Doing business in the new world disorder: Assessing, understanding, and effectively responding to the challenges of social and poliltical instability within emerging markets

Werther, Guntram F. A.

doi:10.1002/(sici)1520-6386(199724)8:4<12::aid-cir4>3.3.co;2-7

Cited by 2 publications

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“…The causes of business failure internationally are rarely financial, economic or technical. Failure arises from serious errors and misjudgment concerning the social, cultural, and political environment of the international countries (Werther, 1997). There may be differences in conducting CI internationally – for example countries may differ in types, timeliness and motives for data collection.…”

Section: Domain Of Competitive Intelligencementioning

confidence: 99%

Cross‐cultural competitive intelligence strategies

Adidam

Gajre²,

Kejriwal³

2009

Marketing Intelligence &Amp; Planning

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PurposeCompetitive intelligence (CI) is a promising tool in the strategic planning arsenal of top managers. As companies expand globally, it is imperative that CI be conducted across national boundaries and cultures. The practice of CI in various international markets is clearly impacted by the cultural context of gathering and analyzing information. Therefore, one of the key ingredients to successfully conducting CI globally is the ability to understand the local culture and business practices, and then integrate this knowledge within contemporary CI strategies. This paper aims to address these issues.Design/methodology/approachThis study analyses CI practices in the developed markets of Europe and Japan, as well as the emerging markets of China, Russia, South Africa, Latin America, and the Middle East by using extant literature, primary as well as secondary sources.FindingsOwning to the complexity of cross‐cultural CI practices, often companies fail in their entry into foreign markets. This is due to misjudgment and poor understanding of the countries' cultural, social, and political environment. As cultural factors have a major influence on the collection, analysis and outcome of any CI project, firms doing international business must have a cross culturally aware CI program, which can be established with the help of a five‐step process as described in the paper.Research limitations/implicationsThis paper provides a snapshot of comparative CI practices from across the globe, and contrasts developed and emerging CI practices. This is a qualitative review‐based paper, and hence does not have any empirical corroboration. Most the understanding is gleaned from the extant literature as well as our in‐depth interviews with 12 CI consultants in various global markets.Practical implicationsGlobal managers need CI in order to succeed in foreign markets. Most of times, these managers use the same CI practices that are being used in their home markets. This paper provides a good approach through which they could develop a “cross‐culturally aware” CI program in their company.Originality/valueCultural factors play a major role in CI practices of firms across the globe. This research compares and contrasts CI practices in various cultures and markets, and provides some key guidelines and approaches for global managers in order to conduct successful CI in a variety of cultures. This research would be very valuable to global companies as it provides timely and practical solutions.

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Section: Domain Of Competitive Intelligencementioning

confidence: 99%

Cross‐cultural competitive intelligence strategies

Adidam

Gajre²,

Kejriwal³

2009

Marketing Intelligence &Amp; Planning

View full text Add to dashboard Cite

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“…Given how we train and do research within most university programs, field practitioners in international relations, intelligence (business and otherwise), and international management naturally frequently get it wrong (Werther, 1997(Werther, , 1998. They were probably trained to fail at college and within the university because it is the rare program and academic who still values common sense realism over elegant theory construction; broad preparation of students in many relevant disciplines over early and counter-productive subspecialization; quality of thought over volume of publication; and knowledge of histories, philosophies, comparative politics, comparative cultures, and languages as an indispensable part of the training of thoughtful analysts, managers, and citizens.…”

Section: Relations Studiesmentioning

confidence: 99%

“…What you need are some creative, open-minded, properly trained, and motivated employees. Take the money you actually changing-save, and throw a staff party to celebrate your new, more effective approach to "doing business in the new world disorder" (Werther, 1997).…”

Section: The Trouble Is Hardly Anyone Todaymentioning

confidence: 99%

The crisis of business intelligence: On the necessity of training reform

Werther¹

1999

Thunderbird Intl Bus Rev

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One can probably misjudge or misunderstand more critical history‐making international events, patterns, and trends than contemporary intelligence analysts have, but it is hard to imagine how. The crisis of intelligence, including business intelligence, is part of the larger crisis of incompetence within the social sciences generally. It is a systemic problem involving, as an internal CIA review says, an inability to think “how the other guy thought,” a chronic failure of imagination and personnel, and flaws in information gathering, training, and analysis. Senator Helms says, “Our foreign policy institutions are a complete mess,” and many congressmen, scholars, and practitioners agree.

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Doing business in the new world disorder: Assessing, understanding, and effectively responding to the challenges of social and poliltical instability within emerging markets

Cited by 2 publications

References 0 publications

Cross‐cultural competitive intelligence strategies

Cross‐cultural competitive intelligence strategies

The crisis of business intelligence: On the necessity of training reform

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