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International Business Institute

Past Practitioner Impact Articles

Travel Lag

Impact
Volume 18, Number 8, 2012

Travel Lag: Research by Paul Beamish shows that companies need to keep an eye on travel time when setting up new subsidiaries.

To read the article, click here.  


Emerging Market Consumers

Canadian Business Journal, March 11
by Dave Wu (MBA 2009)

Operating in an emerging market requires an open-minded and patient approach. Dave Wu observed that consumers in emerging markets often value practicality more than status symbol. "If you plan to target mass market, can you compete with local players on margin and also build a strong distribution network? If you’re going for premium brand strategy, can you sell and deliver your brand perception?" said Wu.

To read the article, click here


More than a handshake

Impact
Volume 17, Number 3, 2011
by Dina Ribbink

“The more different the parties were culturally, the more clauses were included in the contract,” Ribbink founds in her research. For example, a contract with China was considerably more complete than a contract with a neighbouring European country. These findings were consistent all along the cultural distance continuum.

To read the article, click here.


Co-creating Value: The changing face of global outsourcing

Impact
Volume 17, Number 2, 2011
by Ning Su

Outsourcing today requires more than just setting up an office in a low-cost country. Ning Su, Assistant Professor of Information Systems, explores how companies from developed economies and emerging markets can share innovation and knowledge to create value for each other.

To read the article, click here.


The International Joint-Venture: A Discussion with Professor Paul W. Beamish

Ivey Business Journal Online, January/February 2010
by Paul W. Beamish

To read the article, click here.


An Interview with Christopher Bartlett

Ivey Business Journal Online, January/February 2010
by Stephen Bernhut

Christopher Bartlett is one of the most prolific management thinkers, authors and academics of our time. He is the author or co-author of eight books, including Managing Across Borders: The Transnational Solution (Sumantra Ghoshal), named by the Financial Times as one of the 50 most influential books of the twentieth century, and The Individualized Corporation, named by Strategy + Business as one of the best business books for the Millennium. Another co-authored book, Transnational Management: Text, Cases and Readings in Cross Border Management, is about to have its 6th printing. Christopher Bartlett has also researched and written over 100 case studies and teaching notes.

To read the interview, click here.


The Emerging Market to Emerging Market Opportunity: Are you Ready to Play?

Ivey Business Journal Online, January/February 2010
by Niraj Dawar

Trade patterns in Asia are shifting and traditional business models, built on buying cheaply in Asia and selling at higher prices in the United States, won’t easily fit the new reality. Multinationals need to evaluate the suitability of their business models for the booming opportunities in trade between emerging markets. 

To read the article, click here.


The Passage to India

Ivey Business Journal Online, January/February 2010
by Carol Stephenson

Emerging markets, and notably India, have a voracious appetite for business knowledge. Their workforces are keen, nimble and bright. They need young managers and many organizations could benefit from more business knowledge to take their companies to the next level.

To read the article, click here.


Marketplace Literacy: A Key to Unleashing Rural Consumption and Entrepreneurship

Wall Street Journal, September 2, 2009
by Madhubalan Viswanathan and Srinivas Sridharan

As part of WSJ's dedicated site on Rural India, the article reveals insights gained from a marketplace literacy educational program administered in South India and how such education has potential to spur entrepreneurship in rural marketplaces.

To read the article, click here.


The Learning Space

Times of India Delhi, June 8, 2009
by Charles Dhanaraj and Paul Beamish

Since the business world is always changing, there is demand for timely and relevant information that drives B-schools around the world to do research. Asian economies have seen an increase in new B-schools, and many schools report rising enrolments, so the issue of research is vital. The need for research is also evident in situations such as the current economic crisis.

To read the article, click here.


From subsistence to sustainable: A bottom-up perspective on the role of business in poverty alleviation

Economist Intelligent Unit - Executive Briefings, April 24, 2009
(article first appeared in Ivey Business Journal March/April 2009)
by Madhubalan Viswanathan and Srinivas Sridharan

The efficacy – and appropriateness – of monetizing the poor may be questionable for some. Reality and research, however, suggest that enabling the poor to make the economic and psychic step up from merely subsisting has transformative benefits. These authors have conducted extensive research on how helping the poor make the move up ought to be done and how the benefits of such a move underpin change that lasts.

To read the article, click here.


Laying a Strong Foundation at the Base of the Pyramid

Impact
Volume 15, Number 6
by Srinivas Sridharan

The World Bank estimates that 3 billion people in the world live on less than $2 a day. They are members of the world’s poorest populations and their biggest hope may lie in the development of a burgeoning entrepreneurial spirit. Professor Srinivas Sridharan's research examines and explains how consumption and entrepreneurship are inseparable among the global poor, and that living in poverty does not preclude opportunities that can produce positive outcomes. It can, in fact, produce an entrepreneurial spirit – and a strong foundation for economic progress.


Making Collaborations Work

Impact
Volume 15, Number 3
by Charles Dhanaraj

Although statistics indicate that joint ventures (JVs) are high risk and often fail, these risks can be reduced dramatically by establishing the right structure for the partnership, according to research from Professor Charles Dhanaraj.

Managers thinking about an alliance or joint venture often focus on the wrong things and ask the wrong questions.  In this month's issue of impact, Professor Charles Dhanaraj reveals what managers should focus on, the correct structure for a successful joint venture, and the importance of "relational capital" and collaborative leadership.


Lessons from the 1997 Asian Economic Crisis

Financial Times (FT.Com), January 22, 2009
by Paul Beamish

When it comes to managing in a downturn, multinational companies may find guidance from lessons learned from past economic crises.  Paul Beamish, director of the Asian Management Institute at the Richard Ivey School of Business, has written an article for the Financial Times on lessons from the 1997 Asian Economic Crisis.  The article draws from his research with Chris Chung from Florida International University and Jane Lu from National University of Singapore.  It discusses the benefits of being part of a multinational network during times of economic crisis due to the flexibility for subsidiaries to modify their operating routines to increase their effectiveness.  Beamish also explains why acquired wholly owned subsidiaries and joint ventures staffed with expatriates give companies greater control over the establishment of strategy and daily operations.

To read the article, click here.


Joint Venturing

by Paul W. Beamish

This reader-friendly book is about best practice in joint ventures: the factors and processes which lead to success. Joint ventures can work. They require however an open mind, and the willingness to work through a series of questions which are provided. These relate to: testing the strategic logic; partnership and fit; shape and design; and operating the JV.

The format of the book is intentionally conversational. It uses the Socratic method (question, answer, question, answer) which works so effectively in a case study classroom. Here the “classroom” is several business class seats on an international flight.  This book is written for practicing managers and executives. Those contemplating the formation of a JV and those currently engaged in JVs will see improvement in the duration and performance of their collaborative ventures by following the recommended actions.


How to Meet China's Cost Innovation Challenge

Ivey Business Journal Online, November/December 2008
by Peter Williamson and Ming Zeng

Forget the idea that the rise of Chinese competitors simply means cheap, low-quality imitations flooding world markets. Chinese companies are starting to disrupt global competition by breaking the established rules of the game. Their tool of choice is cost innovation, the strategy of using Chinese cost advantage in radically new ways to offer customers around the world dramatically more for less. This article describes just how Chinese companies are doing it and suggest strategies to counter Chinese “cost innovation.”

To read the article, click here.


Toy Recalls and China: One Year Later

Asia Pacific Foundation of Canada, Research Report, November 2008
by Hari Bapuji and Andre Laplume

A follow-up report "Toy Recalls and China: One Year Later" by Professor Hari Bapuji and Andre Laplume was published by the Asia Pacific Foundation of Canada.  This paper analyzes the data on toy recalls and notes that the number of recalls continued to increase in 2008. However, the total number of toy units recalled appears to be decreasing. This decrease in units, relative to recalls, is particularly salient for toys recalled for excessive levels of lead. Further, a marginal increase in the recalls of toys made in countries other than China is noted.

To read the article, click here.


The TATA Way: Evolving and Executing Sustainable Business Strategies 

Ivey Business Journal Online, March/April 2008
by Oana Branzei and Anant G. Nadkarni

This best-practice example demonstrates how a firm can sustain competitive advantage and be socially responsible. Starting with a Tata Workout in 2001, CEOs of the TATA companies have collectively evolved an integrated approach to embedding a sustainability mindset into their systems, people, and processes. In 2007, their efforts culminated in the launch of a Leadership Protocol that promotes both a systemic legacy and personality footprints for the next generation of TATA leaders. The authors discuss how this comprehensive approach for the execution of sustainability strategies can strengthen the connection between corporate social responsibility and global competitiveness.

To read the article, click here.


Avoid Hazardous Design Flaws

Harvard Business Review, March 2008, 86(3): 23
by Hari Bapuji and Paul W. Beamish

Companies can do a much better job of avoiding the design mistakes which are at the root of the majority of toy recalls. Companies should establish a learning culture in which employees feel safe reporting concerns. Once a product flaw is discovered, they should engage in reactive learning by examining and improving the systems and processes that contributed to it. Companies should also engage in four major types of proactive learning: study competitor’s recalls and overall recall trends; listen to design and test engineers; test effectively for safety issues; track customer feedback.

To read the article, click here.


Toy Import and Recall Levels: Is There a Connection?

Asia Pacific Foundation of Canada, Research Report, November 2007
by Hari Bapuji, Paul W. Beamish and Andre Laplume

To read the article, click here.


Toy Recalls - Is China Really the Problem?

Asia Pacific Foundation of Canada
Canada-Asia Commentary Number 45, September 2007
by Hari Bapuji and Paul W. Beamish

In the wake of backlash against Made-in-China toys in 2007, two studies done by Ivey Professor Paul Beamish and his colleagues at the University of Manitoba, Professor Hari Bapuji and Andre Laplume, generated significant international attention.  The two studies: “Toy Recall – Is China Really the Problem?” and “Toy Import and Recall Levels: Is There a Connection?” were published by the Asia Pacific Foundation of Canada and quoted in over 200 media outlets.  The earlier research showed that most toy recalls were the results of design flaws by the creator companies rather than attributed to Chinese manufacturers. The follow up findings showed that toy recalls have increased at a faster rate than the increase in imports from foreign countries. Also, design-related recalls were higher, and increased faster, than manufacturing-related recalls, and that the trends were less pronounced for Chinese-made toys.

To read the article, click here.