News & Highlights

  • APRIL 2018
  • MBA EXPERIENCE

Making a Difference with the HBS/HKS Joint Degree Program

Class of 2018 graduate, Nanako Yano, had an interest in both public health and the development of private sectors in Africa. Her passion for these areas of study led her to pursue a joint degree at HBS and HKS. During her time at the School, Yano was involved in the Africa Business Club and spent her summers working with organizations in Rwanda and Ethiopia. As she leaves HBS, Yano is excited to see how the school has begun increasing its connection to Africa through the HBS Africa Research Office, the "Doing Business in Africa" elective course, and the short intensive program "Africa Rising."
  • APRIL 2018
  • ALUMNI NEWS

What I Learned From Visiting All 54 African Countries

Francis Tapon (MBA 1997) left his job in the corporate world to pursue his passion for travel and embarked on a five-year tour of Africa. During this trip, he visited all 54 countries in the continent. In his Skydeck interview, he reflects upon his travels and findings of what he calls the "unseen Africa."
  • JANUARY 2018
  • MBA EXPERIENCE

HBS Announces New Fellowship Opportunity (GO: Africa)

Beginning with the MBA Class of 2018, HBS will offer a Global Opportunity Fellowship (GO: Africa) to supplement the income of MBA graduates who go on to work in Africa following graduation. As the School contiunes to establish its global footprint in Africa, the fellowship is another way of building and enhancing ties with the continent.

New Research on the Region

  • June 2018
  • Case

Global Brand Management of Anheuser Busch InBev's Budweiser

Brian Perkins, chief architect of the $6 billion Budweiser brand, was excited about 2018, in which the company would launch Budweiser into several new markets in Africa and Latin America. He was also feeling the pressure to finalize a global brand strategy that would define Budweiser’s value proposition and guide its development and execution around the world. The problem was that Budweiser actually had two distinct brand realities that differed across geographies and that often interfered with each other. He worried whether the company could keep selling a premium brand proposition abroad as the brand's reputation faced challenges at home in the U.S. and whether he needed to force a monolithic global brand strategy everywhere or allow for local market customization. Could Budweiser simultaneously accommodate two or more brand realities?

  • Forthcoming
  • Article
  • Journal of International Business Studies

Organizational Innovation in the Multinational Enterprise: Internalization Theory and Business History

By: Teresa da Silva Lopes, Mark Casson and G. Jones

This article engages in a methodological experiment by using historical evidence to challenge a common misperception about internalization theory. The theory has often been criticized for maintaining that it assumes a hierarchically organized MNE based on knowledge flowing from the home country. This is not an accurate description of how global firms operate in recent decades, but this article shows it has never been true historically. Using longitudinal data on individual firms from the nineteenth century onwards, it reveals evidence of how entrepreneurs and firms with multinational activity faced by market imperfections changed the design of their headquarters and their organizational structures.

  • May 2018
  • Teaching Material

Designing a Compliance Program at AB InBev

Teaching Note for HBS No. 118-071.

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Johannesburg Staff

Pippa Tubman Armerding
Director