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pankaj ghemawat > academic resources
Book Chapters

Ghemawat, Pankaj                                                                            
"Bridging the Globalization Gap at Top Buisness Schools"
In
The Future of leadership development, edited by Jordi Canals.
London: Palgrave Macmillan, January 2011.

Top business schools talk a great deal about globalization, placing particular emphasis on their students' diverse national origins and on international partnerships.  Yet a closer look at what they actually do raises questions about whether these scope expansions are matched by adequate attention to globalization-related knowledge and course development activities.  Put differently, there seems to be a gap between the reach and the grasp of top business schools' globalization efforts: their global reach seems to have outrun their grasp of the explicitly global content to be taught to students from different countries about different locations.  Bridging this curricular gap would unlock significant social benefits as well as private gains.  A survey of academic thought leaders suggests that efforts to bridge the gap should focus on cross-country differences and their business implications.  This essay concludes by presenting one action proposal along these lines, for a globalization platformk course with the suggested cross-country focus that is designed to be inserted into the core MBA curriculum and to interlock with other required (functional) courses. 

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Book Chapters

Ghemawat, Pankaj
"Responses to forces of change: A focus on Curricular Content"chapter 4
In
Globalization of Management Education, Changing International Structures, Adaptive Strategies,and the impact on institutions,  edited by AACSB International - The Association to Advance Collegiate Schools of Business.
Emerald Group Publishing Limited, 2011.

This chapter, is focused on the incorporation of global perspectives within the core curriculum as well as supplemental training and experiental learning. Drawn upon existing research, a new survey of academic thought leaders, and several examples that involve the case-study schools as well as other business schools in order to inform the discussion. In doing so, the aim is to spark reflection and dialogue among faculty members, program directors and business school administrators regarding the approaches most appropiate for various programs given their size, objectives, student profile, delivery format, resources, and other characteristics

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Book Chapters
Ghemawat, Pankaj and Xavier Vives
"Competitiveness in Catalonia. Selected Topics"
In Reports of the Public-Private Sector Research Center 2, IESE - Foment del Treball Nacional, 2009.

The report summarizes the findings of an extensive research on some selected key issues related to the competitiveness of Catalonia performed by experts in the different fields. It starts with a review of recent macroeconomic performance and assessment of some competitive endowments of Catalonia prepared with a contribution of Joaquín Trigo and material gathered by Jordi Ollé under supervision of Vives. We move on then to analyze performance and prospects in three key areas: secondary education, the links between productivity, innovation, trade and competitiveness, and the relations between the science and innovation system and business. In so doing we draw the lessons from the analysis of a low tech sector (food and drink), a medium tech sector (automotive), and a high tech sector (biotechnology). Finally, we analyze company strategy. We end by setting an agenda for action.

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Book Chapters

Caves, R. E., and P. Ghemawat.
" Identifying Mobility Barriers."
Strategic Management Journal 13 (January 1992): 1-12.  also published in Strategic Management edited by Julian Birkinshaw, Northampton, MA: Edward Elgar Publishing, 2005.


The Profit Impact Market Strategy (PIMS) New Research Database is used to identify the mobility barriers (the factors associated with sustained intra-industry profit differentials) in a cross-section of industries. Data were available for all 5 years in the 1979-1983 period on 59 respondent businesses. The analysis suggests that differentiation-related factors play more of a role in generating sustained intra-industry profit differentials than do cost-related ones. It is also shown that differentiation-related advantages tend to be absorbed into bigger margins and, in some instances, larger market shares, while cost-related advantages are taken primarily in the form of increases in market share.

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Book Chapters

Ghemawat, Pankaj, Africa Ariño, and Joan Enric Ricart.
"Introduction: International Strategy and Location Specificity"
In
Creating Value through Global Strategy, edited by Africa Ariño, Pankaj Ghemawat and Joan Enric Ricart.
London: Palgrave Macmillan, 2004.

This introduction is organized to give a description on the articles in the book, their contribution and their connection to the field of international strategy and location specificity. All this is tied together by first using a simple table on strategy domains to make clear that location specificity is essential if international strategy is to have a distinctive content for companies with multiple businesses operating in multiple countries. Areas for improving research in this area as well as new avenues of research are provided. The attributes of location specificity put forth by Williamson (1985) are elaborated to include elements such as geographic distance (transportation costs), cultural (language, etc.), preferences for proximity (home bias) and legal (administrative, contractual) differences. Similarly, a case for using spatial interactions in an integrated way is recommended for looking at bilateral and multilateral relationships. New avenues for research are separated into three levels: international business strategy focusing on spatial/locational differences, on spatial interactions over very short distances (one location) and variable distances (across locations).

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Book Chapters

Ghemawat, P., D. Collis.
"Mapping the Business Landscape."
In The Portable MBA in Strategy, edited by Liam Fahey and Robert Randall, pg. 171-188. John Wiley & Sons, 2001.

This chapter illustrates the wisdom of probably the oldest precept in strategy analysis. Because opportunities and threats can only emerge from change, strategists must identify and evaluate the forces shaping and driving change in and around their competitive domain or industry. They show how to analyze any competitive domain or industry using two distinct but related analysis frameworks-the "five-forces" industry analysis framework and the value net framework. Such industry assessment is an essential constituent of the core environmental analysis for most firms.

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Book Chapters

Brandenburger, Adam, and Pankaj Ghemawat.
"Entry and Deterrence in the British Satellite Broadcasting Industry."
In
Games Businesses Play: Cases and Theory, edited by Pankaj Ghemawat, 177-204. Cambridge: MIT Press, 1997.

This is a detailed case study that fixes on very fluid situation: competition to monopolize a new product market made possible by a process innovation in broadcasting technology. This chapter is motivated by a war of attrition between British Satellite Broadcasting (BSB) and Sky Television over the market for satellite TV in the United Kingdom. This case probes into two foundational questions about game theory: Can firms be treated, as per usual practice, as unitary players out to maximize their own payoffs, and if so, should their interactions be expected to lead to Nash equilibria. The implications for game theory turn out not to be innocuous; for researcher in strategic management, there are also nontrivial implications concerning the content of effective competitor analysis.

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Book Chapters

Ghemawat, P., and B. Nalebuff.
"Excess Capacity, Efficiency, and Industrial Policy."
In
The Management of Excess Capacity in the European Environment, edited by C. B. Fuller. Oxford: Basil Blackwell Publishers, 1990.

In industries with excess capacity competitors often have very different costs When producers' costs differe there are four interesting features of the oligopoly equilibrium. The free-market solution is technically inefficient: in genral, output is not produced at minimal cost. Tariffs reduce technical efficiency (and also allocative efficiency as they result in lower equilibrium consumption). Untargeted subsidies reduce technical efficiency, while subsidies targeted at the more efficient competitor improve it. Mergers improve technical efficiency even I the absence of economies of scale; they do, however, hurt allocative efficiency.

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Book Chapters

Ghemawat, Pankaj and Murali Patibandla
“India’s Exports Since the Reforms: Three Analytic Industry Studies.”
In India’s Economic Reforms, edited by Jeffrey Sachs and Ashustosh Varshney.
Oxford University Press, 1999.

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Book Chapters

Ghemawat, Pankaj, Robert Kennedy and Tarun Khanna
“Competitive Policy Shocks and Strategic Management.”
In Managing Strategically in an Interconnected World, edited by Michael Hitt, Joan E. Ricart and Robert Nixon.
John Wiley, 1998.



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Book Chapters

Ghemawat, Pankaj
“The Short Run versus the Long Run in Cross-Sectional IO.”
In Strategic Groups, Strategic Moves and Performance, edited by Herman Daems and Howard Thomas.
Pergamon, 1994.

 

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Book Chapters

Ghemawat, Pankaj, Michael E. Porter and Richard A Rawlinson
“Patterns of International Coalition Activity.”
In Competition in Global Industries, edited by Michael E. Porter.
Harvard Business School, 1986.

 

This chapter assembles evidence about the extent of international coalition activity, its distribution across industries, countries, and types of firms, and its purposes. Coalitions represent a taxonomically novel category and, as chapter 10 argues, a strategically meaningful one. Therefore we should expect to learn a substantial amount through an integrated, rather than piecemeal, examination of them. We employ a new dataset to do so, which is more current and comprehensive than those available to previous researchers.

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