A “Flying High, Landing Soft” Platform for Supplier Diversity

2016 ◽  
pp. 72-84 ◽  
Author(s):  
Ye-Sho Chen ◽  
Nurhan Davutyan ◽  
İris Ersoy
Keyword(s):  
International Education ◽  
Global Economy ◽  
Diversity Management ◽  
Global Markets ◽  
Inclusive Growth ◽  
Supplier Diversity ◽  
Corporate Diversity ◽  
Global Supplier

Diversity management has emerged as a unique agenda of today's corporations in the global economy. One important area of corporate diversity management is supplier diversity, which is an inclusive growth program designed to help develop under-represented businesses into competitive suppliers of corporations. A major challenge of supplier diversity is that many minority suppliers lack the capability to deliver products which the corporate buyers need. Another major challenge is that few minority suppliers have the ability to participate in the global markets opportunities. We address these two problems by proposing an innovative “Flying High, Landing Soft” platform for international education in supplier diversity to help multinationals manage their global supplier diversity.

Rising Inequality in the New Global Economy

2006 ◽  
pp. 84-89 ◽  
Author(s):  
N. Birdsall
Keyword(s):  
Developing Countries ◽  
Global Economy ◽  
Slow Growth ◽  
Global Markets ◽  
Modern World ◽  
Government Programs ◽  
Poor Countries

Reasons of high inequality in the modern world are considered in the article. In developing countries it interacts with underdeveloped markets and inefficient government programs to slow growth, which in turn slows progress in reducing poverty. Increasing reach of global markets makes rising inequality more likely and deepens the gap between rich and poor countries. Because global markets work better for the already rich, we should increase the representation of poor countries in global fora.

Structural Transformation and Inclusive Growth

2018 ◽  
Author(s):  
Andy Sumner
Keyword(s):  
Structural Transformation ◽  
Global Economy ◽  
Focal Point ◽  
Import Substitution ◽  
National Development ◽  
Inclusive Growth ◽  
1960S And 1970S ◽  
The 1960S ◽  
The One ◽  
Import Substitution Industrialization

This chapter reviews currents in theory with a focus on modernization and neoclassical statements of comparative advantage on the one hand, and structuralism, dependency, and other theories of underdevelopment on the other. The latter theories of underdevelopment hit their zenith in the policies of the import-substitution industrialization of the 1960s and 1970s. They were largely dismissed in the 1980s as the limits of import-substitution industrialization became apparent and as East Asia industrialized, undermining any argument that structural transformation was problematic in the periphery. This chapter theorizes that neither orthodox nor heterodox theories of structural transformation adequately explain the development of late developers because of the heterogeneity of contemporary capitalism. That said, heterodox theories, which coalesce around the nature of incorporation of developing countries into the global economy, do retain conceptual usefulness in their focal point, ‘developmentalism’, by which we mean the deliberate attempts at national development led by the state.

Building China's Global Brands

2014 ◽  
pp. 268-286
Author(s):  
Donald E. Sexton
Keyword(s):  
Global Economy ◽  
Chinese Economy ◽  
Global Markets ◽  
Global Brands ◽  
Long Run ◽  
Operations Capabilities ◽  
Global Strategies

The Chinese economy has been growing rapidly for several years. Important competitive strengths have included efficient operations. Going forward, skills beyond operations capabilities are required for success in global markets. In particular, in the global economy, long run success is often associated with strong brands. Many Chinese organizations have been successful in strengthening their brands. Yet, Chinese organizations must continue to strengthen their brands as well as manage and maintain their existing brands. Building strong global brands requires a much broader perspective than building local brands. Positioning and coordinating global brands requires the ability to evaluate many markets at the same time, including markets that at present are only potential markets. The purpose of this chapter is to examine how Chinese organizations can build and strengthen global brands and the implications for the global strategies they can employ and the skills they need.

Minority-Owned Suppliers A Growing Global Supply Base

2016 ◽  
pp. 472-490
Author(s):  
Bertie Marie Greer
Keyword(s):  
Corporate Social Responsibility ◽  
Review Of The Literature ◽  
Socially Responsible ◽  
Supplier Diversity ◽  
Global Challenges ◽  
Effective Relationships ◽  
Corporate Social ◽  
Global Supplier ◽  
Practical Implications

The increased focus on globalization, corporate social responsibility, sustainability, supplier diversity and other socially responsible initiatives have made minority-owned businesses an important supply base for buyers. Moreover, this emphasis has established a need for buyers to develop long-term effective relationships with minority owned firms. Businesses seeking to increase their global supplier diversity need to understand the global challenges of defining “minority” and other critical relational issues in order to increase effectiveness. Based on a review of the literature, and interviews with a minority supplier director this chapter discusses these challenges and offers practical implications.

scholarly journals An Analysis and Evaluation of Foreign Direct Investment in Kosovo

2018 ◽  
Vol 9 (5) ◽  
pp. 88 ◽  
Author(s):  
Joshua D. Jensen
Keyword(s):  
Foreign Direct Investment ◽  
Direct Investment ◽  
Global Economy ◽  
Balkan Peninsula ◽  
Global Markets ◽  
Political Environment ◽  
Business Managers ◽  
Global Business ◽  
Analysis And Evaluation ◽  
Investment Opportunities

As global markets continue to expand and competition continues to hasten, it is imperative that global business managers explore all potential investment opportunities. A country of potential foreign direct investment that may not be obvious to many global business managers is Kosovo. Kosovo is a small, sovereign nation located in a strategic area of the Balkan Peninsula, bordered by Albania, Macedonia, Montenegro, and Serbia. Kosovo serves as the gateway from the Balkan Peninsula to central and southern Europe. While securing its independence from Serbia in 2008, Kosovo has worked to attract foreign direct investment and be a contender in the global economy. This paper explores the cultural and social environment, the economic and political environment, and the business and market environment in Kosovo and provides an overview and evaluation of the foreign direct investment potential of Kosovo.

(Mis)managing diversity: exploring the dangers of diversity management orthodoxy

2016 ◽  
Vol 35 (1) ◽  
pp. 5-16 ◽  
Author(s):  
David Knights ◽  
Vedran Omanović
Keyword(s):  
Single Case ◽  
White Male ◽  
Historical Context ◽  
Diversity Management ◽  
Business Case ◽  
Content Type ◽  
Managing Diversity ◽  
Age Related ◽  
Research Interviews ◽  
Corporate Diversity

Purpose – The purpose of this paper is to challenge the dominance of the mainstream discourse and practice of diversity management (DM) by identifying and problematizing three distinct but related issues that it encompasses: first, its tendency to displace all alternative approaches; second, its general neglect of the social-historical context and third, its almost exclusive focus on the business case rationale for supporting diversity. Design/methodology/approach – Employing ethnographic research methods, the empirical material was collected in an international manufacturing corporation based in Sweden. It consists of three different, but interconnected approaches: archival research, interviews and observations. Findings – The paper shows that in neglecting power, identity, intersectionality and the changing socio-historical context of diversity, a well-meaning corporate diversity programme tended to obscure ethnic and age-related disadvantages at work. Research limitations/implications – The limitations of this research relate largely to its dependence on a single case study and the limited focus on diversity as it affected able-bodied, white male immigrant workers. A broader study of the multiplicity of types of discrimination and ways in which diversity is managed in a range of countries and organizations could facilitate a more in-depth exploration of these issues and arguments. Originality/value – Although not entirely new, the three arguments that have been drawn upon to discuss, analyse and illustrate DM through our data have rarely been brought together in one theoretical and empirical study.

scholarly journals Possible causes of the lowest labor productivity in the European Union

2021 ◽  
Vol 92 ◽  
pp. 07026
Author(s):  
Philip Ivanov ◽  
Mariana Usheva
Keyword(s):  
Labor Productivity ◽  
Global Economy ◽  
National Level ◽  
Value Added ◽  
Added Value ◽  
Global Markets ◽  
The European Union ◽  
Human Motivation ◽  
World Markets ◽  
Workplace Motivation

Research background: Numbery of researches of the world markets, directed the attention to the link between the low labor productivity and the competitiveness of the enterprise. Consequently, low competitiveness on microlevel, leads to similar levels of competitiveness on macrolevel. In particular labor is the main source for added value in different industries. Therefore, everything linked to the effectiveness of the labor is crucial. Workplace motivation is one of the most important aspects of the economic system of enterprises in the global economy. The motivators used on the workplace, could be, and often are, very important in the aspect of effectiveness of the labor. Therefore, examining the mostly used motivators on a workplace, could give very valuable information to theorist and practitioners. Purpose of the study: Showing the ever-worsening problem of, and finding the causes of the low labor productivity in Bulgaria, as a main cause for the low competitiveness on the global markets. Finding the most important motivators according to workers in governmentally owned enterprise. Methods: The methods used in the current research are metanalytical for attestation the labor productivity on national level. Survey among workers, using 5-point Likert scale. Findings & Value added: We describe the most important motivators in a Bulgarian governmentally owned enterprise. Our main finding is related to the link between human motivation and the productivity of the labor.

scholarly journals Characteristics of the Textile Industry of Two Asian Powers: China and India. Prospects for their Further Development on Global Markets

2019 ◽  
Vol 27 (5(137)) ◽  
pp. 10-19
Author(s):  
Anna Antczak ◽  
Marianna Greta ◽  
Agata Kopeć ◽  
Jacek Otto
Keyword(s):  
Developing Countries ◽  
Textile Industry ◽  
Global Economy ◽  
Global Market ◽  
Global Markets ◽  
China And India ◽  
The Impact ◽  
Further Development

The aim of this study is to characterise the textile industry of the two global giants in this field - China and India and to discuss the impact they exert on the global economy. For centuries the fibre and textile industry has played a key role for humanity. The study also draws attention to international arrangements for trade in textiles and its liberalisation. This allowed for further development of this branch of the economy and participation in the global market of developing countries.

scholarly journals New Trends in Leveraging Workforce Diversity through Human Resource Management Initiatives

2017 ◽  
pp. 2051-2070
Author(s):  
Mercedes Sanchez-Apellaniz ◽  
Rafael Triguero-Sánchez
Keyword(s):  
Human Resources ◽  
Human Resource Management ◽  
Competitive Advantage ◽  
Human Resource ◽  
Global Economy ◽  
Diversity Management ◽  
Workforce Diversity ◽  
Optimal Management ◽  
The World ◽  
Human Resources Strategies

Tremendous forces are radically reshaping the world of work and workforce diversity is steadily growing. If effective diversity management can only be achieved by means of the use of appropriate human resources strategies, HRM need to change his role. This chapter intends to explore such new trends and new practices on HRM, analyze which of them can be employed and which are more appropriate for an optimal management of workforce diversity and to obtain a competitive advantage for companies in the global economy.

Sign in / Sign up

Export Citation Format

Share Document