Many multinational corporations are now investing in emerging market economies (EMEs). At the same time, within these countries, local entrepreneurs are starting up new ventures or looking to expand existing businesses. Yet the rate of new venture failures in these markets is high. This book suggests that the best way for companies operating in EMEs to find a distinctive and sustainable market position is to address what is unique and valuable in the EME itself. The book presents a series of studies from different scholars, which help readers to understand the distinctive nature of EMEs. The contributors consider how entrepreneurial activities are successfully carried out in EMEs, how these activities can take advantage of new technologies, and what the main constraints are. Each article is written in an accessible style, free from jargon, making the collection suitable for readers with no prior technical knowledge.

El emprendedor ha tenido una idea de negocio y está decidido a implementarla. Ahora, enfrenta el desafío de buscar socios y reclutar empleados. En este capítulo, los aspectos a considerar para armar un equipo que maximice las probabilidades de éxito de la empresa.

The case follows an Argentinean biotech firm as it sets future firm strategy future and decides how to fund it. Specifically, the firm is working on a method to produce Human Growth Hormone (HGH) through the milk of cloned cows. Economic and political uncertainties in Argentina complicate an otherwise challenging strategic decision. Students will be required to make a decision based on the conditions present at the time of the case.

Continuing with our research on how CEOs add value to their organizations and how they priorize their activities, from which we developed a practical framework presented in 2006/2008 at the SMS Conference, we deepen our research over 300 CEOs analyzing how differences among them may influence in the way they perform their job. Those differences condition what they understand about their job and which are their priorities. Understanding those differences allows us to have a better insight of the CEO’s job.

The present study tests the theoretical framework on how CEOs add value proposed by Carrera et al (2006). According to this model, CEOs must manage three main processes for accomplishing their mission of providing continuity to their organizations: Business, Management, and Institutional Configuration Processes. This study tests the model through a survey with 89 CEOs, from medium to large Argentine firms and multinational companies within Argentina. Research results backed up the theoretical framework. To a further extent the study evidences inconsistencies between CEOs perception of their main concerns and the actual allocation of time they do daily to their tasks. In addition, by sample segmentation (concerning age, experience, capital origin and type of organization analysed), some broad differences among CEOs arose.

Our framework proposes that CEOs must manage three main processes for accomplishing their mission of providing continuity to their organizations: Business, Management, and Institutional Configuration Processes. In this explorative study we examine 90 CEOs, from medium to large argentine firms and multinational companies within the Argentine context -an important test for CEOs during the 1999-2004 economic recession-crisis-recovery and growth period-, for confirming how they add value to the companies they manage. Aiming to improve the understanding of the value added by a CEO to his company, we have analyzed CEOs in-depth interviews and presentations to the MBA students at IAE during these 6 years. Research results have backed up our theoretical framework; the research could be encouraged in other countries.

According to the slim body of literature that exists about innovation in family owned companies, there seems to be a quite stable support for the premise that family owned companies are a major source of innovation. Despite the progress that has been made, and the preliminary understanding attained about family owned companies and their relationship with the incubation and the financing of innovative business endeavours, in part as the recreation of their own businesses, still we count with very little research on this domain. Furthermore, no investigation has been conducted about this topic in emerging economies, where the particularities of the environment provides the family owned companies with certain opportunities while with additional uncertainties. Based on an in-depth case study of a high technology innovative family owned company in Argentina, is to identify the key antecedents that foster and enable family firms to successfully engage in innovation over generations. Additionally, by studying the case of high technology innovation in an emerging economy, we also have the objective of shedding some light in the understanding of the rationale behind path breaking innovations in emerging environments were in addition to the traditional technological, financial, and market uncertainties, companies face macro-economical and institutional uncertainties.

En un contexto de crisis como el actual, el consejo, el expertise y la capaciad de intervención de un Directorio es de gran valor para los empresarios de las PyMEs. En este artículo, se presentan algunos resultados de la investigación que el IAE y ADIRAS llevaron adelante dobre el gobierno de las PyMEs argentinas.

El objetivo de este ciclo es contribuir al estudio del trabajo de los CEOs y agregarle valor a las organizaciones. Se presentará un framework práctico testeado estadísticamente del contenido del trabajo de los CEOs.

The present study tests the theoretical framework on how CEOs add value proposed by Carrera et al (2006). According to this model, CEOs must manage three main processes for accomplishing their mission of providing continuity to their organizations: Business, Management, and Institutional Configuration Processes. This study tests the model through a survey with 89 CEOs, from medium to large Argentine firms and multinational companies within Argentina. Research results backed up the theoretical framework. To a further extent the study evidences inconsistencies between CEOs perception of their main concerns and the actual allocation of time they do daily to their tasks. In addition, by sample segmentation (concerning age, experience, capital origin and type of organization analysed), some broad differences among CEOs arose.

Esta nota sintetiza el método de toma de decisiones presentado en la nota “¿Un Método para Tomar Decisiones?“ (PE-N-106-IA-1-s). Es ideal para que el participante pueda tener a mano un pequeño documento a modo de repaso o ayuda memoria del método presentado

En la misma se desarrolla la experiencia del Área Política de Empresa, como campo de estudio dedicado a la investigación y enseñanza del valor agregado por la Alta Dirección en las organizaciones humanas. Esta nota técnica recorre la visión y el entendimiento que ha ido desarrollando esta Área en IAE sobre la evolución que entre 1980-2004 ha tenido lugar en el mundo de las empresas y en el valor que en ellas se espera que agregue la Alta Dirección de las mismas.

Esta nota intenta brindar un paneo general del estado en que se encontraba la cadena agroalimentaria de la carne bovina en nuestro país en los inicios de 2002. No es su intención internarse en un análisis detallado de la misma, sino simplemente acercar una foto que permita mostrar cómo se encontraba, para que, a partir de aquí, quien lo desea, pueda embarcarse en un estudio más profundo del tema.

The present study tests the theoretical framework on how CEOs add value proposed by Carrera et al (2006). According to this model, CEOs must manage three main processes for accomplishing their mission of providing continuity to their organizations: Business, Management and Institutional Configuration Processes. This study tests the model through a survey with 270 CEOs, from medium to large Argentine firms and multinational companies within Argentina. Research results backed up the theoretical framework. To a further extent the study evidences differences between CEOs perception of their main concerns and the actual allocation of time they do daily to their tasks. In addition, by sample segmentation (concerning age, experience, capital origin and CEO category), some broad differences among CEOs arose.