By Saskia Sassen
This groundbreaking examine makes a speciality of the significance of position, scale, and state to the learn of globalization. Sassen identifies units of methods that make up globalization: the 1st and as a rule studied set of methods is international associations, from the international alternate association to the conflict Crime Tribunals; the moment and not more usually explored set of strategies take place on the nationwide and neighborhood point, together with nation financial coverage, small-scale activism that has an specific or implicit international time table, and native politics. Emphasizing the interaction among worldwide and native phenomena, Sassen insightfully examines new kinds and stipulations resembling international towns, transnational groups, and commodity chains. This distinctive method of globalization deals new interpretive and analytic instruments to appreciate the complexity of worldwide interdependence. Sociology of Globalization is half of the modern Societies sequence.
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Extra resources for A Sociology of Globalization (Contemporary Societies Series)
1 Conceptualisation of uncertainty and sources of ﬂexibility in the global factory Primary Uncertainty Partner Partner OrganisaƟon OrganisaƟon Boundary or Strategic Flexibility 2 21 22 P. Enderwick In this simplified conception, the centre of the global factory is the lead or focal firm internalising key activities such as innovation, branding, and critical management tasks. The focal firm is likely to be hierarchical to some degree in its organisation. For the sake of exposition, the focal firm is shown to be involved with just three external partner organisations.
A conceptualization of an organizational learning culture in international joint ventures. Industrial Marketing Management, 34(5), 430–439. , & Streitfeld, D. (2015). Inside amazon: Wrestling big ideas in a bruising workplace. The New York Times, 15 August. (2006). Strategy and the learning organization: A maturity model for the formation of strategy. The Learning Organization, 13(4), 353–368. Leftwitch, A. (1995). Bringing politics back in: Towards a model of the developmental state. Journal of Development Studies, 31(3), 400–427.
Rosing et al. (2011) on the other hand posit that the crucial feature of leading for innovation is the fostering of either explorative or exploitative behaviours in subordinates, the combination of which results in innovative behaviour. They frame ambidextrous leadership as the ability by a leader to demonstrate both behaviours that foster exploratory activities and behaviours that foster exploitative activities in their subordinates as well as switching between these two behaviours. Their model is based on a dialectical perspective on innovation (Bledow, Frese, Anderson, Erez, & Farr, 2009a, 2009b).
A Sociology of Globalization (Contemporary Societies Series) by Saskia Sassen