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The Rhythm of Strategy provides a richly documented analysis of the Salim Group, one of the largest family conglomerates in Southeast Asia. Set up by Liem Sioe Liong, a Chinese emigrant, the Salim Group evolved from a small trading venture in colonial Java into one of the largest diversified businesses on the Asian continent. While the Salim Group is generally reluctant to provide information on its strategy to the general public, this volume proposes that the conglomerate's strategy oscillates between a business model built on connections and a professional model adapted to markets. Dismissing the view that the group is a typical Chinese ethnic firm-in which the cultural values of the founding family influences corporate behavior-The Rhythm of Strategy argues that the group's strategy made sense in the evolving institutional context of Indonesia, which is characterized by high transaction costs, corruption, political risk, and ample business opportunities to cater to a large and rapidly growing consumer base.

Chinese -- Indonesia. --- Conglomerate corporations -- Indonesia. --- Corporations, Chinese -- Indonesia. --- Family-owned business enterprises -- Indonesia. --- Salim group. --- Industrial Management --- Management --- Business & Economics --- Conglomerate corporations --- Family-owned business enterprises --- Chinese --- Corporations, Chinese --- Salim Group. --- Chinese corporations --- Business enterprises, Family-owned --- Family business --- Family businesses --- Family enterprises --- Family firms --- Chaebols --- Conglomerate mergers --- Conglomerates (Corporations) --- Corporations, Conglomerate --- Keiretsu --- Mergers, Conglomerate --- Business enterprises --- Consolidation and merger of corporations --- Corporations --- Industrial concentration --- Competition

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"The film industry in Hollywood now employs a global mode of production run by massive media conglomerates that mobilize hundreds, sometimes thousands, of workers for each feature film or television series. Yet these workers and their labor remain largely invisible to the general audience. In fact, this has been a signal characteristic of Hollywood style for more than a hundred years: everything that matters happens onscreen, not off. Consequently, when it comes to movies and television, the voices heard most often are those belonging to talent and corporate executives. Those we hear least are the voices of labor, and it's that silence we aim to redress in the collection of interviews in this book. Drawing from the detailed and personal accounts in this collection, we offer three interrelated propositions about the current state and future prospects of craftwork and screen media labor: 1. Craftwork exists within an intricate and intimate matrix of social relations. 2. Hollywood craftwork today constitutes a regime of excessive labor. 3. Screen media production is a protean entity. We organized the collection into three sections: company town, global machine, and fringe city. The first section refers to Hollywood's historic roots as a core component of the motion picture business. The second section engages more directly with the spatial dynamics of film and television production to underscore the economic and political structures that are integrating distant locations into the studios' mode of production. We close with a section on the visual effects sector, in which stories shared by vfx artists, advocates, and organizers specifically illustrate how the industry today relies on marginal institutions to sustain its power and profitability"--Provided by publisher.

Motion picture industry --- Mass media and globalization. --- Employees --- Globalization and mass media --- Globalization --- Film industry (Motion pictures) --- Moving-picture industry --- Cultural industries --- SOCIAL SCIENCE / Media Studies. --- artists. --- behind the scenes. --- blue collar. --- business. --- conglomerates. --- craftwork. --- feature film. --- film industry. --- historic roots. --- history. --- hollywood. --- interviews. --- media. --- motion picture. --- movies. --- personal accounts. --- power. --- production. --- profitability. --- screen media. --- social relations. --- studios. --- style. --- television series. --- tv. --- vfx. --- visual effects. --- workers.

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Business policy --- 65.012.2 --- 658.11 --- Conglomerate corporations --- -Conglomerate corporations --- -Subsidiary corporations --- -Management strategie waardecreatie waarde --- Companies, Subsidiary --- Controlled corporations --- Subsidiaries (Corporations) --- Subsidiary companies --- Corporations --- Affiliated corporations --- Holding companies --- Chaebols --- Conglomerate mergers --- Conglomerates (Corporations) --- Corporations, Conglomerate --- Keiretsu --- Mergers, Conglomerate --- Consolidation and merger of corporations --- Industrial concentration --- Competition --- Planning. Programmes. Plans. Aids to planning --- Kinds and forms of enterprise --- Management --- Planning --- Subsidiary corporations --- Management. --- Planning. --- 658.11 Kinds and forms of enterprise --- 65.012.2 Planning. Programmes. Plans. Aids to planning --- Management strategie waardecreatie waarde --- Law and legislation

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This important new study argues that an historical analysis of the labour-management policies of the Korean family conglomerates, or chaebol, is essential for a complete understanding of the dynamics of South Korean industrial relations. Focusing on the labour-management strategies of the Hyundai Business Group, the book offers a new perspective on the Asian 'tiger' economy.

Hyŏndae Chonghap Sangsa (Korea) --- Hyŏndae Group. --- -Conglomerate corporations --- -Hyaendae chonghap sangsa (Korea) --- -K9415 --- K9417 --- K9411 --- Chaebols --- Conglomerate mergers --- Conglomerates (Corporations) --- Corporations, Conglomerate --- Keiretsu --- Mergers, Conglomerate --- Korea: Economy and industry -- business methods and management --- Korea: Economy and industry -- labor and employment --- Korea: Economy and industry -- organization and systems -- conglomerates, Chaebŏl --- Hyondae Chonghap Sangsa (Korea) --- -Hyŏndae Chonghap Sangsa Chusik Hoesa (Korea) --- Hyundai Corporation (Korea) --- 現代綜合商事 (Korea) --- 現代綜合商事株式會史 (Korea) --- Big business --- Capitalism --- Conglomerate corporations --- Industrial management --- Industrial relations --- Labor --- K9415 --- Consolidation and merger of corporations --- Corporations --- Industrial concentration --- Competition --- Market economy --- Economics --- Profit --- Capital --- Economic concentration --- Business --- Business enterprises --- Industries --- Labor and laboring classes --- Manpower --- Work --- Working class --- Capital and labor --- Employee-employer relations --- Employer-employee relations --- Labor and capital --- Labor-management relations --- Labor relations --- Employees --- Management --- Business administration --- Business management --- Corporate management --- Industrial administration --- Management, Industrial --- Rationalization of industry --- Scientific management --- Industrial organization --- Size --- Hyŏndae Chonghap Sangsa Chusik Hoesa (Korea) --- Management. --- Industrial management - Korea (South) - Case studies --- Industrial relations - Korea (South) - Case studies --- Conglomerate corporations - Korea (South) - Case studies --- Big business - Korea (South) - Case studies --- Capitalism - Korea (South) - Case studies --- Labor - Korea (South) - Case studies --- Hyŏndae Group

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Vietnam has officially admitted its failure to achieve industrialized economy status by 2020. This failure is partly due to its inability to grow a strong local manufacturing base and develop key strategic industries. The participation of Vingroup, the country's largest private conglomerate, in the automotive industry has sparked new hopes for Vietnam's industrialization drive. The company, through its subsidiary Vinfast, aims to become a leading automaker in Southeast Asia with an annual capacity of 500,000 units and a localization ratio of 60 per cent by 2025. Challenges that Vinfast faces include its unproven track record in the industry; the limited size of the national car market; the lack of infrastructure to support car usage in Vietnam; the intense competition from foreign brands; and its initial reliance on imported technologies and know-hows. However, Vinfast enjoys certain advantages in the domestic market, including the large potential of the Vietnamese automotive market; its freedom as a new automaker to define its business strategies without having to deal with legacy issues; Vingroup's sound business and financial performance and its ecosystem; strong support from the Vietnamese government; and nationalist sentiments that will encourage certain Vietnamese customers to choose its products. If Vinfast is successful, it will boost Vietnam's GDP growth and reinvent the country's automotive industry. Its success will also contribute significantly to the realization of Vietnam's industrialization ambitions and bring private actors into the centre stage of the economy. If the company fails, however, it will cause considerable problems for both Vingroup and the Vietnamese economy.

Industrialization --- Automobile industry and trade --- Conglomerate corporations --- Chaebols --- Conglomerate mergers --- Conglomerates (Corporations) --- Corporations, Conglomerate --- Keiretsu --- Mergers, Conglomerate --- Consolidation and merger of corporations --- Corporations --- Industrial concentration --- Competition --- Automotive industry --- Motor vehicle industry --- Wirtschaftspolitik --- Politische Wissenschaft --- Kraftfahrzeugindustrie --- Fallstudie --- Industrialization. --- Conglomerate corporations. --- Automobile industry and trade. --- Vingroup. --- Vietnam --- Vietnam. --- Industrial development --- Economic development --- Economic policy --- Deindustrialization --- Einzelfallanalyse --- Einzelfalldiagnose --- Einzelfallstudie --- Case study --- Fallanalyse --- Psychologische Diagnostik --- Autoindustrie --- Automobilindustrie --- Kraftfahrzeug --- Kfz-Industrie --- Fahrzeugindustrie --- Kraftfahrzeugwirtschaft --- Politikwissenschaft --- Politologie --- Politische Soziologie --- Volkswirtschaftspolitik --- Allgemeine Wirtschaftspolitik --- Politik --- Industrie --- Betʻŭnam --- Biet Nam --- Bietnam --- Biyetnan --- Chính phủ nước Cộng hòa xã hội chủ nghĩa Việt Nam --- Cộng hòa xã hội chủ nghĩa Việt Nam --- Fītnām --- Fiyatnām --- I͡Uzhnyĭ Vʹetnam --- National Republic of Vietnam --- Nước Cộng hòa xã hội chủ nghĩa Việt Nam --- Petʻŭnam --- Republica Socialista de Vietnam --- Rèpublica socialista du Viêt Nam --- République socialiste du Vietnam --- RSV --- RSVN --- S.R.V. --- Satsyi͡alistychnai͡a Rėspublika V'etnam --- Socialist Republic of Viet Nam --- Socialist Republic of Vietnam --- Sosialistiese Republiek Viëtnam --- Sot͡sialisticheska republika Vietnam --- Sot͡sialisticheskai͡a Respublika Vʹetnam --- SRV --- SRVN --- Vʹet-Nam --- Vʹetnam --- Viet-Nam --- Vijetnam --- Vītnām --- Vīyitnām --- Vjetnamio --- Vyetnam --- Vyetnam Sosialist Respublikası --- Wietnam --- Yüeh-nan --- Vietnam (Democratic Republic) --- Vietnam (Republic) --- Việt-Nam --- Sozialistische Republik Vietnam --- République Socialiste du Vietnam --- Socialističeskaja Respublika V'etnam --- V'et-Nam --- Công-Hòa-Xã-Hôi-Chu-Nghĩa-Viêt-Nam --- Nuóc-Công-Hòa-Xã-Hôi-Chu-Nghĩa-Viêt-Nam --- Vietnamesen --- Nordvietnam --- Südvietnam --- -1954 --- 02.07.1976 --- -Automobile industry and trade