Michael A. Hitt, Beverly B. Tyler, Camilla Hardee, and Daewoo Park In this article we underscore how important it is for corporate players in the world's competitive arena to understand the strategic orientation and intent of competitors, partners, and one's own often nationally diverse management team. We offer several examples to illustrate what it takes to succeed in this arena, and include some advice for companies interested in revising their perceptual maps. Such revisions have become imperative as competition in global industries intensifies, as more companies learn to manage across borders, and as the economies of nation states become interlinked.
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