Suchergebnisse

From a business standpoint, this book examines the limits to globalization, since companies are neither as international nor as open as commonly presented. Scholars of globalization have mainly concentrated on describing the global reach of companies, as well as their outward openness. They have, to a large extent, neglected the other side of the coin: the strength of the companies' national roots and the inward restrictions that are still widely imposed by their nation-states. The Limits to Globalization examines this neglected side of globalization. The limits are explored through four major themes. First, the enduring characteristics of national business systems are highlighted. Second, the significance of national roots and local markets in the strategies of multinational companies is illustrated. Third, cultural and social barriers to globalization are demonstrated. And, fourth, the changing relations between business and politics in the interconnected world are discussed

This article attempts to understand the dynamics of institutional management processes. This concept is defined here as managerial action vis‐a‐vis emerging political and infra‐structural conditions for business in the nation‐state arena. For this purpose the emerging patterns of relationships between business and politics in the Finnish forest sector are described and analysed. Our focus is on the impact of the four most societally loaded changes in political and infra‐structural conditions of the forest sector: its position in the core of the Finnish economy, the ownership of the key resources, the use of timber as the basic source of welfare, and the logging and transportation infrastructure. These changes become the key issues for the level of institutional management in the forest sector. They have remained significant over the studied long‐term period, but the efforts of their moulding have changed over time. These dynamics of institutional management are found to follow a cycle, divided in seven phases, coined as: (1) offensive confrontation, (2) operational co‐operation, (3) differentiation of institutional management, (4) exploitation of a core position, (5) justification of expansion and growth, (6) legitimation of decline, and (7) defensive confrontation. The authors provide examples and evidence of these changing patterns of institutional management, and offer a proposition about the underlying dynamics of the cycle.