ABSTRACT

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.

chapter |4 pages

Introduction

The practice of general management
ByAdrián A. Caldart, Joan E. Ricart

part Part 1|41 pages

The work of the general manager

chapter 1|12 pages

A general manager’s agenda

What good managers do
ByJoan E. Ricart, Jaume Llopis

chapter 2|15 pages

Business policy

Historical evolution and epistemological roots
ByHéctor Rocha, Jorge Iván Gómez Osorio

chapter 3|12 pages

The organization centered on its people

ByAlejandro A. Carrera

part Part 2|101 pages

Strategizing and organizing

chapter 4|13 pages

The role of the CEO in business model renewal

ByJoan E. Ricart

chapter 5|16 pages

Strategic management in emerging markets

ByRoberto Vassolo, Ángel Sevil

chapter 6|20 pages

Environmental sensibility and firm strategic actions

How to become sustainable while avoiding greenwashing
ByMike Rosenberg, Pascual Berrone, Horacio Rousseau

chapter 7|13 pages

Entrepreneurship in the digital economy

Latin American “unicorns”
ByEnrique Chamas, Adrián A. Caldart

chapter 8|15 pages

Managing strategic alliances

ByAfrica Ariño

chapter 9|22 pages

Spontaneous learning in the firm

The concept of footprints
ByRafael Andreu

part Part 3|91 pages

The institutional configuration of the firm

chapter 10|20 pages

Designing the board of directors

A tailor-made suit
ByAlfredo Enrione

chapter 11|20 pages

Stakeholder salience in Latin America

Who really counts?
ByAdrián A. Caldart, Alejandro A. Carrera, Magdalena Cornejo

chapter 12|12 pages

Risk management

The role of the board of directors
ByIván Díaz-Molina

chapter 13|16 pages

Family-owned firms

The role of the board of directors, family council and family office
ByJosep Tàpies

chapter 14|21 pages

General management as firm ownership changes

ByMarta Elvira, Luis Manuel Calleja

part Part 4|18 pages

Integrating principles, strategy, organization and governance

chapter 15|16 pages

The agenda of the chief executive officer

ByAdrián A. Caldart, Alejandro A. Carrera, Magdalena Cornejo

part Part 5|15 pages

Cases

chapter 16|12 pages

Cases

Edited ByAdrián A. Caldart, Joan E. Ricart, Alejandro A. Carrera

chapter |1 pages

Epilogue

ByAdrián A. Caldart, Joan E. Ricart, Alejandro A. Carrera