Bøker av Marcus Goncalves

Sustainable capitalism is more than a response to the environmental crisis. In this book, the authors propose a new conceptual business model as a contribution to global sustainable capitalism in the making, in an attempt assist in the education of global stakeholders about the importance, the rationale, and the pathway to the introduction of sustainable capitalism principles into global economics and business models.

In a world facing economic recession, more and more professionals, teams, organizations, and inter-organizational networks are facing the need to restructure and renew themselves with the primary purpose of profitably to add even higher value to their bottom line. Knowledge management has become a key strategic asset for the twenty-first- century economy and for every organization that values knowledge it must invest in developing the best strategy for identifying, developing, and applying the knowledge assets it needs to succeed; it must strive to become a learning organization. This book demonstrates how the effective capture, dissemination, and management of knowledge throughout an organization can make it more competitive. In the book, the author discusses the importance of transforming traditional organizations into learning organizations-entities that foster a culture of continuous learning so that external change in all its facets can be recognized when it happens and internal change can be effected and managed when necessary. This book includes cases and lessons from leading world organizations that invested in knowledge management in order to remain competitive, and it offers strategies and guidance to organizational leaders who endeavor to deliver heightened value to all their stakeholders while eliminating the learning "e;disabilities"e; that threaten corporate productivity and success. To remain competitive every organization must invest in creating and implementing the best knowledge networks, processes, methods, tools, and technologies. This will enable them to learn, create new knowledge, and apply the best knowledge much faster.

Nearly seven decades ago, six countries in Western Europe (Belgium, France, West Germany, Italy, Luxembourg, and the Netherlands) decided to take economic cooperation to the next level. The vision of the EU founding states, epitomized by the Schuman Declaration in 1950, was to tie their economies so closely together that war would become impossible. Robert Schuman, author of the plan, believed Europe could not be made all at once, or according to a single plan. It would have to be built through concrete achievements which first create a de facto solidarity. The countries within the "e;European Community"e; benefited enormously from free trade and common economic policies, in particular structural funds designed to foster convergence by funding infrastructure and investments in poorer regions. This book examines how similar transitions and integration into the European Union are experienced in individual central and eastern European states through the use of country scans in the regional blocks of CEE, SEE, and CIS.

Nearly seven decades ago, six countries in Western Europe (Belgium, France, West Germany, Italy, Luxembourg, and the Netherlands) decided to take economic cooperation to the next level. The vision of the EU founding states, epitomized by the Schuman Declaration in 1950, was to tie their economies so closely together that war would become impossible. Robert Schuman, author of the plan, believed Europe could not be made all at once, or according to a single plan. It would have to be built through concrete achievements which first create a de facto solidarity. The countries within the OEuropean CommunityO benefited enormously from free trade and common economic policies, in particular structural funds designed to foster convergence by funding infrastructure and investments in poorer regions. This book examines how similar transitions and integration into the European Union are experienced in individual central and eastern European states through the use of country scans in the regional blocks of CEE, SEE, and CIS.

Leveraging cultural diversity is an important element for competing in the global market. Understanding the overall macroeconomic landscape of emerging and frontier markets enables corporations and international business professionals to fully realize the potential for strategic globalization. Most transnational and multinational corporations have made substantial progress in their globalization efforts by establishing operations in several countries and offshoring certain processes to countries with capabilities and growth potential. However, while these recent globalization efforts have their roots in cost arbitrage, successful companies must understand that globalization can be a means for shoring up competitive advantage to diversify intellectual capabilities and growth and improve quality enhancement opportunities. This book looks at how one can move forward from the current situation. Most people still see cultural differences as a barrier to success. The authors demonstrate how one can, instead, leverage from the cultural diversity and create better, more competitive companies, better leaders, and hopefully a safer and more sustainable world.

Provides a regional analysis and a country scan of the CIS regional block economies. The book examines its history since the breakup of the formal Soviet Union and the formation of the CIS bloc, including creation of regional agreements such as the CIS Free Trade Area and the Eurasian Economic Union.

Provides a valuable contribution to the project risk management literature, highlighting the need to systematically and practically manage risks, and gives valuable best-practice advice on how this can be done effectively and efficiently. This is a a concise, easy read for non-technical managers.

A practical guide for the global manager, this book talks about global operations strategies that managers need to absorb. The discussion of human evolution and how it is analogous to evolving management strategies makes the book an interesting read.

Goncalves studies the effects of working in a company (Electric Generation) in which the current demographics will require replacement of 70% of the workforce over a 5 to 7 year period.