...Managing in International Economies Individual assignment Submitted by Student Name: SHI YONGQIANG Annotated Bibliographies 1. Christina Öberg , (2014),"Customer relationship challenges following international acquisitions", International Marketing Review, Vol. 31 Iss 3 pp. 259 - 282 2. Rajah Rasiah Peter Gammeltoft Yang Jiang, (2010),"Home government policies for outward FDI from emerging economies: lessons from Asia", International Journal of Emerging Markets, Vol. 5 Iss 3/4 pp. 333- 357 3. Hamid Yeganeh, (2011),"Culture and international trade: evidence from Canada", International Journal of Commerce and Management, Vol. 21 Iss 4 pp. 381 – 393 Table of Content Annotated Bibliographies 2 1.0 Customer relationship challenges following international acquisitions 5 1.1Citation 5 1.2 Introduction 5 1.3Aims and Research methodology 5 1.4 Scope – Analysis, Findings and Results 6 1.5 Usefulness 6 1.6 Limitation 7 1.7 Challenges and Critiques 7 1.8 Conclusion 8 1.9 Reflection 8 2.0 Home government policies for outward FDI from emerging economies: lessons from Asia 9 2.1 Citation 9 2.2 Introduction 9 2.3 Aims and Research Methods 9 2.4 Scope – Analysis, Findings and Results 10 2.5 Usefulness 10 2.6 Limitation 11 2.7 Critiques and Challenges 11 2.8 Conclusion 11 2.9 Reflection 12 3.0 Culture and international trade: evidence from Canada 13 3.1 Citation 13 3.2 Introduction 13 3.3 Aims and Research Methods 13 3.4...
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...AE514 Review Questions 1. What is the environment Kuznets curve and what are main explanations? The EKC says that the pollution will first increase with the level of GDP per capita, reach maximum at around $8,000 and then decrease at higher levels of income. The policy implications of this finding according to some are grow first and then clean up. Some have argued that economic growth is a panacea or “cure all” for environmental degradation, “in the end the best and probably the only-way to attain a decent level of environment quality.” Another writer claims that existing environmental regulations by reducing growth may actually be reducing environmental quality. Explanations for Environmental Kuznets Curve: a) A natural progression of economic development from clean agrarian economies to polluting industries to clean service economies. b) Advanced economies exporting their pollution to less developed countries. c) The internalization of externalities requires relatively advanced institutions for collective decision-making. d) Another model is that below a threshold level of pollution only the dirtiest technology will be used. e) Environmental quality is a stock resource that degrades over time. f) Demand for environmental quality overtakes supply ultimately. g) Decreasing costs in pollution abatement. One of the important implications of an environmental Kuznets curve (EKC) is that growth and development in a country...
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...hbrreprints.org TOOL KIT Companies routinely exaggerate the attractiveness of foreign markets, and that can lead to expensive mistakes. Here’s a more rational approach to evaluating global opportunities. Distance Still Matters The Hard Reality of Global Expansion by Pankaj Ghemawat • Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Distance Still Matters: The Hard Reality of Global Expansion 12 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0108K TOOL KIT Distance Still Matters The Hard Reality of Global Expansion The Idea in Brief Why did U.S. media giant Star TV lose $500 million trying to deliver TV programming to Asia? Like many companies, it was so dazzled by the foreign market’s immensity that it ignored the difficulties of pioneering new territories. For example, it assumed—wrongly—that Asian viewers wanted English-language programming. How to avoid this fate—and select the right targets for your firm’s global expansion? Look beyond a country’s sales potential (as expressed by national wealth or propensity to consume)—and analyze the probable impact of distance. But don’t focus only on distance’s geographical dimension. Consider three other dimensions as well: cultural factors (religion, race, social norms, language); administrative factors (colony-colonizer...
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...hbrreprints.org TOOL KIT Companies routinely exaggerate the attractiveness of foreign markets, and that can lead to expensive mistakes. Here’s a more rational approach to evaluating global opportunities. Distance Still Matters The Hard Reality of Global Expansion by Pankaj Ghemawat • Included with this full-text Harvard Business Review article: 1 Article Summary The Idea in Brief—the core idea The Idea in Practice—putting the idea to work 2 Distance Still Matters: The Hard Reality of Global Expansion 12 Further Reading A list of related materials, with annotations to guide further exploration of the article’s ideas and applications Reprint R0108K TOOL KIT Distance Still Matters The Hard Reality of Global Expansion The Idea in Brief Why did U.S. media giant Star TV lose $500 million trying to deliver TV programming to Asia? Like many companies, it was so dazzled by the foreign market’s immensity that it ignored the difficulties of pioneering new territories. For example, it assumed—wrongly—that Asian viewers wanted English-language programming. How to avoid this fate—and select the right targets for your firm’s global expansion? Look beyond a country’s sales potential (as expressed by national wealth or propensity to consume)—and analyze the probable impact of distance. But don’t focus only on distance’s geographical dimension. Consider three other dimensions as well: cultural factors (religion, race, social norms, language); administrative factors (colony-colonizer...
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...these trends? U.S. imports become less capital-intensive than U.S. exports. The pattern of international trade is affected by differences in factor endowments rather than differences in productivity. Over time, the United States switches from being an exporter of a product to an importer of the product. The wage rates in the United States decrease. Developing nations fail to upgrade their skill levels to compete with advanced countries. 0.5 points QUESTION 2 1. What is the shift toward a more integrated and interdependent world economy called? International trade Foreign direct investment Globalization Moore's Law Containerization 0.5 points QUESTION 3 1. Capricorn Creative Inc., a U.S.-based advertising firm, was the first in the advertising industry to identify the growth potential of Brazil and to make huge investments in its economy. As a result, the firm was able to build brand loyalty and gain experience in that country's business practices. In the language of business strategy, Capricorn Creative has typically benefited from: a first-mover advantage. forward integration. unrelated differentiation. lateral diversification. technology transfer. 0.5 points QUESTION 4 1. Animax Limited got an order to sell 50,000 central processing units (CPUs) to Palladia, but the Palladian government stipulated that 15 percent of the component parts of those CPUs must be produced in Palladia. This stipulation...
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...host countries: Does distance matter? Joanna Tochman Campbell1, Lorraine Eden1 and Stewart R Miller2 1 Department of Management, Mays Business School, Texas A&M University, College Station, USA; 2Department of Management, College of Business, University of Texas at San Antonio, USA Correspondence: JT Campbell, Department of Management, Mays Business School, Texas A&M University, 420 Wehner Building, 4221 TAMU, College Station, TX 77843-4221, USA. Tel: þ 1 979 845 4851; Fax: þ 1 979 845 9641 Abstract Prior studies have found that foreign affiliates of multinational enterprises (MNEs) suffer from liability of foreignness (LOF). Foreign affiliates may be able to improve their social legitimacy and overcome LOF by demonstrating social commitment to host-country constituents through corporate social responsibility (CSR). If LOF is positively related to the distance between the home and host countries, and CSR activities confer social legitimacy benefits on foreign affiliates, we should expect CSR activities and distance to be positively related. However, we argue that, despite this potential motivation, foreign affiliates from more distant home countries are in fact less likely to engage in host-country CSR. Our argument focuses on the ways in which distance affects the MNE’s willingness and ability to engage in CSR abroad. We also predict that hostcountry CSR reputation negatively moderates this relationship. Using Community Reinvestment Act data for foreign bank affiliates...
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...these trends? U.S. imports become less capital-intensive than U.S. exports. The pattern of international trade is affected by differences in factor endowments rather than differences in productivity. Over time, the United States switches from being an exporter of a product to an importer of the product. The wage rates in the United States decrease. Developing nations fail to upgrade their skill levels to compete with advanced countries. 0.5 points QUESTION 2 1. What is the shift toward a more integrated and interdependent world economy called? International trade Foreign direct investment Globalization Moore's Law Containerization 0.5 points QUESTION 3 1. Capricorn Creative Inc., a U.S.-based advertising firm, was the first in the advertising industry to identify the growth potential of Brazil and to make huge investments in its economy. As a result, the firm was able to build brand loyalty and gain experience in that country's business practices. In the language of business strategy, Capricorn Creative has typically benefited from: a first-mover advantage. forward integration. unrelated differentiation. lateral diversification. technology transfer. 0.5 points QUESTION 4 1. Animax Limited got an order to sell 50,000 central processing units (CPUs) to Palladia, but the Palladian government stipulated that 15 percent of the component parts of those CPUs must be produced in Palladia. This stipulation...
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...Mode- “HOW”. Major Decision Criteria There some external and internal factor that will affect the choice of market entry strategies by Company. Koch (2001) contends that External factor comprises of Market Size/Growth/Barrier, Risk (Political, Operational, Economic and Competitive), Local Government Regulation/Requirement, Competitive Environment and Local Infrastructure. Internal factor include Entry Objective (Market Development, Resources Access, Learning, Co-ordination), Need for control, Internal Resource and Capabilities, and Cost-Benefit analysis (Lasserre 2008).These both factors can be identifying through some framework like Porter Country Diamond (Porter, 1990), Country Risk, Market & Industry Attractiveness and PEST. Timing of entry comprises four phase: Premature phase, Window phase, Competitive growth phase and Mature phase. The wrong choice of timing can have a great impact of a company on Sales, Performance, Brand Awareness and etc. According to Frynas& Mellahi (2011, p. 164), the Entry Mode can be use by MNE(Multinational Enterprise) grouped into five main categories, that are Export, Licensing, Franchising, Joint Venture and Wholly Owned Subsidiaries- Greenfield Investment and Acquisition. Comparing Entry Mode (Refer to Appendix 1) There are two major types of entry mode using by MNE (Multinational Enterprise), Equity and Non-Equity modes (Refer to Appendix 2). Equity modes consist of Wholly Owned Subsidiaries – (Greenfield Investment &...
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...mobility of labor, capital and tech is facilitated - new challenging employment opportunities - reallocation of resources, shift of activities to a global level International business has created a network of global links that bind countries, institutions, and individuals with trade, financial markets, technology, and living standards. MULTINATIONAL ENTERPRISE (MNE): is a business –profit or non-profit – that operates in the global arena (across national borders), with no regard to the dimension of the firm The main peculiarity of an MNE is the fact that manage actively and coordinately a set of operations located in different countries. To be true MNE a company must: * have substantial, direct investment in foreign countries (not just the trading relationships of an import-export business) * and actively manage those operations as affecting their strategy and organization The MNE is a recent phenomenon, mostly developed in the post-WW II years. The United Nations has changed (1984) the definition of MNE as these companies have grown in size and importance: “the MNE is an enterprise comprising entities in 2 or more countries, regardless of the legal form and fields of activity of those entities, which operates under a system of decision making permitting coherent policies and common strategies through one or more decision-making centers and in which the...
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...Multinational enterprises A multinational enterprise (MNE) is a company that has a worldwide approach to markets and production or one with operations in more than a country. An MNE is often called multinational corporation (MNC) or transnational company (TNC). MNC as beauty - Potential contribution to economic growth and national welfare. - Important agent of change. - Increases competitive pressures on domestic firms. - Demonstrates and diffuses new technology. - Upgrades the quality of indigenous resources and capabilities. - Governments (in general) praise FDI. MNC as beast - Negative impact on the environment, labor and human rights. - MNCs’ and national state goals are not always compatible - MNCs out-compete local firms. MNCs have immense political power. 51 of the 100 biggest economies in the world are now MNCs. Business is in the driver’s seat, corporations determine the rules of the game and governments have become referees, only enforcing rules. Are MNCs really agents of technological change? Some scholars question the efficiency of MNCs, suggesting that they have become too large and bureaucratic to compete against more nimble and innovative smaller firms that are rapidly gaining advantage in highly competitive global markets. What is the three primary states of mind / attitudes toward the MBC? Ethnocentric (home-country oriented) - Home nationals are the best person to do the job - What works at home must work in the host country Costs: Fewer Innovations, lack of...
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...| | |[pic] | |United Business Institutes | |Full Name | | |Student ID | | |Program |BBM | |Module Code |MGT 402 | |Module Name |International Business Management | | | | |Submission Date | | |Total Pages (Including Cover Page) |19 | | | | |Face-to-Face...
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...publisher is the copyright holder of this article and it is reproduced with permission. Further reproduction of this article in violation of the copyright is prohibited. To contact the publisher: http://www.jibs.net/ In this paper we examine foreign location choices of the top 100 US multinational corporations (MNCs) in 1980 and 2000. We first ask whether there has been a change in MNC foreign location choice in this two-decade period. Second, we explore the underlying reasons of location change by focusing on country-level factors, accounting for firm-, industry — and regional-level explanations. Our findings suggest, first, that the extent of MNCs’ activities around the globe is more extensive than assumed by regionalists’ arguments and well beyond Ohmae’s TRIAD, but still less widespread than claimed by the globalists — the two main traditions within the globalizationregionalization debate. Second, we uncover an interesting de-location pattern in this period. Third, we develop an integrative framework where both economic and institutional-cultural arguments are shown to influence MNCs’ foreign location choice in different ways. We conclude with a discussion of our findings, and provide suggestions for future research. Keywords: MNC foreign location choice; host country factors; global strategy; regional strategy; globalization INTRODUCTION Multinational corporations (MNCs) have played a central role in the global economic, social and political changes commonly xeferred to...
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...I: GHEMAWAT, PANKAJ. (2001). Distance still matters. Harvard Business Review. 79 (8), 137-147. * Case Study II : GHADAR, FARIBORZ, SVIOKLA, JOHN and STEPHAN, DIETRICH A.. (2012). Why life Science Needs its own Silicon Valley. Harvard Business Review. 90 (7/8), 25-27. * Case Study III : BEAMISH, PAUL W AND LUPTON, NATHANIEL. (2009). Managing Joint Ventures, Academy of Management Perspectives. Harvard Business Review. 23 (2), 75-94 Reflective Essay I have always been scared of strategies, I used to always think that I will get confused after studying the module business strategies but I was wrong. My parents have always told me that nothing is difficult unless you try it and I never believed them until today. When I started my assignment I was scared of reading 3 big case studies and I always use to ask myself , how am I going to read all through this pages and write notes on this. The most difficult part was to summarize it only 500 word each case study which had a lot of vital information. But eventually I did it. I tried my best to cover all the important points. I have always been very inquisitive about the word strategies. It can be used in many things like game, work, business and many more. The word strategy is to make a plan before you implement, and one has to make a plan before doing anything. Spontaneous plan do not work every time, so to be on a safer side most of the people plan it. And today I am going to tell you that how this module, the assignments...
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...Shaukat Ali and Wei Guo1 ABSTRACT Why and how firms take advantage of foreign opportunities, especially via foreign direct investment (FDI) has been much documented. China, as a major emerging market, has attracted significant flows of FDI, to become the second largest receipt. This paper briefly examines the literature on FDI and focuses on likely determinants of FDI in China. It then analyses responses from 22 firms operating in China on what they see as the important motivations for them to undertake FDI. Results show that market size is a major factor for FDI especially for US firms. For local, export-orientated, Asian firms, low labor costs are the main factor. The paper concludes with managerial implications for businesses wish to exploit opportunities in China. INTRODUCTION The past few years has seen a tremendous growth of foreign direct investment (FDI) that has exceeded both world output and world trade. China is by far the largest recipient, and in 2004 surpassed the USA as host destination. It has consequently attracted an increasing attention from multinational businesses. Since China adopted the reform and opening-up policy in the late 1970s, foreign investment has played an increasingly important role in its economic growth. According to the World Investment Report for 2004 by the United Nations Conference on Trade and Development, China absorbed a total of US$53.5 billion worth of foreign direct investment (FDI) in 2003. The Xinhua News Agency, quoting...
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...WHAT IS FOREIGN DIRECT INVESTMENT (FDI) Foreign Direct Investment (FDI) is the process whereby residents of one country (the source/home country) acquire ownership of assets for the purpose of controlling the production, distribution and other activities of a firm in another country (the host country) The International Monetary Fund (IMF) defines foreign direct investment (FDI) as a category of international investment where a resident in one economy (the direct investor) obtains a lasting interest in an enterprise resident in another economy (the direct investment enterprise). (IMF, 1993) * Two parts of this definition are important to note: 1. The “lasting interest” implies the existence of a long-term relationship between the direct investor and the direct investment enterprise, 2. The “direct investment” implies the acquisition of at least 10 percent of the ordinary shares or voting power of an enterprise abroad. * Foreign Direct Investor - an individual, an incorporated or unincorporated public or private enterprise, a government, a group of related individuals, or a group of related incorporated and/or unincorporated enterprises which has a direct investment enterprise – that is, a subsidiary, associate or branch – operating in a country other than the country or countries of residence of the foreign direct investor(s). Common Misconceptions of FDI. * FDI does not necessarily imply control of the enterprise since only a 10 percent ownership...
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