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3 Boundary-Crossing Technology Networks at Degussa
Pages 25-29

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From page 25...
... The legal entities involved in all of those companies with different cultural backgrounds also DISTRIBUTION OF STAFF came along. Initially, it was quite a challenge to combine all Doing business in other regions requires that the comthe company cultures and business strategies, and a lot of pany manages its workforce in an efficient and global way progress has been made in forming the new Degussa repre and that the company have bases in the region to be success ful and sustain its competitive advantage.With regard to employees and R&D staff by region, most of Degussa's R&D effort is centered in Germany (see Figure 3.3)
From page 26...
... Degussa's R&D ac- aligned to customer needs not only in China, but all over tivities in the United States focus on product development, Asia. Degussa works with both the local workforce and local applied technology, and customer service.
From page 27...
... Degussa's presence in the United States is strong in hir- ferent applications. For example, a team comprising meming chemists and chemical engineers to run production, R&D bers of five business and service units in Germany and the facilities, and technical centers.
From page 28...
... corporations have when they try to interact either in Europe or Continuing Education and Training in Asia. Should people in the United States worry about the Donald Burland, of the National Science Foundation language problems here, or is that not a problem at all be (NSF)
From page 29...
... They in a sense are receiving multidisciplinary education; development of career, profes- corporate funding to start their business. Degussa puts people sional, and personal skills; and instilling a global perspec- from Europe or the United States in the competence center, tive in which most of the students are, in fact, going abroad and then the different businesses within the center try to hire for a time.


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