Generation of knowledge and resources.
How Lafely (Rooney 2013) seems to interpret these aspects is suggested as follows (see Table B).
References:
Barney, J.B. 1996. “The resource-based theory of the firm” Organization Science. Vol. 7, no. 5, pp. 469.
Barney, J.B. 2002. Gaining and Sustaining Competitive Advantage. 2nd edn Prentice Hall, Upper Saddle River, NJ, pp. 159 – 172.
Ghemawat, P, 2007, “Global value creation: ADDING value scorecard”, in: Ghemawat, P, 2007, Redefining Global Strategy: crossing borders in a world where differences still matter, Boston, MA: Harvard Business School Publishing, Ch.4, pp.65-104.
(see also http://www.ghemawat.com/books_redefining-global-strategy )
 


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