Lessons from the ‘made in Switzerland’ study: What makes a world-class manufacturer?

Many executives are currently striving to develop world-class manufacturing operations to ensure that they remain competitive in increasingly global markets. To do this, they are adopting a range of practices, from organisational changes such as empowerment and teamwork to the use of techniques such as pull production. Their goal is to substantially improve performance: faster cycle times, reduced manufacturing costs and greater customer satisfaction.The question of how far companies have moved towards world-class manufacturing is at the heart of the ‘Made in Switzerland’ project, a major benchmarking study of Swiss manufacturing practice and performance. The study was carried out in 1995 by IMD faculty and researchers working with consultants from IBM Switzerland. It is part of the internationally-based ‘Made in Europe’ project comprising similar studies in the UK, Germany, The Netherlands and Finland.The central hypothesis of the studies is that the adoption of best practice leads to high performance. The objective is to establish a benchmarking database for participating manufacturers around the world. The studies, which are highly structured, examine six areas of manufacturing practice and performance in detail and assess the relationship between them at individual plants. The areas covered in the study are quality, organisation and culture, concurrent engineering, logistics, lean production and manufacturing systems.Plants in each country are grouped according to their position on the practice and performance indices and then studied in order to pinpoint the issues and challenges facing the manufacturers within that group. Less than three per cent of the 800 plants currently on the ‘Made in Europe’ database are considered ‘world-class’. Yet for manufacturers striving to reach this level of performance, this small minority can provide some valuable insights for the way ahead.This article discusses many of the issues raised by the analysis described above, with particular reference to the ‘Made in Switzerland’ study. In the first section, it looks at the key lessons arising from the Swiss study and what insights these can provide for manufacturers, not only in the Swiss market, but across Europe. In the second section, it looks at how the study can be used for benchmarking and provides manufacturers with some general recommendations to help them focus their improvements and move closer to becoming world-class.     

Production lot sizing with process deterioration and machine breakdown under inspection schedule

The paper develops integrated production, inventory and maintenance models for a deteriorating production system in which the production facility may not only shift from an ‘in-control’ state to an ‘out-of-control’ state but also may break down at any random point in time during a production run. In case of machine breakdown, production of the interrupted lot is aborted and a new production lot is started when the on-hand inventory is depleted after corrective repair. The process is inspected during each production run to examine the state of the production process. If it is found in the ‘in-control’ state then either (a) no action is taken except at the time of last inspection where preventive maintenance is done (inspection policy-I) or (b) preventive maintenance is performed (inspection policy-II). If, however, the process is found to be in the ‘out-of-control’ state at any inspection then restoration is done. The proposed models are formulated under general shift, breakdown and repair time distributions. As it is, in general, difficult to find the optimal production policy under inspection policy-I, a suboptimal production policy is derived. Numerical examples are taken to determine numerically the optimal/suboptimal production policies of the proposed models, to examine the sensitivity of important model parameters and to compare the performance of inspection and no inspection policies.     

New business development in mature firms

New business development (NBD) is one of the main strategic options for the ‘mature’ company. The authors discuss the reasons why NBD should be considered and suggest a framework for developing new businesses. The results of a two year investigation of a sample of 14 UK companies' NBD initiatives are presented. Half of the sample have either abandoned or are reducing their new business activities. The reasons are manifold and relate to a failure to define specifically the role of the NBD initiatives; a lack of appreciation of the risks, long time spans for development and the high financial commitment associated with NBD; a weakening of the mainstream business (this in itself suggesting that companies often leave NBD ‘too late’); and a naive approach toward marketing. Some lessons for mature companies' future involvement in NBD are drawn.     

Retail competition in the fast-moving consumer goods industry: The case of France and the UK

UK retailers in the fast-moving consumer goods industry focus their strategy on building loyalty through quality ‘own’ labels. By contrast, French retailers compete aggressively on price. Judy and Marcel Corstjens, and Rajiv Lal argue that either a ‘two-tier’ or parallel system will evolve in the future or a national industry will tend to oscillate from one strategy to another. Retailers must decide which of the two strategies they will consistently adopt.     

Integrated logistics-call in the revolutionaries!

This paper argues that the ability of logistics to achieve its aim of efficient and effective interfunctional co-ordination is hindered by the particular paradigm to which it unwittingly adheres. We begin by defining and setting out the objectives of both ‘traditional’ and ‘non-traditional’ forms of logistics, and demonstrate that there is doubt about whether even the newer form can achieve proper interfunctional co-ordination or gain widespread acceptance in the practitioner community. In order to understand why, it is suggested that an analysis is required of the theoretical assumptions upon which contemporary logistics is based. Despite recent developments in logistics it may be that it is some unquestioned paradigm, upon which all logisticians hitherto have relied, which is preventing genuine progress being made. A paradigm analysis is conducted which reveals that both traditional and non-traditional logistics are ‘functionalist’ in nature. It is argued that the main problems faced by logistics derive from this. Logistics suffers from the failings of functionalist thinking and its ambitions will continue to be frustrated unless it is able to achieve an ‘epistemological break’ from functionalism. Logisticians must look towards other paradigms in order to progress. Logistics is in need of its own revolutionaries.     

Japanese Multinational Enterprises in China: Successful Adaptation of Marketing Strategies

Japanese international marketing has evolved. While some aspects of success (organisational abilities, long-term orientation, aggressive growth strategies, ownership, R&D) have been diffused from developed to emerging markets, others have been extended (identification of customer needs and wants, information-processing capabilities). Segmentation and positioning are fine-tuned and are significantly different from Japanese strategies in developed markets. The relatively short time-frame of foreign firms' market presence in China enables Japanese brands to address upmarket consumer clusters in parallel with Western brands. The case study approach underlines the necessity of testing received knowledge with the new realities of the international business environment. At the same time it sends out a clear warning not to over-generalise. Japanese MNEs adapt to the Chinese market in multifarious ways. It would be a mistake to characterise a ‘Japanese’ strategy for the Chinese market, as no single approach predominates. Even within our sample of three case studies, strategies vary between the three firms and within each firm they vary over time. In all three cases, the Japanese MNEs are very conscious of consumer needs in China and the dynamics of these needs. It is a fallacy to believe that because China is a poor nation then strategies have to be aimed at low-cost products. The luxury segment is large, growing, lucrative and identifiable. Each of our three firms pays great attention to the appearance, growth and sustainability of this sector and targets it precisely. Because of rapid changes in Chinese demand patterns and consumer behaviour, it is essential for firms to keep in touch with its development. However, Japanese investors in China are not just responsive to demand patterns – they are prepared to lead them. This involves taking risks with standard business formats and with cherished home country practices. This, Japanese firms are prepared to do in China. Thus, Japanese firms balance stability (safe consumer sectors) with innovation (new products). A similar balance can be seen between adaptation to Chinese conditions and the use of standardised products, formats and approaches. The first strategy attracts revenue, the second reduces costs and therefore risks. A flexibility of approach is evident from Japanese MNEs in China – witness the extent to which they are willing to modify strategies over time as conditions change. Overall, we conclude that Japanese MNEs are not ‘Western’ or ‘Japanese’ in their approach to the Chinese market, but are flexible, realistic and pragmatic.

It is a fallacy to believe that because China is a poor nation then strategies have to be aimed at low-cost products     

7.

Integrating strategic issues into strategic management     

William R King 《Omega》1984,12(6):529-538

The notion of a ‘strategic issues’ is rather pervasive in the field of planning in both conceptual [5, 19] and practical contexts. For instance, sometime ago the Wall Street Journal [41] reported that at least 50 large firms have created positions of ‘issues management director’; a dramatic increase in the number of such positions. ‘True’ strategic issues have a readily apparent importance to any organization; yet the process of identifying such issues and of integrating them into strategic planning and management is not well developed. Most treatments of strategic issues deal only with specific segments of the overall process through which relevant issues may be initially identified and finally translated into appropriate strategy [e.g. 5, 17]. This paper demonstrates that it is practical to develop a comprehensive process of ‘strategic issue management’ (SIM) that will facilitate the systematic identification, assessment and analysis of such issues. Such a process can ensure that issue-related factors are fully integrated into the formulation and implementation of strategy and plans. As such, SIM is a process whereby strategic issues may become an integral element of strategic management.     

8.

Performance evaluation based on multiple attributes with nonparametric frontiers   总被引：1，自引：0，他引：1  

L. E. Caporaletti  J. H. Dul  N. K. Womer 《Omega》1999,27(6):751

Performance rating and comparison of a group of entities is frequently based on the values of several attributes. Such evaluations are often complicated by the absence of a natural or obvious way to weight the importance of the individual dimensions of the performance. This paper proposes a framework based on nonparametric frontiers to rate and classify entities described by multiple performance attributes into ‘performers’ and ‘underperformers’. The method is equivalent to Data Envelopment Analysis (DEA) with entities defined only by outputs. In the spirit of DEA, the weights for each attribute are selected to maximize each entity’s performance score. This approach, however, results in a new linear program that is more direct and intuitive than traditional DEA formulations. The model can be easily understood and interpreted by practitioners since it conforms better to the practice of evaluating and comparing performance using standard specifications. We illustrate the model’s use with two examples. The first evaluates the performance of employees. The second is an application in manufacturing where multiple quality attributes are used to assess and compare performance of different manufacturing processes.     

9.

The Retirement Syndrome:: The Psychology of Letting Go     

Manfred 《European Management Journal》2003,21(6):707-716

This article analyzes a problem that can be described as the retirement syndrome. In exploring the difficulties many leaders face in letting go at the end of a full career, it reviews a number of the barriers to exit: financial, social, and psychological. It looks at the physical and psychological effects of aging, in the context of retirement; examines the experience of nothingness that single-minded careerists often feel after retirement; describes the talion principle, a subliminal fear of reprisals; and discusses the ‘edifice complex,’ the wish to leave behind a legacy. The article concludes with suggestions as to how individuals and organizations can develop more effective and humane disengagement strategies.     

10.

Unravelling the organization     

JA Sharp 《Omega》1986,14(6)

The application of a computer package for drawing cause maps (NETGRAPH) to a cause map originally given by Hall as part of a study of the ‘Saturday Evening Post’ is described. It is shown how the cause map produced by the computer reveals a number of subsystems. The way in which these can be more clearly revealed by manually redrawing the computer cause map is demonstrated. The subsystems thus obtained are shown to be identical to those given by Hall, except in one case where one of Hall's subsystems is split into two. It is suggested that this split is sensible from an organisational analysis standpoint. The organisational system is analysed in terms of a number of insights derived from the computer-produced cause map including its apparent lack of a formal model of the impact of the Magazine's decisions on the environment. Such a model is claimed by Beer to be indispensable, from a systems theory standpoint, to any ‘viable’ organisational system. The conclusions derived from this analysis are similar to those drawn by Hall, though they do extend his analysis in several respects. It is argued that the results show that the package is of potential use in analysing cause maps of organisations.     

11.

Defining and Dimensionalising Diversity:: Evidence from Corporate Websites across Europe     

Sbastien  Val 《European Management Journal》2003,21(6):750-761

The corporate ‘diversity statement’ is a new tool increasingly used by large companies to promote diversity management policies on their websites. Through an examination of these on-line texts, we identify how companies construct the meaning of ‘diversity’ through its dimensions. Few companies actually define diversity. However, dimensions of diversity cover a wide-ranging set of individual differences, not just gender and race but other visible and less visible differences that might lead to discrimination in the workplace. By comparing statements from 241 top companies in eight countries (Finland, France, Germany, Netherlands, Norway, Sweden, Switzerland and the UK), we reveal how the definition of ‘diversity’ and its dimensions as used on websites varies across Europe.     

12.

Future of European human resource management: A contingent approach     

Nick Forster  Lecturer in Human Resource ManagementRichard Whipp  Professor of Human Resource Management 《European Management Journal》1995,13(4)

The ability to cope with an increasingly open European Market, enhanced mobility between nation states and the threat of competition from the Far East will be highly prized organisational skills in the third millenium. Many commentators have argued that ‘Europeanisation’ (broadly defined) is an irreversible process and companies will have to cope proactively with this or perish. However, in this article we argue that many of these predictions are based on an uncritical acceptance of the ‘internationalisation’ thesis, and on subjective assessments of possible future trends — rather than on sound empirical research within strong theoretical frameworks. Accordingly, this article takes a critical look at some widely-held assumptions about internationalisation, Europeanisation and the (potential) development of European Human Resource Management (EHRM). It then goes on to suggest a framework of research which will be more able to capture future developments in EHRM and thereby facilitate more robust exchanges on strategic HRM with those companies operating in a European setting.     

13.

The indifference band in multiple criteria decision problems     

Y Levanon 《Omega》1980,8(6):647-654

A case study of a discrete multiobjective problem using the ‘Indifference Band’ approach is presented. An outranking relation among the various alternatives was obtained and compared with the management's own ranking. It was found that the ‘Indifference Band’ approach can be used in ranking procedures.     

14.

Pricing and the Internet:: Frictionless Commerce or Pricer’s Paradise?     

Fabio 《European Management Journal》2002,20(6)

Are firms competing in a new world of frictionless e-commerce or is the Internet a pricer’s paradise? It is not safe, at the moment, to say that the Internet is lowering online prices, decreasing price dispersion and increasing online customer price sensitivity.The strategic issue for firms pricing on the Net is avoiding the ‘commodity trap’ and taking advantage of the ‘other side’ of information transparency. Firms should increasingly rely on finer segmentation of their customers and resort to dynamic and smart pricing, product and price versioning and bundling. Multichannel and customer lifetime value pricing will become strategic issues.     

15.

Delayed creative destruction and the coexistence of technologies     

Anil Nair  David Ahlstrom   《Journal of Engineering and Technology Management》2003,20(4):345-365

Disruptive innovations often engage in a fierce battle with incumbent technologies for hegemony. Past studies on technological innovations are silent about factors that extend the duration of the ‘era of ferment’—that is, the period during which competing technologies fight for dominance. We argue that complexity of the underlying technology, ecological and institutional dynamics may permit coexistence of competing technology regimes. The paper illustrates such coexistence by discussing the persistence of disparate technologies in steel making and kidney disease treatment. We conclude that the process of ‘creative destruction’ can be delayed in certain settings.     

16.

Objectives, missions and performance measures in multinationals     

Jeffrey Coats  Edward Davis  Stephen Longden  Raymond Stacey 《European Management Journal》1991,9(4)

This article examines performance evaluation systems of fifteen multinationals — five German, five UK and five US — and how they relate to corporate strategy or mission statements in each case. The technique of analysis used is the multilayered case study approach, and includes ‘face-to-face’ interviews.The results, by authors Jeffrey Coates, Edward Davis, Stephen Longden, Raymond Stacey (Aston University) and Clive Emmanuel (University of Glasgow), are very instructive. The cases show a consistent use of missions/strategies, objectives and performance measures within the companies, but wide variation between them. Detailed tables are presented which show clearly the range of variation between the companies and countries concerned.     

17.

EIS—A guide for executives     

Robin Matthews  Anthony Shoebridge 《Long Range Planning》1992,25(6):94-101

Although the use of executive information systems (EIS) is increasing, many senior executives have such mixed feelings about them that there is an ‘EIS paradox’. Information managers and software suppliers believe this is because senior executives are intimidated by information technology, but this does not hold up to scrunity. The EIS paradox occurs because of failure to explain coherently how EIS fit with other aspects of the organizational database and what EIS can and cannot do for a senior executive and his or her organization. This article is designed to close the ‘information gap’ about EIS specifically for senior executives. The change in terminology from ‘data processing’ to ‘information technology’ is symptomatic of a change in the way in which computers are used. Rather than being the mere province of the data professional, information technology as exemplified by EIS can be applied to tasks where judgement and selectivity are required. The crucial point about EIS is, however, that computing can complement and increase managerial qualities of imagination and intelligence but not replace them.     

18.

Leadership studies: From procedure and abstraction to reflexivity and situation   总被引：1，自引：0，他引：1  

Mats Alvesson   《The Leadership Quarterly》1996,7(4):455-485

     

19.

The contingent nature of best practices in national competitiveness: The case of American and Japanese innovation processes     

Markus  Mark E.   《European Management Journal》2009,27(6):456-466

We propose that the differences in competitiveness of companies from different countries is not just a question of the adoption of ‘better’ management models, as conventional wisdom would have us believe; rather, we contend that national competitiveness can change radically over time without significant changes in management practices. Contrary to much of the management literature we hold that changes in the global business environment often determine to a large degree the competitiveness of companies. Based on our assumptions we offer four specific lessons of how companies can increase their competitiveness within the constraints of the socio-cultural context in which they operate.     

20.

The global “war for talent”   总被引：1，自引：0，他引：1  

Schon Beechler  Ian C. Woodward   《Journal of International Management》2009,15(3):273-285

In this paper we examine the “global war for talent,” the factors that impact it, and organizations' responses to it. Using a comprehensive search of more than 400 contemporary academic and business press articles, the paper reviews relevant research and reassesses the “talent war.” We posit that the dominant approaches to the “talent war” based on a scarcity state of mind and action, often characterized by a tactical and exclusive top talent or “star” focus, are being challenged by the emergence of a more evolutionary paradigm. This new paradigm adopts more strategic, innovative, cooperative and generative approaches which we describe as creative ‘talent solutions.’ The paper also highlights implications for future research, teaching and development in the field.     

Integrating strategic issues into strategic management

The notion of a ‘strategic issues’ is rather pervasive in the field of planning in both conceptual [5, 19] and practical contexts. For instance, sometime ago the Wall Street Journal [41] reported that at least 50 large firms have created positions of ‘issues management director’; a dramatic increase in the number of such positions. ‘True’ strategic issues have a readily apparent importance to any organization; yet the process of identifying such issues and of integrating them into strategic planning and management is not well developed. Most treatments of strategic issues deal only with specific segments of the overall process through which relevant issues may be initially identified and finally translated into appropriate strategy [e.g. 5, 17]. This paper demonstrates that it is practical to develop a comprehensive process of ‘strategic issue management’ (SIM) that will facilitate the systematic identification, assessment and analysis of such issues. Such a process can ensure that issue-related factors are fully integrated into the formulation and implementation of strategy and plans. As such, SIM is a process whereby strategic issues may become an integral element of strategic management.     

Performance evaluation based on multiple attributes with nonparametric frontiers

Performance rating and comparison of a group of entities is frequently based on the values of several attributes. Such evaluations are often complicated by the absence of a natural or obvious way to weight the importance of the individual dimensions of the performance. This paper proposes a framework based on nonparametric frontiers to rate and classify entities described by multiple performance attributes into ‘performers’ and ‘underperformers’. The method is equivalent to Data Envelopment Analysis (DEA) with entities defined only by outputs. In the spirit of DEA, the weights for each attribute are selected to maximize each entity’s performance score. This approach, however, results in a new linear program that is more direct and intuitive than traditional DEA formulations. The model can be easily understood and interpreted by practitioners since it conforms better to the practice of evaluating and comparing performance using standard specifications. We illustrate the model’s use with two examples. The first evaluates the performance of employees. The second is an application in manufacturing where multiple quality attributes are used to assess and compare performance of different manufacturing processes.     

The Retirement Syndrome:: The Psychology of Letting Go

This article analyzes a problem that can be described as the retirement syndrome. In exploring the difficulties many leaders face in letting go at the end of a full career, it reviews a number of the barriers to exit: financial, social, and psychological. It looks at the physical and psychological effects of aging, in the context of retirement; examines the experience of nothingness that single-minded careerists often feel after retirement; describes the talion principle, a subliminal fear of reprisals; and discusses the ‘edifice complex,’ the wish to leave behind a legacy. The article concludes with suggestions as to how individuals and organizations can develop more effective and humane disengagement strategies.     

Unravelling the organization

The application of a computer package for drawing cause maps (NETGRAPH) to a cause map originally given by Hall as part of a study of the ‘Saturday Evening Post’ is described. It is shown how the cause map produced by the computer reveals a number of subsystems. The way in which these can be more clearly revealed by manually redrawing the computer cause map is demonstrated. The subsystems thus obtained are shown to be identical to those given by Hall, except in one case where one of Hall's subsystems is split into two. It is suggested that this split is sensible from an organisational analysis standpoint. The organisational system is analysed in terms of a number of insights derived from the computer-produced cause map including its apparent lack of a formal model of the impact of the Magazine's decisions on the environment. Such a model is claimed by Beer to be indispensable, from a systems theory standpoint, to any ‘viable’ organisational system. The conclusions derived from this analysis are similar to those drawn by Hall, though they do extend his analysis in several respects. It is argued that the results show that the package is of potential use in analysing cause maps of organisations.     

Defining and Dimensionalising Diversity:: Evidence from Corporate Websites across Europe

The corporate ‘diversity statement’ is a new tool increasingly used by large companies to promote diversity management policies on their websites. Through an examination of these on-line texts, we identify how companies construct the meaning of ‘diversity’ through its dimensions. Few companies actually define diversity. However, dimensions of diversity cover a wide-ranging set of individual differences, not just gender and race but other visible and less visible differences that might lead to discrimination in the workplace. By comparing statements from 241 top companies in eight countries (Finland, France, Germany, Netherlands, Norway, Sweden, Switzerland and the UK), we reveal how the definition of ‘diversity’ and its dimensions as used on websites varies across Europe.     

Future of European human resource management: A contingent approach

The ability to cope with an increasingly open European Market, enhanced mobility between nation states and the threat of competition from the Far East will be highly prized organisational skills in the third millenium. Many commentators have argued that ‘Europeanisation’ (broadly defined) is an irreversible process and companies will have to cope proactively with this or perish. However, in this article we argue that many of these predictions are based on an uncritical acceptance of the ‘internationalisation’ thesis, and on subjective assessments of possible future trends — rather than on sound empirical research within strong theoretical frameworks. Accordingly, this article takes a critical look at some widely-held assumptions about internationalisation, Europeanisation and the (potential) development of European Human Resource Management (EHRM). It then goes on to suggest a framework of research which will be more able to capture future developments in EHRM and thereby facilitate more robust exchanges on strategic HRM with those companies operating in a European setting.     

The indifference band in multiple criteria decision problems

A case study of a discrete multiobjective problem using the ‘Indifference Band’ approach is presented. An outranking relation among the various alternatives was obtained and compared with the management's own ranking. It was found that the ‘Indifference Band’ approach can be used in ranking procedures.     

Pricing and the Internet:: Frictionless Commerce or Pricer’s Paradise?

Are firms competing in a new world of frictionless e-commerce or is the Internet a pricer’s paradise? It is not safe, at the moment, to say that the Internet is lowering online prices, decreasing price dispersion and increasing online customer price sensitivity.The strategic issue for firms pricing on the Net is avoiding the ‘commodity trap’ and taking advantage of the ‘other side’ of information transparency. Firms should increasingly rely on finer segmentation of their customers and resort to dynamic and smart pricing, product and price versioning and bundling. Multichannel and customer lifetime value pricing will become strategic issues.     

Delayed creative destruction and the coexistence of technologies

Disruptive innovations often engage in a fierce battle with incumbent technologies for hegemony. Past studies on technological innovations are silent about factors that extend the duration of the ‘era of ferment’—that is, the period during which competing technologies fight for dominance. We argue that complexity of the underlying technology, ecological and institutional dynamics may permit coexistence of competing technology regimes. The paper illustrates such coexistence by discussing the persistence of disparate technologies in steel making and kidney disease treatment. We conclude that the process of ‘creative destruction’ can be delayed in certain settings.     

Objectives, missions and performance measures in multinationals

This article examines performance evaluation systems of fifteen multinationals — five German, five UK and five US — and how they relate to corporate strategy or mission statements in each case. The technique of analysis used is the multilayered case study approach, and includes ‘face-to-face’ interviews.The results, by authors Jeffrey Coates, Edward Davis, Stephen Longden, Raymond Stacey (Aston University) and Clive Emmanuel (University of Glasgow), are very instructive. The cases show a consistent use of missions/strategies, objectives and performance measures within the companies, but wide variation between them. Detailed tables are presented which show clearly the range of variation between the companies and countries concerned.     

EIS—A guide for executives

Although the use of executive information systems (EIS) is increasing, many senior executives have such mixed feelings about them that there is an ‘EIS paradox’. Information managers and software suppliers believe this is because senior executives are intimidated by information technology, but this does not hold up to scrunity. The EIS paradox occurs because of failure to explain coherently how EIS fit with other aspects of the organizational database and what EIS can and cannot do for a senior executive and his or her organization. This article is designed to close the ‘information gap’ about EIS specifically for senior executives. The change in terminology from ‘data processing’ to ‘information technology’ is symptomatic of a change in the way in which computers are used. Rather than being the mere province of the data professional, information technology as exemplified by EIS can be applied to tasks where judgement and selectivity are required. The crucial point about EIS is, however, that computing can complement and increase managerial qualities of imagination and intelligence but not replace them.     

The contingent nature of best practices in national competitiveness: The case of American and Japanese innovation processes

We propose that the differences in competitiveness of companies from different countries is not just a question of the adoption of ‘better’ management models, as conventional wisdom would have us believe; rather, we contend that national competitiveness can change radically over time without significant changes in management practices. Contrary to much of the management literature we hold that changes in the global business environment often determine to a large degree the competitiveness of companies. Based on our assumptions we offer four specific lessons of how companies can increase their competitiveness within the constraints of the socio-cultural context in which they operate.     

The global “war for talent”

In this paper we examine the “global war for talent,” the factors that impact it, and organizations' responses to it. Using a comprehensive search of more than 400 contemporary academic and business press articles, the paper reviews relevant research and reassesses the “talent war.” We posit that the dominant approaches to the “talent war” based on a scarcity state of mind and action, often characterized by a tactical and exclusive top talent or “star” focus, are being challenged by the emergence of a more evolutionary paradigm. This new paradigm adopts more strategic, innovative, cooperative and generative approaches which we describe as creative ‘talent solutions.’ The paper also highlights implications for future research, teaching and development in the field.