Social networks as glocal products: The case of Facebook

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

Mohammad Yunus and microfinance: The creation of a glocal marketspace

This paper reveals how Grameen has been following a Glocal vision in microfinance and defends that following such will ultimately benefit the social and financial objectives of microfinance institutions. Furthermore, this study identified that microfinance institutions are facing various environmental and organizational constraints in the implementation of a Glocal approach. The research follows a case-study methodology and makes a comparison between Grameen Bank, two of its replicator programs in Pakistan and India and two microfinance organizations in Portugal and France.

José Mourinho, the Special One – A glocal phenomenon

José Mourinho, The Special One – a Glocal Phenomenon, addresses some unresolved issues regarding the debate on standardization/adaptation, which opened space for other alternatives, such as the glocal approach. Resorting to different types of information and considering existent theoretical contributions, the paper intends to understand how to implement this approach. Using Mourinho’s career, the work shows that a manager confronted with different backgrounds is more prone to succeed if he accounts for characteristics common to all, recognizing, simultaneously, the several differences between them. The main conclusion this study yields is that the internal/external forces are vital to build a glocal approach.

Comparison of marketing policies applied by the same company in different countries and analysis of the reasons for the differences

The focus of this project is going to be, as the title indicates, on the comparison of marketing policies applied by the same company in different countries and analysis of the reasons for the differences. In order to do that, I have selected the company Nestlé to analyze the marketing decisions it makes across national boundaries to market the brand of Kit Kat and keep it as a leader snack worldwide. After having analyzed the brand in all continents, I can say the execution of the strategy used by Nestlé with Kit Kat really matches the planning of the strategy which is to think globally and act locally. Nestlé uses global brand identity but, from the internal point of view, it uses local ingredients and gives autonomy to its local branches based in different countries to make pricing and distributions decisions and therefore satisfy different consumers’ needs and preferences in local environments where changes happen very rapidly. The “glocal” approach to marketing is an effective way for Nestlé Kit Kat to stay focused on the consumer in worldwide markets.

A Performance Measurement System to Manage CEN Operations, Evolution and Innovation

Part 16: Performance Measurement Systems

Renova black toilet paper: The creation of a glocal market space

A Work Project, presented as part of the requirements for the Award of a Masters Degree in Management from the NOVA – School of Business and Economics

Task profiling : A task-Based approach to measuring the integration of ICT in the classroom

The measurement of ICT (information and communication technology) integration is emerging as an area of research interest with such systems as Education Queensland including it in their recently released list of research priorities. Studies to trial differing integration measurement instruments have taken place within Australia in the last few years, particularly Western Australia (Trinidad, Clarkson, & Newhouse, 2004; Trinidad, Newhouse & Clarkson, 2005), Tasmania (Fitzallen 2005) and Queensland (Finger, Proctor, & Watson, 2005). This paper will add to these investigations by describing an alternate and original methodological approach which was trialled in a small-scale pilot study conducted jointly by Queensland Catholic Education Commission (QCEC) and the Centre of Learning Innovation, Queensland University of Technology (QUT) in late 2005. The methodology described is based on tasks which, through a process of profiling, can be seen to be artefacts which embody the internal and external factors enabling and constraining ICT integration.