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The article examines the regulations the Chinese government is implementing that require foreign corporations desiring to do business in the country to give up their new technologies. These regulations avoid World Trade Organization technology transfer provisions and complicate the convergence of socialism and capitalism.

Due to expected weaker demand, firms will have to focus on local market norms, exercise prudence regarding investments, and examine competitors in emerging markets. They will also need to target underserved markets.

The article analyzes potential global success of multinational corporations based on their ability to access and exploit emerging markets, evolving market segments, and changing value chains.

The article addresses the roles of adaptation, aggregation, and arbitrage in strategic planning and integration in the era of globalization. Discussion includes assessing acquisition capabilities, economies of scale and scope, and configuration, coordination, and controls.

This article analyzes online technology strategically from the perspective of traditional (face-to-face) providers of higher education. Analysis of current and projected relative positions explains why face-to-face providers need to take online technology seriously. But both pure strategies--entirely face-to-face and entirely online--have significant limitations from their perspective, directing attention toward mixed or blended strategies, for which a strategic typology, illustrated with a broad range of examples, is provided. Moving from an entirely face-to-face approach to a blended one is likely to generate some implementation challenges, which are also addressed. [ABSTRACT FROM AUTHOR]

Effective regional strategies include the home base strategy, the portfolio strategy, the hub strategy, the platform strategy, and the mandate strategy. The application of these strategies within a global context is described.