Firms compete today in a situation of intense rivalry, in global markets that are subject to political, social and technological instability. As a result, no company can rely only on its own resources, knowledge and skills as it did in the past. Global managerial economics demands ramified, widespread and strongly inter- related organisations (networks). These complex structures favour managerial capabilities and outsourcing relations with co-makers and external partners (competitive alliances). The corporate culture therefore evolves into cross-cultural management, designed to overcome the physical limits of competition (market- space management) and the local environment. In global markets, a network corporate culture makes it possible to create organisations with uniform structures, stimulated and checked by a system of communications networks (Internet; Intranet; Extranet), and it presupposes different levels of performance evaluation, which envisage an estimate of the strategic harmonisation (chairman leadership) and of operating harmonisation (management leadership).

Brondoni, S. (2008). Market-Driven Management, Competitive Space and Global Networks. SYMPHONYA, 1, 14-27 [10.4468/2008.1.02brondoni].

Market-Driven Management, Competitive Space and Global Networks

BRONDONI, SILVIO
2008

Abstract

Firms compete today in a situation of intense rivalry, in global markets that are subject to political, social and technological instability. As a result, no company can rely only on its own resources, knowledge and skills as it did in the past. Global managerial economics demands ramified, widespread and strongly inter- related organisations (networks). These complex structures favour managerial capabilities and outsourcing relations with co-makers and external partners (competitive alliances). The corporate culture therefore evolves into cross-cultural management, designed to overcome the physical limits of competition (market- space management) and the local environment. In global markets, a network corporate culture makes it possible to create organisations with uniform structures, stimulated and checked by a system of communications networks (Internet; Intranet; Extranet), and it presupposes different levels of performance evaluation, which envisage an estimate of the strategic harmonisation (chairman leadership) and of operating harmonisation (management leadership).
Articolo in rivista - Articolo scientifico
Market-Driven Management; Global Managerial Economics; Cross Cultural Management; Global Markets; Global Network; Competitive Alliances; Outsourcing; Co-Makership; Chairman Leadership; Management Leadership
English
2008
1
14
27
none
Brondoni, S. (2008). Market-Driven Management, Competitive Space and Global Networks. SYMPHONYA, 1, 14-27 [10.4468/2008.1.02brondoni].
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Utilizza questo identificativo per citare o creare un link a questo documento: https://hdl.handle.net/10281/32734
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