Managing In Developing Countries: Strategic Analysis and Operating Techniques

As consumers, suppliers, competitors, and capital users, the 142 developing countries in the world are of major and growing importance to more than 140,000 Western managers who do business with the Third World on a daily basis, often as partners in strategic alliances. Yet, other than theoretical articles in the economic development literature, there are few sources to which these managers, faced with a very different and difficult business environment, can turn. Now, building on 25 years as a teacher, researcher, and advisor to companies, governments, and international agencies in developing nations, James Austin presents the most complete and comprehensive analysis of the dynamics of the Third World business environment available today. 
 Seemingly insurmountable obstacles confront a Western company setting up operations in a Third World country: governmental controls, rampant inflation and devaluation, cumbersome bureaucratic procedures for obtaining import licenses, skill scarcity, difficulties with training new employees in new technology -- and not least, the possibility that the entire venture could go up in the flames of a revolution. Through his lucid Environmental Analysis Framework -- a powerful, field-tested analytical tool -- Austin first systematically and masterfully examines these economic, political, cultural, and demographic factors at the international, national, industry, and company levels. The second and largest portion of the book comprises Austin's detailed, brilliantly insightful analysis of the most critical strategic issues and operating problems that managers will encounter in developing countries -- in governmental relations, finance, marketing, production, and organization -- together with a battery of tested operating techniques illustrated with numerous experiences of multinational companies operating in the Third World, such as Cummins Engine, Mitsubishi, PepsiCo, Ciba-Geigy, ICI, Nestlé, and Philips. 
 In his concluding chapters, Austin returns to his Environmental Analysis Framework to show managers how they should determine the scale and scope -- the projected financial investment and the degree of managerial involvement -- of their activity in a particular developing country; how they should decide on ownership strategy and the use of joint ventures; and how cultural factors will affect the structure of the projected enterprise. Finally, Austin offers his perspective on the evolving business environment in developing countries.

Managing in Developing Countries: Strategic Analysis and Operating Techniques

Business & Money

Austin, James E.

International

Free Press

Strategic Management In Developing Countries

A companion volume to Austin's Managing in developing countries; strategic analysis and operating techniques , the 35 case studies presented here are organized around his Environmental Analysis Framework, a powerful, field-tested analytical tool designed to help managers examine the Third World business environment. Annotation copyright Book News, Inc. Portland, Or.

Strategic Management in Developing Countries

Management & Leadership

Can businesses collaborate with nonprofit organizations? Drawing lessons from 24 cases of cross-sector partnerships spanning the hemisphere, Social Partnering in Latin America analyzes how businesses and nonprofits are creating partnerships to move beyond traditional corporate philanthropy. An American supermarket and a Mexican food bank, an Argentine newspaper and a solidarity network, and a Chilean pharmacy chain and an elder care home are just a few examples of how businesses are partnering with community organizations in powerful ways throughout Latin America. The authors analyze why and how such social partnering occurs. The book provides a compelling framework for understanding cross-sector collaborations and identifying motivations for partnering and key levers that maximize value creation for participants and society.

Social Partnering in Latin America: Lessons Drawn from Collaborations of Businesses and Civil Society Organizations (Series on Latin American Studies)

Gutiérrez, Roberto

Reficco, Ezequiel

Berger, Gabriel

Fischer, Rosa María

Koljatic, Mladen

Lozano, Gerardo

Ogliastri, Enrique

SEKN, Social Enterprise Knowledge Network

History

David Rockefeller Center for Latin American Studies

As consumers, suppliers, competitors and capital users, the 142 developing countries in the world are of major importance to more than 140,000 Western managers who do business with the Third World on a daily basis. Building on 25 years of teaching and field research, James Austin presents a comprehensive analysis of the dynamics of the Third World business environment where, unlike the West, government is what the author terms a "megaforce". With hundreds of examples, Austin shows how managers must interact with Third World governments in each of the functional areas of management: finance, production, marketing and organization.

Presented by The Drucker Foundation "Austin has uncovered the common elements and key strategies that make for effective collaborations.... In The Collaboration Challenge, he illuminates these key lessons for all leaders, and makes it possible for each of us to meet the collaboration challenge." --Frances Hesselbein, chairman of the board of governors, The Drucker Foundation, and John C. Whitehead, founder, The John C. Whitehead Fund for Not-for-Profit Management, Harvard Business School "Austin has performed a valuable service for nonprofit organizations and their corporate partners by illuminating the dynamics of successful relationships. His useful book deserves to be widely read by leaders in both sectors concerned about increasing the effectiveness of their social action agenda." --Rosabeth Moss Kanter, Harvard Business School, author of World Class and Rosabeth Moss Kanter on the Frontiers of Management "The entire nonprofit sector has been searching for the expertise and tools this book provides. Nothing else like it exists." --Bill Shore, executive director of Share-Our-Strength and author of The Cathedral Within and Revolution of the Heart In these complex times, when no organization can succeed alone, nonprofits and businesses are embracing collaboration for mutual benefits. Nonprofits are partnering with businesses to further their missions, develop resources, strengthen programs, and thrive in the competitive world. Companies are also discovering that alliances with nonprofits generate significant rewards: increased customer preference, improved employee morale, greater brand identity, stronger corporate culture, and higher innovation. In this timely and insightful book, James E. Austin provides a practical framework for understanding how traditional philanthropic relationships can be transformed into powerful strategic alliances. He offers advice and lessons drawn from the experiences of numerous collaborations, including Timberland and City Year; Starbucks and CARE; Georgia-Pacific and The Nature Conservancy; MCI WorldCom and The National Geographic Society; Reebok and Amnesty International; and Hewlett-Packard and the National Science Resource Center. Readers will learn how to: * Find and connect with high-potential partners * Ensure strategic fit with the partner's mission and values * Generate greater value for each partner and society * Manage the partnering relationship effectively Click here to read Chapter 8, Guidelines for Collaborating Successfully.

The Collaboration Challenge: How Nonprofits and Businesses Succeed Through Strategic Alliances

Jossey-Bass

Collaboration between nonprofits and businesses is a necessary component of strategy and operations. Creating Value in Nonprofit-Business Collaborations: New Thinking &amp; Practice provides breakthrough thinking about how to conceptualize and realize collaborative value. With over a hundred case examples from around the globe and hundreds of literature references, the book reveals how collaboration between businesses and nonprofit organizations can most effectively co-create significant economic, social, and environmental value for society, organizations, and individuals. This essential resource features the ground-breaking Collaborative Value Creation framework that can be used for analyzing the sources, forms, and processes of value creation in partnerships between businesses and nonprofits. The book is a step-by-step guide for business managers and non-profit practitioners for achieving successful cross-sector partnerships. It examines the key dimensions of the Collaborative Mindset that shape each partner's collaborative efforts. It analyzes the drivers of partnership evolution along the Collaboration Continuum, and sets forth the key pathways in the Collaboration Process Value Chain. The book concludes by offering Twelve Smart Practices of Collaborative Value Creation for the design and management of cross sector partnerships. The book will empower organizations to strategically increase the potential for value creation both for the partners and society. Praise for Creating Value in Nonprofit-Business Collaborations: New Thinking &amp; Practice! "This is a playbook for enabling business and nonprofits to co-create shared value. These new types of collaborations about creating value, rather than the tense standoffs of the past, are part of the way we will create actual solutions to society's challenges." Michael J. Porter, Bishop William Lawrence University Professor, Harvard Business School "Co-creating value is a powerful concept Jim Austin and May Seitanidi are sharing with us that will bring business and non-profit leaders to a new level of understanding and performance. This new book is the indispensable guidebook for leaders of the future." Frances Hesselbein, Founding President and CEO of the Frances Hesselbein Leadership Institute, Former CEO of the Girl Scouts of America, and Holder of Presidential Medal of Freedom "I love the book! While it focuses on "cross sector" collaboration, it should be read by every executive in the "for-profit" sector. Business is about how to collaborate with stakeholders to create value. This book tells you how to do it. Bravo!" R. Edward Freeman, University Professor and Olsson Professor The Darden School University of Virginia "Finally a book that demystifies what is probably the single most indispensable strategy for advancing social change: cross sector collaboration that creates genuine, measurable value for all. The book is an original and valuable resource for both the nonprofit and business sectors, providing a promising new roadmap that shows how to go beyond fighting for one's share of the pie, to collaboration that actually makes the pie grow." Billy Shore, Founder and CEO of Share Our Strength and Chairman of Community Wealth Ventures "Professors Austin and Seitanidi provide essential guidance for managers determining how to produce benefits for their organizations and high impact for society. This is an informed, thoughtful, and practical analysis." Rosabeth Moss Kanter, Ernest L. Arbuckle Professor of Business Administration, Harvard Business School and author of SuperCorp: How Vanguard Companies Create Innovation, Profits, Growth and Social Good

Creating Value in Nonprofit-Business Collaborations

Creating Value in Nonprofit-Business Collaborations: New Thinking and Practice

Business Development & Entrepreneurship

wiley

"Entrepreneurship in the Social Sector provides an excellent overview of the many tools available to the entrepreneur to advance his or her mission, and it discusses many of the problems that organizations and their managers encounter at different points of a growth process." ―NONPROFIT AND VOLUNTARY SECTOR QUARTERLY
Written for students and practitioners, this unique text, with Harvard cases, provides detailed analysis and frameworks for achieving maximum impact through social entrepreneurship. Entrepreneurship in the Social Sector enables readers to attain an in depth understanding of the distinctive characteristics of the social enterprise context and organizations. The authors offer tools to develop the knowledge to pursue social entrepreneurship more strategically and achieve mission impact more efficiently, effectively, and sustainably. 
Key Features 
<ul>
<li>Spans a range of social enterprise activity:Examples are included across multiple and varied contexts from the nonprofit, business, and government sectors.</li>
<li>Offers Harvard Business School case studies: Through these cases, the critical components of social entrepreneurship are addressed including start-up, funding, growth, alliances and collaboration, and performance measurement.</li>
<li>Presents cutting edge social enterprise research: Detailed analysis and frameworks introduce the key themes and ideas that are illustrated through the cases at the end of each chapter.</li>
<li>Provides US and international coverage: Since social entrepreneurship is a growing field in the US and abroad, a number of case studies set in international settings are included.</li>
</ul>
Intended Audience The text is designed as a core or supplementary text for advanced undergraduate and graduate courses such as Social Entrepreneurship or Non-Profit Entrepreneurship in the departments of business, management, marketing, and public policy. 
"The emerging field of social entrepreneurship has been crying out for a definitive textbook. With clarity, insight, and a strong practical orientation, the authors of Entrepreneurship in the Social Sector have set the gold standard for many years to come." ―Professor J. Gregory Dees, Duke University
"This is so much more than a casebook! Entrepreneurship in the Social Sector offers a grounded and insightful conceptualization of the key challenges and fundamental processes of social entrepreneurship. It also presents practical frameworks for analyzing both, across a wide range of organizations. This book should be on the shelf of every aspiring and successful social entrepreneur."―James A. Phills, Jr., Stanford University

Entrepreneurship in the Social Sector

Leonard, Herman

Stevenson,Howard

Wei-Skillern, Jane C.

Sage Publications, Inc.

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