00912cam0 22002531 450 SOBE0002994320210401064217.0883480275620130124d1990 |||||ita|0103 baitaITCostituzioni e costituzionalismiGiorgio RebuffaTorinoG. Giappichelli1990180 p.23 cmRebuffa, GiorgioAF00008194070125670ITUNISOB20210401RICAUNISOBUNISOBFondo|De|Sanctis|F158696SOBE00029943M 102 Monografia moderna SBNMFondo|De|Sanctis|F001317CON158696DeSanctisFdonoNmenleUNISOBUNISOB20130124114636.020210401064217.0SpinosaPer le modalità di consultazione vedi homepage della Biblioteca link FondiCostituzioni e costituzionalismi634969UNISOB03726nam 2200577 450 991081131050332120230126212202.03-95489-608-7(CKB)2670000000534374(EBL)1640388(SSID)ssj0001217577(PQKBManifestationID)11679025(PQKBTitleCode)TC0001217577(PQKBWorkID)11219991(PQKB)10120708(MiAaPQ)EBC1640388(Au-PeEL)EBL1640388(CaPaEBR)ebr10856556(OCoLC)871780052(EXLCZ)99267000000053437420140415h20142014 uy 0engurcnu||||||||txtccrTowards a new order in the global automotive industry how asian companies catch up to their Western Peers /Daniel WäldchenHamburg, Germany :Anchor Academic Publishing,2014.©20141 online resource (133 p.)Description based upon print version of record.3-95489-108-5 Towards a new order in the global automotive industry; Content; 0. Introduction; 1. The automobile sector; 1.1. History of a mature industry; 1.2. Value system and fundamental considerations; 1.3. Incumbents as the catch up benchmark; 2. A conceptual framework of key catch up factors in the automobile industry; 2.1. Learning theories and their importance for catch up; 2.2. Core resources and capabilities in the automobile sector; 2.3. Catch up model for the automobile industry; 3. Hyundai: Insights from an early catch up case; 3.1. Initial institutional setting in Korea and its development3.2. The Hyundai Chaebol as a facilitator of catch up 3.3. Hyundai's catch up path; 3.4. Hyundai's strategic pattern of learning; 4. A longitudinal perspective on the selected automobile latecomers BYD, Chery, Geely, Tata Motors and Mahindra; 4.1. Institutional environment in China and India; 4.2. The influence of business groups; 4.3. Catch up path and current status of the five companies; 5. Strategic pathways for automobile latecomers; 5.1. Strategic group I: Follow the leaders; 5.2. Strategic group II: Incremental innovation and exhaustive absorption5.3. Strategic group III: Gambling on game changing developments 6. Limitations, further research and concluding remarks; List of sources; Glossary; List of figures; List of tables; AppendicesThe global automotive industry faces the most influential changes since the revolutionary introduction of mass production a century ago. Latecomer firms from Asia are challenging the western incumbents. They can change the rules of the game in the industry by leapfrogging several steps in their development process. This study seeks to contribute to the discussion of latecomer firms by gaining insights into the catch up processes of five automotive companies in the passenger car segment, namely BYD (PRC), Chery (PRC), Geely (PRC), Tata Motors (India) and Mahindra and Mahindra (India). BasedAutomobile industry and tradeEnvironmental aspectsSocial responsibility of businessSustainable developmentAutomobile industry and tradeEnvironmental aspects.Social responsibility of business.Sustainable development.338.476292293Wäldchen Daniel1668023MiAaPQMiAaPQMiAaPQBOOK9910811310503321Towards a new order in the global automotive industry4028306UNINA