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The Staff Development Unit at Manchester Polytechnic has, for a numer of years, been concerned with study at the interface of education and the world of work, as one strand of its functions at local, regional and national level. Within the context of this work, the Unit began some years ago to look at work experience in courses and programmes, and questions such as
This paper seeks to develop a theoretical explanation of conflicts and incompatible interpretations of events between agents of multinational corporations (MNCs) and…
This paper seeks to develop a theoretical explanation of conflicts and incompatible interpretations of events between agents of multinational corporations (MNCs) and actors present in certain host countries. It aims to situate the argument in comparative economic systems as a part of a broader social system. The socio‐economic system can be modeled using institutional theory, particularly using Scott's three pillars and the concept of formal and informal institutions. Within different socio‐economic systems a dominant logic is developed, and this becomes internalized among actors and agents as behavioral scripts.
The paper uses a multi‐level and multi‐disciplinary conceptual analysis, developing a model of dominant logic and behavioral scripts with MNC agents and traditional emerging economy actors.
MNC agents and traditional emerging economy actors have difficulty comprehending the logic of the other, creating a fertile context for conflict.
An ideal type template is developed that can be used for empirical investigations focusing on situations where disagreement and conflict occur when MNCs operate in traditional emerging economies.
By integrating the authors' conceptualization into training for expatriate managers, the potential for conflict can be reduced.
This multi‐level and multi‐disciplinary model allows grounded development of understanding of conflicts or potential conflicts in the MNC agent‐traditional emerging economy actor context.
Although a great deal of research has focused on global marketing strategy development and implementation, little research has focused on the global marketing managers…
Although a great deal of research has focused on global marketing strategy development and implementation, little research has focused on the global marketing managers charged with the responsibilities of developing and implementing such strategy. The aim of this paper is to develop a model that identifies a set of soft skills that have the ability to increase the effectiveness of global marketing managers in making the tactical adaptations necessary to develop and implement global marketing strategy in an increasingly complex and dynamic marketplace.
A conceptual model is developed with coinciding propositions.
The model developed theorizes that the ability of global marketing managers to make tactical adaptations to the firm's global marketing strategy (and thus enhance performance) is driven by the soft skills of tacit knowledge, experience, learning, unlearning, intuition, self‐confidence, flexibility, prioritization of problems, working under pressure and ambiguity tolerance.
The model highlights the specific soft skills that firms can work to foster in their global marketing managers and educators can work to incorporate within a curriculum. Through the development of these soft skills within a firm's global marketing managers, the firm can achieve a competitive position within the marketplace.
This study is one of the first to conceptualize a specific set of soft skills that enhance a global marketing manager's ability to make tactical adaptations to the firm's global marketing strategy by which the firm can be more competitive. As such, this study provides for a better understanding of how soft skills relate to the development and implementation of global marketing strategy and how firms can be more competitive by not only employing unique human capital, but by developing global marketing managers who are more effective at adapting to constantly changing global market conditions.