STRATEGY IN THE GLOBAL ENVIRONMENT

Strategy in Global Environment

Strategy in Global Environment

Introduction

The resulting business literature on global competitive advantage through the contingency approach, which dominates achievement of fit between company's strategy, structures and processes, and competitive conditions in favor. However, most support for this view has been anecdotal and rigorous empirical evidence has been lacking. This study takes the more proactive stance and integrates perspectives from international business and strategic management to the resource-based model of global sustainable competitive advantage (GSCA) proposes. A number of hypotheses about nature of global resources and relationships between these resources are presented and sustained superior performance. (Gnyawali 2007 20)

Discussion

Globalization has one of dominant themes in science and industry in last two decades. The growth and diversity of global business has been mirrored by rise of academic research addressing management of companies across national borders. For example, research found that in years before 1960, only sixteen research projects provided their definition of international business, but has since increased dramatically in field. However, it remains means by which each companies the competitive advantage and enhances corporate performance in the global environment is poorly understood. Much of existing literature global strategy has the strong deterministic flavor, for example, where environment often to pressure for global integration and local responsiveness had to exercise. (Aaker 2003 106) The normative implication of this attitude is that as pursuit of the global strategy is highly desirable when an industry shows global characterisitics. However, so far there is only anecdotal evidence to this claim, and rigorous empirical reasoning was lack of support.

 

Global Dimension Of Strategy

The concept of military strategy framework based on modern business concepts developed to interpret direction of company their formation, survival and continued success. In ancient China and ancient Greece, for political and military leaders on their knowledge of strategy was based win victories, to understand their enemies and conditions of warfare, to assess their own strengths and weaknesses, and frame plans of battle, it is possible to throughout war to win. In 19th Century provided military leaders such as Karl von Clausewitz similarities between war and trade and transfer advising strategic know-how for commercial activities. will in fact, business and war both involve the conflict of human interests, in which large organizations compete for resources, trust, win on leadership, discipline, intelligence and design offensive and defensive moves, and consider uncertainty and risk. However, when compared to war, competition is not the zero sum game, it is primarily the creative rather than destructive activity and is usually carried out in the civilized manner. (Amit 1993 46)

They could visualize future and generate innovative business models. And appointed the manager of successful management of budget planning techniques in manufacture future-oriented decisions. However, it was only created in 1960s, radical changes in competition, technology and internationalization of economy, conditions for conceptual breakthrough in economy and corporate strategy. For example, generated emergence of large conglomerates attention operations. Rapid technological progress increases, along with the growing variety of customers and markets, complexity of decisions ...