OpinionCompetition and Strategy Global Business
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As legislators negotiate comprehensive immigration reform, Professor Mushfiq Mobarak explains, in a commentary in the New York Times, the importance of skilled foreign workers in sustaining the United States’ comparative advantage in science and innovation.
The former president of Colombia argues that dealing with globalization is an imperative for all countries. He describes how he tried to build relationships with other nations when he was head of state, with an eye toward working together to solve major problems—such as narco-trafficking, terrorism, and resource constraints—that cross borders.
A new working paper co-authored by Professor Peter Schott links the sharp decrease in U.S. manufacturing employment after 2001 to a substantial shift in U.S. trade policy towards China in late 2000.
Any large organization has multiple stakeholders with different needs. And a truly global business has to deal with tremendous variation in cultural and regulatory contexts. For example, in the U.S., per capita credit card penetration is 2.5—meaning there are more than 2 credit cards for each person in the country. In Saudi Arabia, where Islam forbids the use of credit, the penetration rate is .04. How can a company cope with exponentially increasing complexity as it moves to more and more markets? And are there some businesses that don't translate easily—or at all—across borders?
The cost to produce energy from renewable sources, such as wind and solar, has fallen dramatically in recent decades, but so has the cost of natural gas. Daniel Gross, a renewable energy investor, discusses what it will take to make wind and solar cost-competitive.
Professor K. Sudhir discusses India’s move to expand the presence of foreign retailers to modernize the country’s retail sector and boost economic growth.
Leading architect and dean of the Yale School of Architecture Robert A. M. Stern argues that much of the action in global architecture has shifted to Asia and the Middle East. He outlines the challenges of designing large-scale buildings and doing business across cultures.
Private equity experts and investors in India describe a unique developing market where even with bountiful capital and few opportunities for anything but minority shares the sector is profitable and a key to harnessing the country's tremendous entrepreneurial energy.