The Globally Integrated Enterprise

By Sam Palmisano. 2006

303 citations recorded by the source corpus.

Subfields: Economics and Econometrics, Political Science and International Relations

View Paper: https://www.semanticscholar.org/paper/b4b2e7e9cce42a01aee5056a79d0b9f9b7d35e96

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Economics and Econometrics

1. J. Paauwe
2. S. Beechler
3. Robert J. Kauffman
4. Paul P. Maglio
5. Mari Sako
6. Mansour Javidan
7. Günter K. Stahl
8. Elaine Farndale

In Political Science and International Relations

1. S. Beechler
2. Paul P. Maglio
3. Mari Sako
4. Mansour Javidan
5. Elaine Farndale

Citations in the corpus

• Service-oriented technology and management: Perspectives on research and practice for the coming decade (2008, background): “IBM is a globally integrated enterprise operating in more than 170 countries with more than forty time zones, 370,000 employees and seven business units (Palmisano, 2006).”
• Leading with a Global Mindset (2007, background): “Electronic communication, declining transportation costs, more flexible forms of economic organization, and the growing importance of mobile assets such as finance and knowledge establish an increasingly uniform horizon of production possibilities across national borders, integrating markets around ”
• Outsourcing and Offshoring: Implications for Productivity of Business Services (2006, background): “Because they can treat their functions as component pieces (or modules) to be mixed and matched, small firms and start-ups face lower entry costs to become global actors quickly (Palmisano, 2006).”
• Global Talent Management : How Leading Multinationals Build and Sustain Their Talent Pipeline (2007, background): “filling their talent pipelines due to shifting demographics and workforce preferences, but they also must develop new capabilities and revitalize their organizations as they transform their businesses, invest in new technologies, enter into new partnerships, and globalize their operations.(2) These ”
• Global talent management and global talent challenges: Strategic opportunities for IHRM (2011, background): “…adapt and quickly respond as they compete with firms worldwide to gain and sustain global competitive advantage (Engardino & Weubtraub, 2008; Gupta & Govindarajan, 2001; IBM, 2008; Lohr, 2010; Palmisano, 2007; Porter, 1985; Schuler & Tarique, 2007; Stephenson & Pandit, 2008; The Economist, 2009d).”