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100			_aMadhavan, T
245			_aFujitsu (A): _bCase
260			_aIndia _bSage _cApr-Jun 1993
300			_aApr-Jun1993, Vol. 18 Issue 2, p41-56. 16p.
440			_aVikalpa: The Journal for Decision Makers
520			_aStarting in 1935 as a small manufacturer of telephone equipment, Fujitsu grew phenomenally to become a world leader in computers. Its strategy of global reach, based on leveraging the firm's focal faculties (in high-speed information processing, large-scale integration, etc.) through carefully structured international operations, served to destabilize established competitors and benefit customers. In early 1991, Fujitsu's Executive Board had to decide on its future approach to “competing in computing” in the face of dramatic developments in this high-tech industry.
650			_acompeting in computing
650			_ahigh-tech industry
650			_aCase
700			_aThomas, P S
856			_2Online Access _3Fujitsu (A): Case _uhttps://journals.sagepub.com/doi/abs/10.1177/0256090919930206
942			_2ddc _c25
999			_c98606 _d98606