Local Institutions and Global Strategy Tarun Khanna 2002
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1) Aim of the Institution: The aim of this institution is to create a global network with local institutions that can effectively serve global customers. 2) Objectives: The objectives of this institution are to create a comprehensive global network that helps companies achieve sustained competitive advantage in a global market. 3) Key Strategies: The key strategies of this institution include developing strategic partnerships with local institutions, providing global consultancy, research and innovation services, and supporting the growth and development of local companies. 4) Leadership Team
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In this case study about local institutions and global strategy of Tata Group, I describe how their organization has adapted to the challenges posed by globalization. I examine the roles of local institutions, such as the subsidiaries and joint ventures that they operate, in shaping the global strategy, and the ways in which global strategy is implemented on the local level. The Tata group is one of the most dynamic conglomerates in India, with a broad range of operations including manufacturing, automotive, financial services, and telecommunic
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I recently read a research paper by Tarun Khanna. This is a remarkable piece of research; it is a compelling and valuable contribution to the debate on the relationship between local institutions and global strategy. The paper has a well-defined scope, and its contribution to the debate is particularly valuable. I would like to discuss briefly some of the central arguments in the paper before moving on to some critical views. 1. Aggregate Analysis Khanna argues that local institutions have both aggregate (global) and localized effects on a country’s growth. He shows that
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