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Costa, R., António, A. & Miguel, M (2017). Global business models mapping: The American and European models. In Enrique Claver Cortés, Diego Quer Ramón (Ed.), XXVII Jornadas Hispano-Lusas de Gestión Científica-Localización y dinámicas competitivas en un entorno global, Livro de atas. Alicante: Publicacions Institucionals UA.

R. J. Costa et al.,  "Global business models mapping: The American and European models", in XXVII Jornadas Hispano-Lusas de Gestión Científica-Localización y dinámicas competitivas en un entorno global, Livro de atas, Enrique Claver Cortés, Diego Quer Ramón, Ed., Alicante, Publicacions Institucionals UA, 2017, vol. 1

@inproceedings{costa2017_1732414251400,
	author = "Costa, R. and António, A. and Miguel, M",
	title = "Global business models mapping: The American and European models",
	booktitle = "XXVII Jornadas Hispano-Lusas de Gestión Científica-Localización y dinámicas competitivas en un entorno global, Livro de atas",
	year = "2017",
	editor = "Enrique Claver Cortés, Diego Quer Ramón",
	volume = "1",
	number = "",
	series = "",
	publisher = "Publicacions Institucionals UA",
	address = "Alicante",
	organization = "Universidad de Alicante",
	url = "https://web.ua.es/es/jornadas-hispanolusas-alicante/presentacion/bienvenida.html"
}

TY  - CPAPER
TI  - Global business models mapping: The American and European models
T2  - XXVII Jornadas Hispano-Lusas de Gestión Científica-Localización y dinámicas competitivas en un entorno global, Livro de atas
VL  - 1
AU  - Costa, R.
AU  - António, A.
AU  - Miguel, M
PY  - 2017
CY  - Alicante
UR  - https://web.ua.es/es/jornadas-hispanolusas-alicante/presentacion/bienvenida.html
AB  - The globalization of business markets requires rethinking existing management theories, and
demands a global mental map, open to cultural diversity. The direct competitor, once across the
street, might now be kilometres away, putting pressure on companies to continuously learning,
developing their competencies and updating their knowledge. This refers not only to practical and
technical knowledge, but also to a wide-reaching knowledge of cultures and markets, be they
strong, emerging or weak. As such, this article seeks to present theoretical guidance on the manner
in which managers “think strategy” in two very different contexts – those of the US and Germany.
Management models for each, related to their specific cultural characteristics, are presented; and
the implications of each considered.
ER  -