000			01683naa a2200265uu 4500
001			9642
003			OSt
005			20190211154802.0
008			021230s2005 xx ||||gr |0|| 0 eng d
100	1		_aRUGMAN, Alan _99289
245	1	0	_aThe end of global strategy
260			_c2001
520	3		_aRecent research suggests that globalization is a myth. Far from taking place in a single global market, most business activity by large firms takes place in regional blocks. There is no uniform spread of American market capitalism nor are global markets becoming homogenized. Government regulations and cultural differences divide the world into the triad blocks of North America, the European Union and Japan. Rival multinational enterprises from the triad compete for regional market share and so enhance economic efficiency. Only in a few sectors, such as consumer electronics, is a global strategy of economic integration viable. For most other manufecturing , such as automobiles, and for all services. strategies of national responsiveness are required, often coupled with integration strategies, as explained in the matrix framework of this article. Successful multinationals now design strategies on a regional basis; unsuccessful ones pursue global strategies
650		4	_aGlobalization _917160
650		4	_aMultinationals _917545
650		4	_aGlobal Strategy _919031
650		4	_aTriad _919032
650		4	_aTriad-regional Strategy _919033
650		4	_aNational Responsiveness _919034
700	1		_aHODGETTS, Richard _919035
773	0	8	_tEuropean Management Journal _g19, 4, p. 333-343 _d, 2001 _w
942			_cS
998			_a20021230 _bCassio _cCassio
998			_a20060529 _b1214^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c9781 _d9781
041			_aeng