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"Ghemawat, Pankaj"
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Dynamic Mixed Duopoly: A Model Motivated by Linux vs. Windows
This paper analyzes a dynamic mixed duopoly in which a profit-maximizing competitor interacts with a competitor that prices at zero (or marginal cost), with the cumulation of output affecting their relative positions over time. The modeling effort is motivated by interactions between Linux, an open source operating system, and Microsoft's Windows and consequently emphasizes demand-side learning effects that generate dynamic scale economies (or network externalities). Analytical characterizations of the equilibrium under such conditions are offered, and some comparative static and welfare effects are examined.
Journal Article
Semiglobalization and International Business Strategy
If markets were either completely isolated by or integrated across borders, there would be little room for international business strategy to have content distinctive from 'mainstream' strategy. But a review of the economic evidence about the international integration of markets indicates that we fall in between these extremes, into a state of incomplete cross-border integration that I refer to as semiglobalization. More specifically, most measures of market integration have scaled new heights in the last few decades, but still fall far short of economic theory's ideal of perfect integration. The diagnosis of semiglobalization does more than just supply a relatively stable frame of reference for thinking about the environment of cross-border operations. It also calls attention to the critical role of location-specificity in the prospects of distinctive content for international business strategy relative to mainstream business and corporate strategy. In addition, it flags factors/products subject to location-specificity as being salient from the perspective of international business. Finally, it highlights the scope for strategies that strive to capitalize on the (large) residual barriers to cross-border integration, as well as those that simply try to cope with them.
Journal Article
The Nature of Diversified Business Groups: A Research Design and Two Case Studies
Diversified business groups dominate the private sectors of most of the world's economies. Several of these economies have undergone sudden policy changes that significantly increase domestic competitive intensity. We demonstrate how the changes in corporate scope that accompany such \"competitive shocks\" can be used to weigh the importance of different explanations for the existence of diversified business groups. We illustrate our reasoning by studying the restructuring of two of India's largest business groups following a comprehensive post-1991 package of policy reforms. The case studies also elucidate aspects of the restructuring process that should inform larger-sample empirical analyses.
Journal Article
Redefining global strategy : crossing borders in a world where differences still matter
Why do so many global strategies fail--despite companies' powerful brands and other border-crossing advantages? Seduced by market size, the illusion of a borderless, \"flat\" world, and the allure of similarities, firms launch one-size-fits-all strategies. But cross-border differences are larger than we often assume, explains Pankaj Ghemawat in Redefining Global Strategy, with a New Introduction. Most economic activity--including direct investment, tourism, and communication--happens locally, not internationally. In this \"semi-globalized\" world, one-size-fits-all strategies don't stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you how--by providing tools for: assessing the cultural, administrative, geographic, and economic differences between countries at the industry level and deciding which ones merit attention; tracking the implications of particular border-crossing moves for your company's ability to create value; and creating superior performance with strategies optimized for adaptation (adjusting to differences), aggregation (overcoming differences), and arbitrage (exploiting differences), and for compound objectives. In-depth examples reveal how companies such as Cemex, Toyota, Procter & Gamble, Tata Consultancy Services, IBM, and GE Healthcare have adroitly managed cross-border differences--as well as how other well-known companies have failed at this challenge. Crucial for any business competing across borders, this book will transform the way you approach global strategy.-- Provided by publisher
Book
Evolving Ideas about Business Strategy
This paper updates an earlier article published in Business History Review that concluded that by the second half of the 1990s, there had been a profusion of new, purportedly practical ideas about strategy, many of which embodied some explicit dynamics. This update provides several indications of a drop-off since then in the rate of development of new ideas about strategy but also a continued focus, in the new ideas that are being developed, on dynamics. And since our stock of dynamic frameworks has, based on one enumeration, more than doubled in the last fifteen to twenty years, updating expands both the need and the empirical basis for some generalizations about the types of dynamic strategy frameworks—and strategy frameworks in general—that managers are likely to find helpful versus those that they are not.
Journal Article
The new global roadmap : enduring strategies for turbulent times
Executives can no longer predicate international growth strategies on the assumption that globalization will continue to advance. But how should they respond to the growing pressures against globalization? Should they reshape their global strategies or stay the course? What can businesses do to control their destinies in this time of uncertainty? The New Global Road Map explains the key trends affecting global business today and--separating fact from fiction--gives readers an informed understanding of how globalization levels around the world are changing and where they are likely to go in the future. With the most up-to-date data and analysis, Ghemawat dispels dangerous myths and provides a clear view of what is and isn't changing in the global business environment. Building on this analysis, with fresh examples from a diverse set of companies across industries and geographies, Ghemawat provides frameworks and tools to help executives revise their strategies, restructure their global footprints, realign their organizations, and rethink how they work with local governments and institutions. In an era of rising nationalism and increased skepticism about the benefits of globalization, The New Global Road Map is the definitive guide for how to compete, where to compete, and how to organize on a changing global stage.-- Provided by publisher
Book
How Global Is Your C-Suite?
The globalization of companies can be and frequently has been looked at in different ways: in terms of the internationalization of sales or assets, cross-border supply chains or shared services, organizational structures, functional policies (marketing standardization versus customization) and so on. In this article, we look at much less studied individual measures of globalization: the extent to which the managers who head the world's largest corporations at the CEO level and at the level of the managers listed as reporting directly to him or her (henceforth, the top management team) are native or not to the country where the corporation is headquartered.
Journal Article