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    Global RangeRemove Global Range →

    Research and ideas from Harvard Business School faculty on issues pertaining to businesses operating on a global scale, such as global value chains, global markets, and multinational business concerns.
    Page 1 of 8 Results
    • 08 Jun 2019
    • Working Paper Summaries

    The Gift of Global Talent: Innovation Policy and the Economy

    by William R. Kerr

    High-skilled workers in today’s knowledge-based economy are arguably the most important resource to the success of businesses, regions, and industries. This chapter pulls from Kerr’s book The Gift of Global Talent to examine the migration dynamics of high-skilled individuals. He argues that improving our knowledge of high-skilled migration can lead to better policy decisions.

    • 31 Mar 2018
    • Working Paper Summaries

    Expected Stock Returns Worldwide: A Log-Linear Present-Value Approach

    by Akash Chattopadhyay, Matthew R. Lyle, and Charles C.Y. Wang

    Over the last 20 years, shortcomings of classical asset-pricing models have motivated research in developing alternative methods for measuring ex ante expected stock returns. This study evaluates the main paradigms for deriving firm-level expected return proxies (ERPs) and proposes a new framework for estimating them.

    • 12 Mar 2018
    • Working Paper Summaries

    Using Online Prices for Measuring Real Consumption Across Countries

    by Alberto Cavallo, W. Erwin Diewert, Robert C. Feenstra, Robert Inklaar, and Marcel P. Timmer

    The increasing availability of big data can improve measurement of real consumption in closer to real time. This study shows that online prices may enhance data of the International Comparisons Program, dramatically improving the frequency and transparency of purchasing power parities compared with traditional data collection methods.

    • 14 Feb 2017
    • Working Paper Summaries

    Capturing Value from IP in a Global Environment

    by Juan Alcácer, Karin Beukel, and Bruno Cassiman

    Challenges to capturing value from know-how and reputation through the use of different IP tools is an increasingly important matter of strategy for global enterprises. They will need to combine different institutional, market, and non-market mechanisms, but the precise combination of tools will depend on local and regional institutional and market conditions.

    • 20 Oct 2015
    • Working Paper Summaries

    Internalizing Global Value Chains: A Firm-Level Analysis

    by Laura Alfaro, Pol Antras, Davin Chor & Paola Conconi

    Manufacturing activities that used to be performed in close proximity are increasingly fragmented across firms and countries. This paper provides strong evidence that considerations driven by contractual frictions critically shape firms' ownership decisions along their value chains.

    • 06 Feb 2012
    • Research & Ideas

    Kodak: A Parable of American Competitiveness

    by Dina Gerdeman

    When American companies shift pieces of their operations overseas, they run the risk of moving the expertise, innovation, and new growth opportunities just out of their reach as well, explains HBS Professor Willy Shih, who served as president of Eastman Kodak's digital imaging business for several years. Key concepts include: Outsourcing ends up chipping away at America's "industrial commons"—the collective R&D, engineering, and manufacturing capabilities that are crucial to new product development. If the United States wants to keep from slipping any further in its ability to compete on the industrial stage, the government must increase its support of scientific research and collaborate with the business and academic world. Open for comment; 0 Comments.

    • 07 Sep 2010
    • Research & Ideas

    Mindful Leadership: When East Meets West

    by Sean Silverthorne

    Harvard Business School professor William George is fusing Western understanding about leadership with Eastern wisdom about the mind to develop leaders who are self-aware and self-compassionate. An interview about his recent Mindful Leadership conference taught with a Buddhist meditation master. Key concepts include: People who are mindful—fully present and aware—can become more effective leaders. Leaders with low emotional intelligence often lack self-awareness and self-compassion, which can lead to a lack of self-regulation. Authenticity is developed by becoming more self-aware and having compassion for oneself. Group support provides nonjudgmental feedback in order to recognize blind spots, accept shortcomings, and gain confidence. Closed for comment; 0 Comments.

    • 21 Jun 2010
    • Research & Ideas

    Strategy and Execution for Emerging Markets

    by Martha Lagace

    How can multinationals, entrepreneurs, and investors identify and respond to new challenges and opportunities around the world? In this Q&A, HBS professors and strategy experts Tarun Khanna and Krishna G. Palepu offer a practical framework for succeeding in emerging markets. Plus: Book excerpt with action items. Key concepts include: The ambition level of large, fast-growing emerging markets around the world rivals that of companies in the United States in the late 19th and early 20th centuries. Khanna and Palepu outline how to identify and respond to institutional voids in product, labor, and capital markets. Investors and entrepreneurs can respond to niches in institutional infrastructure in the private sector, such as the need for information analyzers and advisors, aggregators and distributors, transaction facilitators, and more. A useful starting point for managers is to construct an institutional map to identify institutional voids—which may themselves present business opportunities. Western multinational companies as well as local entrepreneurs are innovating products to attract the emerging middle class. Such innovations could potentially benefit consumers living in mature markets. Closed for comment; 0 Comments.

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