...Morals and Ethics LECTURE 4 Concept of ethics * Developed by moral philosophers over generations * Used to distinguish ethical from unethical behavior * Each has problems 1. Relativism * There is no universal standard by which morality can be judged * What is correct for one society may be wrong for another * Ethics and morality are relative ( is it ethical to pay bribes) Relativism – Problems * There are no absolutes - murder, slavery, torture, rape OK * What is meant by a society? Sub-societies, country, subsountry, block, indv * Leads to conclusion - each person’s opinion is correct * Nothing that anyone does is morally wrong 2. Egoism Most Widely Used Concept * One ought to act in his or her own self interest * Ethical behavior is that which promotes one’s own self interest * Does not mean should not obey laws - only do so if in self interest * Problem - Externalities associated with private actions - OK to dump toxic wastes as long as don’t get caught * EX: we all have a little of this in us speeding 75 see a cop and slow to 55mph 3. Utilitarianism * The morality of an action can be determined by its consequences * An action is ethical if it promotes the greatest good for the greatest number * Perform Moral Cost Benefit analysis * Benefit> Cost ETHICAL Cost > Benefit UNETHICAL * EX: Harry Truman dropping bomb on Japanese * Problem : How do you quantify the...
Words: 4370 - Pages: 18
...trade, and the competitive strategy of the international business. The course considers alternative modes of market entry, including import and export through intermediaries, contracting with suppliers and distributors, strategic alliances and foreign direct investment (FDI). Case studies are used to illustrate the basic principles of multinational business management and strategy. The course introduces the “Strategy Star” analysis. The first week of the course is dedicated to introducing international business strategy and providing a review of the micro-economics concepts that will be employed during the course. The course then introduces the concept of the ‘Global Value Connection.” This concept is used to develop global competitive strategies that depend on doing business between countries. Weeks 2 and 3 present strategies for providing global added value. The course highlights the economic aspects of gains and costs of trade that are relevant to the international business manager. Weeks 4, 5, and 6 develop the different sets of country features around the “Global Strategy Star Analysis.” This provides a framework for understanding and building an international business, and achieving competitive advantage in the global marketplace. Strategic features of the international business are grouped into (i) home country features,...
Words: 2993 - Pages: 12
...Salvatore fdedi.tex V2 - 11/10/2012 9:37 A.M. Page iv International Economics Eleventh Edition Dominick Salvatore Fordham University VICE PRESIDENT & EXECUTIVE PUBLISHER EXECUTIVE EDITOR OPERATIONS MANAGER CONTENT EDITOR SENIOR EDITORIAL ASSISTANT CONTENT MANAGER SENIOR PRODUCTION EDITOR ASSOCIATE DIRECTOR OF MARKETING MARKETING MANAGER LEAD PRODUCT DESIGNER SENIOR MEDIA SPECIALIST DESIGN DIRECTOR SENIOR DESIGNER COVER PHOTO CREDIT George Hoffman Joel Hollenbeck Yana Mermel Jennifer Manias Erica Horowitz Lucille Buonocore Sujin Hong Amy Scholz Jesse Cruz Allison Morris Elena Santa Maria Harry Nolan Madelyn Lesure ©lightkey/iStockphoto This book was set in 10/12 Times Roman by Laserwords and printed and bound by R. R. Donnelley-JC. The cover was printed by R. R. Donnelley-JC. Copyright © 2013, 2010, 2007, 2004 John Wiley & Sons, Inc. All rights reserved. No part of this publication may be reproduced, stored in a retrieval system or transmitted in any form or by any means, electronic, mechanical, photocopying, recording, scanning or otherwise, except as permitted under Sections 107 or 108 of the 1976 United States Copyright Act, without either the prior written permission of the Publisher, or authorization through payment of the appropriate per-copy fee to the Copyright Clearance Center, Inc. 222 Rosewood Drive, Danvers, MA 01923, website www.copyright.com. Requests to the Publisher for permission should be addressed to...
Words: 236413 - Pages: 946
...The competitive advantage of nations: is Porter’s Diamond Framework a new theory that explains the international competitiveness of countries? A.J. Smit ABSTRACT The focus of this article is to clarify the meaning of international competitiveness at the country level within in the context of Porter’s (1990a) thesis that countries, like companies, compete in international markets for their fair share of the world markets. At a country level, there are two schools of thought on country competitiveness: the economic school, which rejects Porter’s notion of country competitiveness, and the management school, which supports the notion of competitiveness at a country level. This article reviews and contrasts the theories pertaining to these two schools of thought with specific reference to trade theories and the ‘theory’ of the competitive advantage of nations originally advanced by Porter (1990a, 1997a, 1998b, 1998c, 2000). Although Porter’s Diamond Framework has been extensively discussed in the management literature, its actual contribution to the body of knowledge in the economic and management literature has never been clarified. The purpose of this article is to explain why Porter’s Diamond Framework is not a new theory that explains the competitiveness of countries but rather a framework that enhances our understanding of the international competitiveness of firms. Key words: Porter, Diamond Framework, international competition, competitiveness of countries, international business...
Words: 11039 - Pages: 45
...International Business, 14e (Daniels et al.) Chapter 6 International Trade and Factor-Mobility Theory 1) Which of the following is NOT a reason that international trade theory is useful for managers to understand? A) Countries use trade theories to help them decide how to improve their competitive positions, such as improving the quantity and quality of production factors. B) Countries' trade policies affect whether imports are allowed to compete against domestic production, thus affecting where companies need to produce to serve given markets. C) Countries use laissez-faire policies to intervene in the free movement of international trade, thus affecting where companies can produce most efficiently. D) Countries wrestle with the questions and set policies on what, with whom, and how much they should import and export, thus affecting companies' abilities to produce given products efficiently and sell them into given markets. Answer: C Diff: 3 Learning Outcome: Compare and contrast theories of international trade Skill: Concept Objective: 1 2) Why should managers in international business understand international trade theories? A) Countries' trade policies, based on trade theories, influence which products companies might export to given countries. B) The understanding helps managers decide whether their companies should follow laissez-faire management practices. C) The theories help managers decide whether to use large-scale versus small-scale technologies for serving...
Words: 7502 - Pages: 31
...antonia.prlic@globalinsight.com Robert Hoffman Senior Consultant 1 Adelaide Street East Suite 2505, P.O. Box 198 Toronto, Ontario, M5C 2V9 Canada +1 416 682-7311 robert.hoffman@globalinsight.com Executive Summary - November 2007 I. Broad Market Study An overview of the broad cosmetics industry (also referred to as the cosmetics and toiletries (C&T) industry) in the EU, Japan, China, and the U.S. reveals that Europe's market size is almost as large as the U.S. and Japan combined, due to its large population. In 2006, the U.S. cosmetics market was €38.2 billion, while Japan's was €23.7 billion and China's €8.2 billion. The total EU27 cosmetics market was valued at €63.5 billion in 2006. Among the EU countries, Germany has the largest cosmetics market, valued at €11.7 billion, followed by France (€10.4 billion), the U.K. (€10 billion), Italy (€8.8 billion), and Spain (€7.4 billion). Europe, U.S., China, Japan C&T Market Sizes, Retail Sales Price, 2006, Total market €136.2 billion EU12, 5.9, 4% Switzerland, 1.6, 1% Norway, 1.0, 1% China, 8.2, 6% EU15, 57.6, 43% Japan, 23.7, 17% US, 38.2, 28% Source: Euromonitor, COLIPA Statistics Working Group Per Capita Spending The average EU27 per capita cosmetics spending is €128...
Words: 7332 - Pages: 30
...Strategic Management Journal, Vol. 12, 535-548 (1991) PORTER'S 'COMPETITIVE ADVANTAGE OF NATIONS': AN ASSESSMENT ROBERT M. GRANT Management Department, California Polytechnic State University, San Luis Obispo, California, U.S.A. Porter's Competitive Advantage of Nations is an important book which bridges the gap between strategic management and international economics while contributing substantially to both. Porter's analysis ofthe impact of national environment on international competitive performance demonstrates the potential for the theory of competitive strategy to rescue international economics from its slide into refined irrelevance, while simultaneously broadening the scope ofthe theory of competitive strategy to encompass both the international dimension and the dynamic context of competition. Nevertheless, the breadth and relevance of Porter's analysis have been achieved at the expense of precision and determinancy. Concepts are often ill defined, theoretical relationships poorly specified, and empirical data chosen selectively and interpreted subjectively. The Competitive Advantage of Nations is an important book. Among Porter's books to date, it is the broadest in scope and the most ambitious in intent. The book addresses a question which lies at the heart of economic and managerial science: 'Why do some social groups, economic institutions, and nations advance and prosper?' (Porter, 1990: xi).This is no new issue: the same question stimulated Adam Smith's...
Words: 8605 - Pages: 35
...416 682-7312 antonia.prlic@globalinsight.com Robert Hoffman Senior Consultant 1 Adelaide Street East Suite 2505, P.O. Box 198 Toronto, Ontario, M5C 2V9 Canada +1 416 682-7311 robert.hoffman@globalinsight.com Executive Summary - November 2007 I. Broad Market Study An overview of the broad cosmetics industry (also referred to as the cosmetics and toiletries (C&T) industry) in the EU, Japan, China, and the U.S. reveals that Europe's market size is almost as large as the U.S. and Japan combined, due to its large population. In 2006, the U.S. cosmetics market was €38.2 billion, while Japan's was €23.7 billion and China's €8.2 billion. The total EU27 cosmetics market was valued at €63.5 billion in 2006. Among the EU countries, Germany has the largest cosmetics market, valued at €11.7 billion, followed by France (€10.4 billion), the U.K. (€10 billion), Italy (€8.8 billion), and Spain (€7.4 billion). Europe, U.S., China, Japan C&T Market Sizes, Retail Sales Price, 2006, Total market €136.2 billion EU12, 5.9, 4% China, 8.2, 6% Switzerland, 1.6, 1% Norway, 1.0, 1% EU15, 57.6, 43% Japan, 23.7, 17% US, 38.2, 28% Source: Euromonitor, COLIPA Statistics Working Group Per Capita Spending The average EU27 per capita cosmetics spending is €128 per year. Denmark and Sweden have the...
Words: 7332 - Pages: 30
...INTERNATIONAL BUSINESS OPERATIONS Need for International Business International Business is important and necessary because economic isolationism is today impossible. Failure to become part of the global market assures a country of declining economic influence and deteriorating standard of living for its citizens. Successful participation in international business promises improved quality of life and a better society leading to a more peaceful world. Most people are likely, on individual levels, to become involved with international business corporations during their careers. Manufacturing companies, and also service companies like banks, consulting firms or insurance are going global. In an era of open borders, niche marketing, instant communications and free ways of reaching millions of people, huge opportunity emerges for individuals to enter the international business arena. International business offers companies new markets. Since the mid-20th century, the growth of international trade and investment has been substantially larger than the growth of domestic economies. The combination of domestic and international business presents more opportunities for expansion, growth and income than domestic business alone. International business generates the flow of ideas, services and capital across the world. International business also offers consumers new options. It enables the acquisition of a wider variety of products, in terms of both quality and quantity and at reduced...
Words: 13773 - Pages: 56
...FOREIGN DIRECT INVESTMENT AND THE MULTINATIONAL CORPORATION CHAPTER 2. 2.1. INTRODUCTION International business activity is by no means a recent phenomenon. The lives of Phoenicians and Carthaginians, in the ancient world, were deeply dependent on international business. This economic activity included foreign direct investment (FDI), joint ventures and strategic alliances, among other forms of internationalisation (Moore and Lewis, 1999). Several multinational corporations (MNEs) can also be identified in Europe in the middle ages and in the beginning of the modern era (Dunning, 1993a; Jones, 1996). The origins of modern international business activity however, are associated with the industrial revolution. Modern MNEs, in particular, have their roots in the massive international movement of factors that took place in the nineteenth century (Dunning, 1993a: p.99). Resource-seeking was the most common motivation of FDI in this period, even if by 1850 many firms had already crossed the Atlantic, in both directions, in what can be defined as market-seeking investment (Dunning, 1993a: p.100; Jones, 1996: p.5). 8 Despite the presence of FDI, most foreign investment in the nineteenth century - and indeed until the late 1940s – was portfolio capital. As a result, international business activity was largely ignored in economic theory until the late 1950s. On the one hand, the phenomenon did not have a major perceived economic impact. It was widely assumed that MNEs were...
Words: 11031 - Pages: 45
...of competitiveness in a marketplace of expanded and increasingly intense rivalry? This chapter seeks to answer that question in a multi-faceted manner. First, the concepts of country-specific and firm-specific advantages are presented from the theories of international trade and the multinational firm. Firms must be aware of which advantages they can utilize in operationalizing their competitive advantages. The extent to which these advantages are transferable to other markets and not bound only to the markets in which a firm already operates will determine how successful that firm may be in new foreign markets. Then the Porter's Five Forces model is adapted as a systematic framework for analyzing the competitive environment in any market of the world. Finally, market-based and resource-based marketing strategies are compared. By skillful application of both perspectives, an organization may be well on its way to a profitable multinational presence. QUICK REFERENCE CHAPTER OUTLINE A. Introduction B. Country-Specific Advantages (CSAs) 1. Comparative Advantage & Absolute Advantage 2. International Product Cycle 3. National Competitive Advantages 4. The New Trade Theory 5. CSAs and Country-of-Origin Effects C. Firm-Specific Advantages (FSAs) 1. Knowledge-based FSAs 2. Marketing-Related FSAs 3. Transferability of FSAs 4. FSAs and Internalization 5. FSAs and Transaction Costs 6. FSAs in the Value Chain 7...
Words: 4456 - Pages: 18
...Eastern Asian Enterprise Structures and tlie Comparative Analysis of Forms of Business Organization Richard D. Whitley Abstract Richard D. Whitley Manchester Business School, Manchester, U.K. The economic success of different forms of business organization in East Asian countries emphasizes the variety of viable enterprise structures and suggests the need for a comparative analysis of how they develop and operate in different societal contexts. Major differences between East Asian business 'recipes' include the range of activities that are authoritatively coordinated, their pattems of development, the ways in which they are organized and controlled and the organization of inter enterprise relations. These differences suggest eight major dimensions on which dominant enterprise structures in different societies can be compared and how their development can be linked to major social institutions. Introduction Organization Studies 1990,11/1:047-074 © 1990 EGOS 0170-8406/90 0011-0003 $1.00 The economic success of Japanese firms over the past 40 years has emphasized the viability of alternatives to United States management structures and practices, as well as highlighting the limited generality of the business strategy-structure relationships identified by Chandler (Alford 1976; Kagono et al. 1985: 99-110; Maurice et al. 1986). Whereas it may have seemed reasonable in the 1960s and 1970s to regard Japanese organizational practices and forms as temporary stepping stones...
Words: 12884 - Pages: 52
...l o c a t e / j i e On the origins of comparative advantage Arnaud Costinot ⁎ MIT and NBER, United States a r t i c l e i n f o Article history: Received 5 April 2007 Received in revised form 15 January 2009 Accepted 15 January 2009 Keywords: Complexity Institutional quality Human capital Division of labor Comparative advantage JEL classification: F10 a b s t r a c t This paper proposes a simple theory of international trade with endogenous productivity differences across countries. The core of our analysis lies in the determinants of the division of labor. We consider a world economy comprising two large countries, with a continuum of goods and one factor of production, labor. Each good is characterized by its complexity, defined as the number of tasks that must be performed to produce one unit. There are increasing returns to scale in the performance of each task, which creates gains from specialization, and uncertainty in the enforcement of each contract, which create transaction costs. The trade-off between these two forces pins down the size of productive teams across sectors in each country. Under free trade, the country where teams are larger specializes in the more complex goods. In our model, it is the country where the product of institutional quality and human per worker capital is larger. Hence, better institutions and more educated workers are complementary sources of comparative advantage in the more complex industries. © 2009...
Words: 10933 - Pages: 44
...List of mini case studies Acknowledgements 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 Introduction to International Marketing The International Marketing Environment The International Marketing Information and Research Process International Competitive Marketing Strategies Market Selection Decisions and Entry Strategies Management of Exporting and Importing International Marketing Operations and Planning Product and Brand Decisions for International Marketing Service Strategies for International Marketing International Channels of Distribution and Logistics Management Pricing Decisions in International Markets Integrated International Marketing Communications International Business-To-Business Marketing Retail Internationalization and Marketing The Internet and International Marketing Ethics and International Marketing Index xix xxi xxiii xxiv 1 34 68 104 138 172 209 239 274 303 335 367 401 430 454 478 507 Contents List of figures List of tables List of mini case studies Acknowledgements 1 Introduction to International Marketing Introduction The nature of international marketing Contextual determinants of international marketing Historical development Definition of international marketing Relationship with other business fields A theoretical framework for international marketing Approaches to internationalization Factors causing internationalization The process of firms’ internationalization A holistic approach The motivation for firms to go international Trade theories and economic...
Words: 24769 - Pages: 100
...JSTOR archive only for your personal, non-commercial use. Please contact the publisher regarding any further use of this work. Publisher contact information may be obtained at http://www.jstor.org/journals/jwiley.html. Each copy of any part of a JSTOR transmission must contain the same copyright notice that appears on the screen or printed page of such transmission. The JSTOR Archive is a trusted digital repository providing for long-term preservation and access to leading academic journals and scholarly literature from around the world. The Archive is supported by libraries, scholarly societies, publishers, and foundations. It is an initiative of JSTOR, a not-for-profit organization with a mission to help the scholarly community take advantage of advances in technology. For more information regarding JSTOR, please contact support@jstor.org. http://www.jstor.org Tue Mar 18 16:53:16 2008 Strategic Mnnagernent Jolirnal, Vol. 8, 425-440 (1987) L (\ GLOBAL STRATEGY: AN ORGANIZING FRAMEWORK SUMANTRA GHOSHAL INSEAD, Fontainebleau, France Global strategy has recently ernerged as a popular concept atnorlg rnanagers of rnrlltinational corporations as well as amot7g researchers and...
Words: 10708 - Pages: 43
