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Taking trouble: the key to effective global attention

Taking trouble: the key to effective global attention Many corporations fail to find the Holy Grail of globalization because they have not paid “enough” ongoing attention to the process. Without greater attentional effectiveness in their efforts to globalize, firms waste precious executive resources or decide to standardize their operations to limit the complexity of their international strategies. Neither of these reactions is desirable. While companies can deploy a range of helpful tools in increasing overall levels of global attention, these tools are costly and not every company is in a position to achieve and sustain high levels of global attention effectively. In this article, the authors discuss three dimensions of management attention: aversion/attraction, captive/voluntary, and front‐of‐mind/back‐of‐mind. Each of these dimensions provides an array of tools to focus management attention. By maximizing each of these dimensions, attention effectiveness is increased. In an international business world with abundant information, managers need to focus on their most scarce resource – management attention. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategy & Leadership Emerald Publishing

Taking trouble: the key to effective global attention

Strategy & Leadership , Volume 28 (2): 7 – Apr 1, 2000

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Publisher
Emerald Publishing
Copyright
Copyright © 2000 MCB UP Ltd. All rights reserved.
ISSN
1087-8572
DOI
10.1108/10878570010341663
Publisher site
See Article on Publisher Site

Abstract

Many corporations fail to find the Holy Grail of globalization because they have not paid “enough” ongoing attention to the process. Without greater attentional effectiveness in their efforts to globalize, firms waste precious executive resources or decide to standardize their operations to limit the complexity of their international strategies. Neither of these reactions is desirable. While companies can deploy a range of helpful tools in increasing overall levels of global attention, these tools are costly and not every company is in a position to achieve and sustain high levels of global attention effectively. In this article, the authors discuss three dimensions of management attention: aversion/attraction, captive/voluntary, and front‐of‐mind/back‐of‐mind. Each of these dimensions provides an array of tools to focus management attention. By maximizing each of these dimensions, attention effectiveness is increased. In an international business world with abundant information, managers need to focus on their most scarce resource – management attention.

Journal

Strategy & LeadershipEmerald Publishing

Published: Apr 1, 2000

Keywords: International trade; Management; Globalalization; Strategy

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