Global Business Management (MBA)

Strategies for internationalizing the business school: Educating for the global economy

by Raj Aggarwal

Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Cultural perspectives on knowledge management in central and eastern Europe: The SECI model of knowledge conversion and ‘ba’. Journal of Information & Knowledge Management, 9(2), 161 – 169.

This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European... more This research discusses the SECI Model of Knowledge Conversion as it relates to the 10 Central and Eastern European Countries (CEECs) that are now part of the European Union (EU). The socio-economic conversion from socialism to capitalism of these societies is unique in historical precedence, whereby utilising the contextual models in knowledge conversion are applicable for understanding the implications of such a phenomenon. The results indicate that there is a unique set of variables that need to be considered within this context and for future similar situations.

Keywords: SECI; knowledge conversion; national culture; Ba; central and eastern Europe.

Knowledge Management Views in Eastern and Western Cultures: An Integrative Analysis

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Knowledge management views in eastern and western cultures: An integrative analysis. Journal of Knowledge Globalization, 3(2), 51 – 69.

Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s... more Traditional eastern and western views of knowledge continue to influence the knowledge management practices in today’s global workplace. Based on these views, several dominant theories have emerged on how to best manage in the international work environment. This research illustrates contradictions in these theories and extracts a new perspective from the dynamic literature stream. This innovative perspective provides an opportunity to leverage cultures and relationships holistically for effective knowledge transfer and cross-cultural understanding, and hence for effective management

Keywords: Knowledge, Culture, International Management, Knowledge Management, Hofstede Framework

Socio-Technical Knowledge Management and Epistemological Paradigms: Theoretical Connections at the Individual and Organisational Level

by Matthew Jelavic

Jelavic, M. (2011). Socio-technical knowledge management and epistemological paradigms: Theoretical connections at the individual and organisational level. Interdisciplinary Journal of Information, Knowledge, and Management, 6(1), 1 – 16.

This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist... more This paper provides an evaluation of the literature pertaining to the autopoietic, connectionist, and cognitivist epistemological paradigms. These paradigms exist at the individual and organisational level through diametrically opposed functionalist versus interpretive and integrative socio-technical knowledge management perspectives. The alignments of individual and organisational epistemologies are essential to the effectiveness of a knowledge management system. Knowl-edge management should consider the roots of knowledge theoretically in order to share or man-age knowledge dissemination successfully in organisations. The term ‘knowledge sharing’ has been emphasised and discussed comprehensively through its epistemological influential factors. This paper concludes the development of a Knowledge Management Epistemological Synthesis Model (KM-ES Model) and a comprehensive discussion and conclusion section focussing on the implications of epistemological influences on the knowledge management system of an organisa-tion. The results from this study provide both researchers and academicians with a clear under-standing of the interplay between epistemologies and a foundation for establishing an effective organisational knowledge management system.

Keywords: socio-technical, knowledge management, knowledge sharing, epistemology, cognitiv-ist, connectionist, autopoietic, functionalist, interpretive, KM-ES Model

Multidisciplinary Technical Teams: A Case Study

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2009). Multidisciplinary technical teams: A case study. Canadian Manager, 33(3), 18 – 19.

Interorganizational Macrocultures in the North American Automotive Manufacturing Industry

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2009). Interorganizational macrocultures in the North American automotive manufacturing industry. Canadian Manager, 34(2), 20 – 21.

Maslow and Management: Universally Applicable or Idiosyncratic?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Maslow and management: Universally applicable or idiosyncratic? Canadian Manager, 34(4), 16 – 17.

Globalization, Knowledge Workers and the Expanding European Union: A Lesson for North America?

by Matthew Jelavic

Jelavic, M., & Ogilvie, K. (2010). Globalization, knowledge workers and the expanding European Union: A lesson for North America? Canadian Manager, 35(1), 26 – 27.

Social Network Mapping and Analysis in the Global Aerospace Community

by Matthew Jelavic

Ogilvie, K., & Jelavic, M. (2010). Social network mapping and analysis in the global aerospace community. Canadian Manager, 35(2), 20 – 21.

The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process

by Matthew Jelavic

Jelavic, M., & Vincenti, M. (2012). The Neurobiology of Experience: Memory-Prediction and Its Role in the Management Decision-Making Process. Canadian Manager, 36(4), 26 – 27.

Tacit Knowledge and Personal Competitive Advantage: An Autopoietic Framework for Knowledge Management in Human Resources

by Matthew Jelavic

Jelavic, M. (2011). Tacit knowledge and personal competitive advantage: An autopoietic framework for knowledge management in human resources. Canadian Manager, 36(3), 22 – 23.

Competence Management in High-Technology Organizations

by Matthew Jelavic

Jelavic, M. (2011). Competence management in high-technology organizations. Canadian Manager, 36(1), 21 – 22.

Management Consulting: Understanding the Process Using Concepts in Neuroscience

by Matthew Jelavic

Vincenti, M., & Jelavic, M. (2011). Management consulting: Understanding the process using concepts in neuroscience. Canadian Manager, 35(4), 22 – 23.

The Brain Drain: Implications for Regional Economic Integration in the Expanding European Union.

by Matthew Jelavic

Jelavic, M. (2012). The brain drain: Implications for regional economic integration in the expanding European Union. In B. Chapalet, & M. Le Berre (Eds.), Producing New Knowledge on Innovation Management. Presses Universitaires de Grenoble, 99 – 111.

This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the... more This paper provides a review and conceptual analysis of issues surrounding regional economic integration and the potential for inter-country brain drain within the expanding European Union (EU). As the EU expands eastward, it absorbs millions of highly skilled knowledge workers and opens opportunities for western European organisations to capitalise on this workforce. The migration of these skilled workers is a macro-exercise in eastern European knowledge management, and could have far-reaching implications at the regional, industry and organisational levels. This paper explores the context and implications of knowledge worker movement across fading borders.

Moving from Pegged Rates to Greater Exchange Rate Flexibility

by Abed El-azez Safi

Academic Articles of “Kicking the Habit: Moving from Pegged Rates to Greater Exchange Rate Flexibility”
Under Discussion of “Developing countries need fixed exchange rates? ”

Moving from pegged exchange rates to greater exchange rate flexibility1, there is a problem need to be solved that... more Moving from pegged exchange rates to greater exchange rate flexibility1, there is a problem need to be solved that there are powerful incentives for greater flexibility deriving from changes in the international economic and financial environment but that policymakers find it difficult to engineer “a smooth transition”. They offer practical suggestions and a framework under which the probability of a smooth transition can be maximized and drawing examples from recent economic history. This is an attempt to understand the experience of selected countries which have undertaken this transition. The pressures for greater exchange rate flexibility coming from trading and borrow of different currencies therefore we can understand the fear of shifting to greater exchange rate flexibility. As the recent experience of the Asian economies has underscored, pegging to a particular currency is not preferable for countries that trade and borrow from a variety of different partners.

ICMAP News letter

by Mubashar khan

Some good presentation on corporate finace and economic challanges. Some good presentation on corporate finace and economic challanges.

Market Entry and Priority of Small and Medium-Sized Enterprises In the Software Industry: An Empirical Analysis of Cultural Distance, Geographic Distance, and Market …

by Pasi Tyrväinen

Ojala, A. and Tyrväinen, P., "Market Entry and Priority of Small and Medium-Sized Enterprises in the Software Industry: An Empirical Analysis of Cultural Distance, Geographic Distance, and Market Size," Journal of International Marketing 15 (3), September 2007. 123-149.
Avaliable also in JYX http://urn.fi/URN:NBN:fi:jyu-2011111011656

This article investigates the influence of cultural distance, geographic distance, and three market size variables in... more This article investigates the influence of cultural distance, geographic distance, and three market size variables in the target country preference of small and medium-sized enterprises (SMEs) in the software industry. In addition, the authors examine the shift of SMEs' priorities in country selection by analyzing how these factors affect the selection of the first, second, and third target countries. The empirical findings suggest that approximately 70% of country choices can be explained by software market size and geographic distance alone. The findings also show that SMEs' entry priorities shift quickly from countries within a short geographic distance to countries with high purchasing power and at a greater geographic distance. The authors discuss relationships of these macrolevel factors and compare them with prior qualitative and conceptual studies in this field. They also note implications for managers.

Recreativos Franco S.A.: Strategic Implications of the Entry Mode in Brazil

by Manuel Muriel

Spanish Institute for Foreign Trade (ICEX) fellowship 1995-1996.

This job market paper was produced on request of Recreativos Franco S.A., a manufacturer of fruit machines (“machines... more This job market paper was produced on request of Recreativos Franco S.A., a manufacturer of fruit machines (“machines type B” according to the law) in mid-nineties. In the face of a mature market for fruit machines in Spain, characterized by a stagnant demand, a virtual duopoly and an increasing regulation and game taxation, the company aimed to expand its operations abroad.
The paper is based on quantitative information from general sources and qualitative information drawn from field research; basically an interview with a local operator in Andalusia. The framework of the analysis and the methodology are based on Marketing International (Croué 1993).

Note: original document is in Spanish

Segmentación y marca blanca. Un caso en la industria global de la aceituna de mesa

by Manuel Muriel

Estudio de caso de marketing internacional

El estudio, llevado a cabo con la base de datos Estacom, pone de manifiesto el estancamiento de las exportaciones de... more El estudio, llevado a cabo con la base de datos Estacom, pone de manifiesto el estancamiento de las exportaciones de aceitunas a granel y el crecimiento de las exportaciones de aceitunas envasadas. Éste fenómeno de cambio industrial constituye un patrón de la industria aceitunera española.
La empresa opera en el negocio del aderezo y venta de aceituna de mesa a granel, un mercado global de commodities donde existen escasas posibilidades de diferenciación y crecimiento. En este contexto ha constituido una joint venture (empresa conjunta) para la producción de aceituna envasada con un socio que domina el marketing de productos de consumo (alimentación).
Ante el poder dominante de una distribución cada vez más concentrada y la necesidad de superar una elevada barrera de entrada de inversión en intangible (marca), la segmentación aparece como la única estrategia posible a medio plazo. En razón de sus recursos, el canal food service (Horeca) en la Mitteleuropa, con private branding (marca blanca), es donde la nueva empresa parece tener más posibilidades.