Paul Hong – författare

Firstly, the book examines innovation practices of long-lived Japanese firms and compares them with those of German, American and Korean firms. Based on extensive interviews with executives and field studies, it identifies the essential qualities of each country in which these innovative firms and innovative talents are found.

Intended for academics, students and practitioners in the areas of organizational theory and strategic management, this book clarifies the critical practices of long-lived innovative firms and organizational innovators.

This book provides an overview of evolving patterns of trade partnership with historical perspective. It presents changing requirements of industry competitiveness and explains the vital relationships between trade partnerships and industry competitiveness. As well, it further examines the interactive relationships between trade partnerships and industry competitiveness.

In recent years, with decreasing strategic alliances among nations and less visibility of international governance mechanisms (e.g., WTO) and counter to globalization, preferential trade agreements and free-trade agreements have proliferated among nations. At the same time, industrial competitiveness is becoming a serious strategic policy priority of nations—both advanced and emerging economies.

This book explores how cosmetics firms have made the transition to technology-enabled beauty companies to meet changing customer demands. For this purpose, the contexts of cosmetics industry growth and digital marketing strategy in the post-pandemic world are presented here. The digital marketing strategies of Japanese and Korean firms are shown, along with new business models and future prospects in cosmetics industries.In the post-pandemic world, the growing middle class will set priorities for beauty–hygienic goals, nutritional choices, and healthcare development needs. The growth rates of Asian economies were slowed during the COVID-19 pandemic, yet their growth opportunities were not constrained. Diverse industries—the cosmetics industry in particular—have addressed the needs of these growing segments in Asia. In keeping up with the leading business trends, cosmetics firms also have leveraged big data and built their brand partnerships across industries, applying the Internet of Things (IoT) and artificial intelligence for their product and process development. The vast amounts of big data gathered through IoT devices are now being used to improve entire value chain operations, creating a digital thread through the global value chain. These data are increasingly used to create new services and develop a business model for global firms.As of 2021, four of the top ten global cosmetics firms are from the USA (Estée Lauder, Proctor & Gamble, Coty, and Johnson & Johnson), three are from Europe (L’Oréal, Unilever, and Beiersdorf), two from Japan (Shiseido and Kao), and one from Korea (Amore Pacific). The USA and European firms still maintain their competitive advantage in the cosmetics industry. Global cosmetics market share by region shows that North Asia is the largest (35%), followed by North America (26%) and Latin America (7%), Europe (22%), and Africa and other regions (10%). With the rapid increase of the middle class in the Asia region, more sales are expected there than anywhere else. In this dynamic market environment, a real challenge for the cosmetics industry is how to develop and put into practice its own unique business model.

This book mainly seeks to explain, define and update the recurring forms of populism in the 21st century. Examples used in this Introduction are limited to English speaking countries. But populism''s existent expressions are ecumenically global. Like any long-lasting perennial organism it is sturdy and comes in a variety of forms adaptable to environmental changes.  In political or cultural terms its expression has been neither exclusively left, center, nor right. Populism contains multitudes, dates back centuries before it was identified with its modern name.

Populism has become a hot button issue in the recent times. The UK''s Sunday heavy The Guardian published about 300 articles in 1998 that used the term "populism" or "populist" and by 2016 its use had skyrocketed to over 2,000. And growing. Probably the single greatest catalyst to date that injected populism into the world''s Internet common discourse, that infused it into journalism right, left and centerand awakened populist political activism was the Great Recession of 2007-08 and the subsequent global deprivations it engendered. In today''s world populism promises to remain and renew its intensity due to the covid-19 pandemic''s deleterious effects on most nations middle and low-income groups, specially minorities. These are some reasons among many why it is time for populism to be relocated, identified and given refreshed 21st understandings. It has a shifting nature among people, events, causes that constantly demands fresh studies. It is a social and cultural phenomenon both universal and particular.  In our 21st century world it is a product of our shared cultures and each our own exceptional deep culture.