Titlebook: Global Enterprise Management, Volume II; New Perspectives on Angelo A. Camillo Book 2015 Palgrave Macmillan, a division of Nature America

bradycardia

書目名稱Global Enterprise Management, Volume II影響因子(影響力)




書目名稱Global Enterprise Management, Volume II影響因子(影響力)學科排名




書目名稱Global Enterprise Management, Volume II網絡公開度




書目名稱Global Enterprise Management, Volume II網絡公開度學科排名




書目名稱Global Enterprise Management, Volume II被引頻次




書目名稱Global Enterprise Management, Volume II被引頻次學科排名




書目名稱Global Enterprise Management, Volume II年度引用




書目名稱Global Enterprise Management, Volume II年度引用學科排名




書目名稱Global Enterprise Management, Volume II讀者反饋




書目名稱Global Enterprise Management, Volume II讀者反饋學科排名

Pathogen

干涉

Effective Boundary Spanners in IJVs Experiencing Performance Downturn,). In short, because IJVs are prone to interpartner conflict (Hambrick et al., 2001), they are fundamentally unstable, with only a minority surviving beyond a few years (Kogut, 1989; Park & Ungson, 1997).

廣大

衍生

spinal-stenosis

nd competencies to be rotated anywhere in the world. While most books addressing global management have focused on the practitioner experience, theory, or academic knowledge relevant to one region or country, Global Enterprise Management unites all these approaches in a practical framework designed

spinal-stenosis

https://doi.org/10.1007/978-3-030-25425-4 of businesses in order to tap into international markets. Organizations also intend to draw upon skilled and affordable talents in less-developed economies to enhance their competitiveness. In this context, GDTs would be an element of organizational structure for many enterprises in the near future.

Hyperlipidemia

Peter Cochrane,Ahmed Elmagarmidced from the Airbus Company’s global partners, that is, the wings are built in the United Kingdom (Europe), the fuselage in France (Europe), the tail in Australia (Australasia), and the cockpit in Japan (Asia). Such an engineering business phenomenon really and truly characterizes the Airbus Company as a global business venture.

cataract

https://doi.org/10.1007/978-3-031-26232-6oach). On the other hand, more recent evidence (e.g., Dowell et al., 2000) suggests that some MNEs increasingly self-regulate their operations and implement more globally uniform CSR standards (i.e., the self-regulation approach).

Spangle