This paper reports some of the findings of a study on environmental scanning practices in six large Korean firms and compares the results with those of previous studies on scanning conducted in the United States. Such comparisons are made for both the scanning behaviors of individual managers...

This paper reports some of the findings of a multi-phased, multi-method study on the organizational attributes that facilitate creation, adoption, and diffusion of innovations by subsidiaries of multinational companies. Comparison of results obtained through case research in nine companies,...

We revisit the self-interest view on human behaviour and its critique, and propose a framework, called self-love view, that integrates self-interest and unselfishness and provides different explanations of the relationship between preferences, behaviour, and outcomes. Proponents of self-interest...

In this paper we investigate some of the organizational factors that influence subsidiary-headquarters and intersubsidiary communication in multinational companies. Our study is based on data collected from 164 senior managers working in 14 different national subsidiaries within the consumer...

Under the careful direction of its President, Dr Yoshio Maruta, the Kao Corporation of Japan had become pre-eminently a 'learning organisation' since the 1970s. But could it transfer its learning capability and domestic market success to the US and Europe? Sumantra Ghoshal and Charlotte Butler...

The story of the acquisition of Zanussi by Electrolux, a process begun in 1983, is a classic success one involving an aggressively acquisitive company growing strategically in a difficult industry. Although Zanussi was not targetted, the troubled Italian producer was a very good fit for the...

Sumantra Ghoshal discusses the main features of his and Christopher Bartlett's new book, The Individualized Corporation, leading on to some of his current thinking on management issues in multinational corporations. Much of the book is devoted to describing the new corporate model, and to...

Large, diversified companies which flourised in the early decades following the Second World War are in deep trouble. The organizational structure of this period which provided the elixir -- the multidivisional enterprise -- has proved incapable of meeting the changed world environment and the...

The relationship between individual employees and their employing organizations is undergoing fundamental changes. Increasingly, the employee is less a malleable resource for the company and more a mobile investor of his or her own human capital. Defining human capital as the composite of an...