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HBSP (USA)
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Strategies That Fit Emerging Markets (Spanish version)
Khanna, Tarun; Palepu, Krishna G.; Sinha, JayantArticle HBS-R0506CEconomicsThey lack specialized intermediaries, regulatory systems, and contract-enforcing methods. These gaps have made it difficult for multinationals to succeed in developing nations; thus, many companies have resisted investing there. That may be a mistake. If Western companies don't come up with good strategies for engaging with emerging markets, they are unlikely to remain competitive. Many firms choose their markets and strategies for the wrong rea...Starting at €8.20
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China + India: el poder combinado
Khanna, TarunArticle HBS-R0712DEconomicsChina e India están enterrando el hacha de guerra después de poco más de cuatro décadas de hostilidad. Algunas compañías de ambos países se han apresurado a obtener ventajas competitivas mediante la visualización de los dos como simbiótica. Si las corporaciones occidentales no pueden hacer lo mismo, van a perder su ventaja competitiva - y no sólo en China e India, sino a nivel mundial. El problema es que la mayoría de las empresas y consultores s...Starting at €8.20
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U.S. Export-Import Bank and the Three Gorges Dam (A) (Spanish Version)
Lodge, George C.; Reavis, CateCase HBS-907S04EconomicsDescribe el dilema Martin Kamarck enfrentó como presidente del Eximbank en la posibilidad de ofrecer a las empresas estadounidenses Financiación para el proyecto de las Tres Gargantas de China.Starting at €8.20
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To Float or Not to Float? (A) (Spanish version)
Alfaro, Laura; Di Tella, Rafael; Vogel, IngridCase HBS-707S08EconomicsOn July 21, 2005 China revalued its decade-long quasi-fixed exchange rate of approximately 8.28 yuan per U.S. dollar by 2.1% to 8.11% and, at the same time, introduced a more market-based exchange rate system. Many analysts and economists were disappointed with what they considered too small a change and called for more flexibility in the U.S. dollar/yuan exchange rate. Modification to China's exchange rate regime had been eagerly anticipated and...Starting at €8.20
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China: Flotar o no flotar (C) Esquel Group y el Renminbi chino
Alfaro, Laura; Di Tella, Rafael; Vogel, IngridCase HBS-707S10EconomicsEn julio de 2005, China revaluó su moneda en un 2,1% y ajustar su régimen de tipo de cambio hacia un sistema más basado en el mercado. Esquel Group, una gestión familiar, textiles privadas firma especializada en camisas de algodón de alta calidad con su mayoría de base de producción se encuentra en China, estaba entre aquellas empresas que se enfrentan con el reto de hacer frente a la revaluación del yuan y la posibilidad de apreciación futura . ...Starting at €5.74
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Angola and the Resource Curse (Spanish version)
Musacchio, Aldo; Werker, Eric; Schlefer, JonathanCase HBS-714S10Economicsimmense inequality, low life expectancy, a non-diversified economy, and constant grumblings of corruption. The global financial crisis and subsequent fall in state oil revenue drives a loan-seeking Angola towards either the IMF, who demand extensive reforms, or the Chinese, who seek to take a direct stake in the nation's recovery. The case explores the dynamics of post-conflict recovery as well as the challenges associated with a reliance on oil...Starting at €8.20
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La aplicación de las Normas Internacionales de Información Financiera en China
Ramanna, Karthik; Donovan, G.A.; Dai, Nancy HuaCase HBS-110S29EconomicsEn 2005, China ha anunciado planes para "converger con," pero no adopta por completo, IFRS. China también comenzó a ejercer presión para cambios a las disposiciones IFRS específicos, como por revelar sobre partes relacionadas de las empresas de propiedad estatal, para traerlos más en consonancia con los intereses chinos. sistema de contabilidad de China ya había sido objeto de reformas importantes durante las dos décadas en que su economía había ...Starting at €8.20
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How Urban Culture Transcends Borders
Towns, Marlene MorrisArticle HBS-F1403B-EEconomicsU.S. companies seeking to export their products are often thwarted by widespread anti-American sentiment in regions such as Asia and the Middle East. However, new research finds that segments in those regions keenly identify with U.S. urban youth culture--the world of hip-hop and rap--and identifies nontraditional sources of influence (TV shows, music and music videos, athletes and other celebrities) through which companies can reach them.Starting at €8.20
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China + India: The Power of Two
Khanna, TarunArticle HBS-R0712D-EEconomicsChina and India are burying the hatchet after four-plus decades of hostility. A few companies from both nations have been quick to gain competitive advantages by viewing the two as symbiotic. If Western corporations fail to do the same, they will lose their competitive edge--and not just in China and India but globally. The trouble is, most companies and consultants refuse to believe that the planet's most populous nations can mend fences. Not on...Starting at €8.20
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Mao's Pervasive Influence on Chinese CEOs
Li, Shaomin; Yeh, Kuang S.Article HBS-F0712C-EEconomicsExecutives of multinationals partnering with Chinese firms should be alert to Mao Zedong's lingering influence on some of the country's most successful executives--and, in particular, watch for a leadership tactic that can undermine a joint venture.Starting at €8.20