Much has been written about the impact of the millennium. The plain fact is that much of what will happen in the early part of the next millennium is already happening. This is not to underestimate the effects of such change. Perhaps chief among all of the major forces for change which will affect organisations and the way in which they are managed will be the impact of knowledge. The need to base competitive strategies on intellectual capacity will directly influence management processes and organisational forms. The paper draws on the work of influential writers in the area of environmental change and knowledge management and attempts to trace the linkages between the need to actively manage knowledge and the resultant changes in organisations. Finally the point is made that although we may be in a new information age the concept of knowledge based strategies is not new and predates the industrial revolution.
Executive SummaryThis article explores a "tool" that may be used for the informal phase of negotiations of alliances in emerging markets. Four different partner perspectives of the partners of an alliance are analyzed: how the foreign investor views his own contributions to the venture, how the foreign investor views the local partner's contributions, how the local partner views his own contributions, and how the local partner views the contributions of the proposed foreign investor. Three categories of differences in perception are identified. These four perspectives and three categories are discussed using the appropriate research findings from relevant literature. The article discusses the implications for business negotiations of the identified perceptual conflicts for international business practitioners, researchers, and policy makers. Emerging markets (in particular, in Latin America and Asia) are expected to show a strong technology-driven growth at the start of the millennium. the alliance
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