Moving Up The Value Chain

Global value chains are radically altering how goods and services are produced--parts made in one country, for instance, are increasingly assembled in another and sold in a third. The globalisation of production has changed the industrial structure ...

The book explains the way forward during 2014 and beyond for Indian IT Exporters in what the author refers to as a multi-speed global economy. The book covers several trends and industry shifts affecting Indian IT exporters from a business perspective. The primary focus is on multinational corporations (MNCs) and global banks based in the US and in Europe. The author leverages his industry experience to discuss strategies and new business models for Indian IT exporters. He also explains how the industry as well as Indian IT professionals can move up the value chain. Many topics are also relevant to India based captive units of MNCs in the Indian IT industry. The book is in three parts. Part 1 (chapters 2 to 4) introduces what the author describes as a multi-speed global economy. The theme of Part 2 (chapters 5, 6 and 7) is how to get closer to global clients from a business perspective. Part 3 (chapters 8 to 10) covers implications for Indian IT exporters. The topics are intended to ignite the minds of readers, especially young Indian IT professionals. This book will provide them the necessary insight move up the value chain in the years ahead.

Now beyond its eleventh printing and translated into twelve languages, Michael Porter’s The Competitive Advantage of Nations has changed completely our conception of how prosperity is created and sustained in the modern global economy. Porter’s groundbreaking study of international competitiveness has shaped national policy in countries around the world. It has also transformed thinking and action in states, cities, companies, and even entire regions such as Central America. Based on research in ten leading trading nations, The Competitive Advantage of Nations offers the first theory of competitiveness based on the causes of the productivity with which companies compete. Porter shows how traditional comparative advantages such as natural resources and pools of labor have been superseded as sources of prosperity, and how broad macroeconomic accounts of competitiveness are insufficient. The book introduces Porter’s “diamond,” a whole new way to understand the competitive position of a nation (or other locations) in global competition that is now an integral part of international business thinking. Porter's concept of “clusters,” or groups of interconnected firms, suppliers, related industries, and institutions that arise in particular locations, has become a new way for companies and governments to think about economies, assess the competitive advantage of locations, and set public policy. Even before publication of the book, Porter’s theory had guided national reassessments in New Zealand and elsewhere. His ideas and personal involvement have shaped strategy in countries as diverse as the Netherlands, Portugal, Taiwan, Costa Rica, and India, and regions such as Massachusetts, California, and the Basque country. Hundreds of cluster initiatives have flourished throughout the world. In an era of intensifying global competition, this pathbreaking book on the new wealth of nations has become the standard by which all future work must be measured.

The Journal of Global Business and Management Research (GBMR) strives to comply with highest research standards and scientific/research/practice journals' qualities. Being international and inter-disciplinary in scope, GBMR seeks to provide a platform for debate among diverse academic and practitioner communities who address a broad area of business and management issues across the globe. This issue also contains a 27-page supplementary issue on energy management.

Global value chains (GVCs) are a key feature of the global economy in the 21st century. They show how international investment and trade create cross-border production networks that link countries, firms and workers around the globe. This Handbook describes how GVCs arise and vary across industries and countries, and how they have evolved over time in response to economic and political forces. With chapters written by leading interdisciplinary scholars, the Handbook unpacks the key concepts of GVC governance and upgrading, and explores policy implications for advanced and developing economies alike. p.p1 {margin: 0.0px 0.0px 0.0px 0.0px; font: 10.0px Arial}

This book contains a unique collection of studies on key economic and social policy challenges faced by countries of the Southern and Eastern Mediterranean region in a short- and long-term perspective. Prepared within the EU funded FP7 project on „Prospective Analysis for the Mediterranean Region (MEDPRO)” conducted in 2010-2013 it takes account on recent political developments in the region (Arab Spring) and their potential consequences. It covers a broad spectrum of topics such as factors of economic growth, macroeconomic and fiscal stability, trade and investment, Euro-Mediterranean and intra-regional economic integration, private sector development and privatizations, infrastructure, tourism, agriculture, financial sector development, poverty and inequality, education, labor market and gender issues.

Keep learning, or risk becoming irrelevant. It's a truism in today's economy: the only constant is change. Technological automation is making jobs less routine and more cognitively challenging. Globalization means you're competing with workers around the world. Simultaneously, the internet and other communication technologies have radically increased the potential impact of individual knowledge.The relentless dynamism of these forces shaping our lives has created a new imperative: we must strive to become dynamic learners. In every industry and sector, dynamic learners outperform their peers and realize higher impact and fulfillment by learning continuously and by leveraging that learning to build yet more knowledge. In Never Stop Learning, behavioral scientist and operations expert Bradley R. Staats describes the principles and practices that comprise dynamic learning and outlines a framework to help you become more effective as a lifelong learner. The steps include: Valuing failure Focusing on process, not outcome, and on questions, not answers Making time for reflection Learning to be true to yourself by playing to your strengths Pairing specialization with variety Treating others as learning partners Replete with the most recent research about how we learn as well as engaging stories that show how real learning happens, Never Stop Learning will become the operating manual for leaders, managers, and anyone who wants to keep thriving in the new world of work.