This book provides an examination of the general manager, which encompasses their roles as strategist, organizational designer and institutional leader. Instead of exclusively focusing on the economic aspect of general management, this book explores a humanist perspective based on the conviction that maintaining high ethical standards is a precondition to the healthy, long-term prosperity of firms and, more importantly, the development of employees.
Bringing together a team of contributors from several prestigious business schools in Spain, Portugal, and Central and South America, this book develops the field of general management through academic thinking, research and practical experience in the form of original and relevant case studies from the perspective of Ibero-American business communities. After explaining the foundations of its call for humanist general management practices, the authors focus on themes inherent to strategy and organizing such as sustainability, business model innovation, strategy in emerging markets, strategic alliances, digital strategy and organizational learning. They conclude by focusing on institutional leadership, and provide a fresh look at boards of directors, risk management, family businesses, stakeholder management and the work of CEOs.
General Management in Latin and Ibero-American Organizations is an invaluable resource that will be of great interest to practitioners and students in the field of international business, management, organization studies, strategy in emerging markets, leadership and corporate governance.
Table of Contents:
List of figures; List of tables; List of contributors; Preface; Introduction; Part 1. The Work of the General Manager. Foundations; Chapter 1: A GM’s Agenda: What Good Managers Do (Joan Enric Ricart, IESE; Jaume Llopis; IESE).; Chapter 2: Business Policy: Historical Evolution and Epistemological Roots (Jorge Iván Gómez Osorio, INALDE; Héctor Rocha, IAE).; Chapter 3: The Rising Role of People in Companies (Alejandro Carrera, IAE); Part 2. Strategizing and Organizing; Chapter 4: The Role of the CEO in Business Model Renewal (Joan Enric Ricart, IESE).; Chapter 5: Strategic Management in Emerging Markets (Roberto Vassolo & Angel Sevil, IAE).; Chapter 6: Environmental Sensibility and Firm Strategic Actions (Mike Rosenberg and Pascual Berrone, IESE; Horacio Rousseau, Florida State University).; Chapter 7: Entrepreneurship in the Digital Economy. Latin American "Unicorns" (Enrique Chamas, Universidad Austral; Adrián Caldart IESE Business School/AESE Business School).; Chapter 8: Managing Strategic Alliances (Africa Ariño, IESE).; Chapter 9: Spontaneous Learning in the Firm: The Concept of "Footprints." (Rafael Andreu, IESE).; Part 3. The Institutional Configuration of the Firm; Chapter 10: Designing the Boars of Directors: A Tailor-Made Suit (Alfredo Enrione, ESE).; Chapter 11: Stakeholder Salience in Latin America. Who Really Counts? (Adrián Caldart, Alejandro Carrera and Magdalena Cornejo); Chapter 12: Risk Management. The Role of the Board of Directors (Ivan Díaz Molina, ESE).; Chapter 13: Family-Owned Firms: The Role of the Board of Directors, Family Council and Family Office (Josep Tàpies, IESE).; Chapter 14: General Management and Firm Ownership Changes (Marta Elvira, IESE; Luis Manuel Calleja, IESE); Part 4. Integrating Principles, Strategy, Organization and Governance.; Chapter 15: The Agenda of the CEO (Adrián Caldart, AESE, IESE; Alejandro Carrera, IAE, Magdalena Cornejo, IAE).; Part 5. Cases; 5.1. FISIPE (Luis Lynce de Faria, Adrián Caldart); 5.2. Solancis: Competitiveness Through Innovation and Sustainability; 5.3. Minas Conga (Hugo Alegre); 5.4. El Tejar (Alejandro Carrera); 5.5. Mercado Libre. The Battle of Chile (Roberto Vassolo).; 5.6. Aje. Selling Refreshments to the Bottom of the Pyramid (José Luis Nueno, Silvia Rodriguez, Miguel Bazán).; 5.7. RBS (A) and (B) (Cesar Bullara); 5.8. Babé y Cia: Continuity and Change in the Firm (María Fernández, Jaume Llopis, Josep Tàpies).; 5.9. Peruvian Poultry Association. The Change of Paradigm (Alejandro Fontana) 5.10.- Case Ufinet Telecom S.A.: Aligning General Management and Ownership Goals (Marta Elvira and Luis Manuel Calleja); 5.11. Barbuss Global (Adrián Caldart); Epilogue; Index
About the Author :
Adrián A. Caldart is a senior lecturer of strategic management and the academic director of the Food & Beverage Industry Meetings at IESE Business School (Barcelona, Madrid, New York, Munich and São Paulo). He is also professor of strategic management at AESE Business School (Lisbon and Porto, Portugal), where he is director of the Business Policy Academic Area and president of the Academic Council and of the EMBA Committee. His research interests include corporate-level strategy, international strategy and the work of the CEO, topics on which he has published several academic articles, book chapters and teaching materials, including over twenty teaching case studies. He coauthored the book The Dynamics of Strategy: Mastering Strategic Landscapes of the Firm.
Joan E. Ricart, fellow of the Strategic Management Society (SMS) and the European Academy of Management (EURAM), is the Carl Schrøder Professor of Strategic Management at the IESE Business School, where he was, from 1993 to 2016, chair of the Strategic Management Department, University of Navarra. He was the founding president of EURAM, president of the SMS and vice president of the Ibero-American Academy of Management. He was the academic director of the European Institute for Advanced Studies in Management (EIASM) and member of the research committee of the European Foundation for Management Development (EFMD). Ricart holds a PhD in managerial economics, Northwestern University; a PhD in industrial engineering, Universitat Politècnica de Catalunya; and a PhD in economics and business administration, Universitat Autònoma de Barcelona.
Alejandro A. Carrera is a professor of business policy at IAE Business School. He has been the founder, chair and director of the PWC Cátedra de Gobierno de las Organizaciones since 2009. He was, from 1986 to 2006, chair of the Business Policy Department at the IAE Business School, Austral University. From 2006 to 2012, Professor Carrera was a board member at this institution, fulfilling the role of vice-dean from 2008 to 2012. His research interests include corporate governance, entrepreneurship and the work of the CEO, topics on which he has published several academic articles, book chapters and teaching materials, including over thirty teaching case studies.
