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Relevant bibliographies by topics / General Motors Corporation

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Journal articles

Academic literature on the topic 'General Motors Corporation'

Author: Grafiati

Published: 4 June 2021

Last updated: 30 July 2024

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Journal articles on the topic "General Motors Corporation"

1

Abrahamson, Michael. "“Actual Center of Detroit”: Method, Management, and Decentralization in Albert Kahn's General Motors Building." Journal of the Society of Architectural Historians 77, no. 1 (2018): 56–76. http://dx.doi.org/10.1525/jsah.2018.77.1.56.

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In the period 1919–22, two events catalyzed General Motors’ nascent dominance in the automotive industry: the company built a monumental headquarters in Detroit, designed by Albert Kahn Associates and located on what was then the periphery of the city; and a restructuring of the corporation was enacted at the behest of several newly appointed executives, including Alfred P. Sloan. In “Actual Center of Detroit”: Method, Management, and Decentralization in Albert Kahn's General Motors Building, Michael Abrahamson explores the conjunction between these events, arguing that both manifest a struggl

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2

Mohatarem, G. Mustafa. "Commentary: GM's Perspective on the WTO Doha Development Agenda Multilateral Trade Negotiations." Global Economy Journal 5, no. 4 (2005): 1850074. http://dx.doi.org/10.2202/1524-5861.1161.

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Commentary on Doha Round by a representative of General Motors. G. Mustafa Mohatarem was named chief economist of General Motors Corporation on March 1, 1995. He serves on the Coordination Committee of the corporation’s Public Policy Center and the Corporate Risk Management committee. Mohatarem is an expert on trade issues and heads the corporation’s Trade Team. He interacts regularly with officials from the United States and other countries on trade-related issues. He joined General Motors in 1982 as an economist on the Economics Staff in Detroit. In 1985, he became senior staff assistant on

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3

Johnson, Elmer W. "General motors corporation, its constituencies and the public interest." Journal of Business Ethics 5, no. 3 (1986): 173–76. http://dx.doi.org/10.1007/bf00383622.

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4

Thaker, Keyur. "General Motors India (2009)." Emerald Emerging Markets Case Studies 1, no. 1 (2011): 1–15. http://dx.doi.org/10.1108/20450621111129672.

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Subject area Management control system, corporate performance management, budgeting, planning, multinational organization. Study level/applicability Graduate and executive education level management programs. Case overview General Motors India (GMI) operations established in 1994 and grew steadily, unlike her startling global performance. In 2007, GMI unveiled its new vision and mission for aggressive growth, expansion and establishing presence across all segments. With increased globalization of General Motors Corporation (GMC), the strategic importance of GMI for sourcing was envisaged. The

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5

Wren, Daniel A. "James D. Mooney and General Motors' Multinational Operations, 1922–1940." Business History Review 87, no. 3 (2013): 515–43. http://dx.doi.org/10.1017/s0007680513000743.

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This article traces the emergence of the General Motors Corporation as a multinational enterprise under the leadership of James D. Mooney from 1922 to the outbreak of World War II. Mooney's unpublished paper “The Science of Industrial Organization” (1929) portrays GM's multidivisional organization's use of the line-staff concept in organizing overseas assembly plants. Here I compare General Motors with Ford Motor Company, which had first-mover advantages overseas, and examine how each company organized and managed their international operations. “Linking pins,” a social-science concept, illust

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6

Marchand, Roland. "The Corporation Nobody Knew: Bruce Barton, Alfred Sloan, and the Founding of the General Motors “Family”." Business History Review 65, no. 4 (1991): 825–75. http://dx.doi.org/10.2307/3117266.

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When Alfred P. Sloan, Jr., assumed the presidency of General Motors, the corporation was little known beyond Wall Street, which recognized GM simply as the holding company that controlled several nearly autonomous automakers and their subsidiaries. The following article describes how Sloan used the imagination and advertising talent of Bruce Barton to create a corporate image for GM, not only in the mind of the public, but among GM's own headquarters staff and division executives as well. Through the metaphor of the corporate “family,” Sloan and Barton finessed a potential public relations lia

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7

Zhu, Ziyan. "The Predicament of the Automobile Market -- From the Perspective of General Motors." Advances in Economics, Management and Political Sciences 5, no. 1 (2023): 472–76. http://dx.doi.org/10.54254/2754-1169/5/20220118.

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Due to the current climate issue and changes in the international situation, the new energy vehicle market has also become an emerging market for many automobile companies. However, as the research and development (R&D) of electric vehicle technology in the current market is still in the stage of continuous transformation and maturity, how to quickly compete for more shares in the new energy vehicle market has become a challenge for many automobile manufacturers. This paper takes General Motors (GM) Corporation as the research object, analyses the advantages and disadvantages of the compan

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8

Consoni, Flavia, Roberto Carlos Bernardes, and Gabriela Scur. "Fatores determinantes na atribuição de mandatos globais de P&D: o caso da General Motors do Brasil." Revista de Administração da UFSM 10, no. 1 (2017): 129. http://dx.doi.org/10.5902/1983465911254.

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As empresas multinacionais têm acelerado a internacionalização das suas atividades e, ao mesmo tempo, promovido uma reorganização internacional das suas estratégias de P&D com a consolidação de redes globais de inovação. No caso da General Motors Corporation, tal reorganização resultou na definição de um novo conceito de arquiteturas globais de veículos, em projetos customizados em relação ao mercado de destino e na nomeação de cinco centros mundiais de engenharia responsáveis pelo desenvolvimento e pela gestão dessas novas arquiteturas. A subsidiária brasileira da General Motors foi um do

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9

Zaitsev, A. M., A. V. Zakharov, A. S. Kobelev, and O. V. Kruglikov. "A new lineup of general-purpose variable-frequency asynchronous motors developed by public corporation “NIPTIEM”." Russian Electrical Engineering 79, no. 9 (2008): 469–76. http://dx.doi.org/10.3103/s1068371208090010.

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10

Mintz, Beth. "The Struggle for Control of the Modern Corporation: Organizational Change at General Motors, 1924-1970." Contemporary Sociology: A Journal of Reviews 36, no. 2 (2007): 151–52. http://dx.doi.org/10.1177/009430610703600222.

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