...CHAPTER ONE – BUSINESS ORGANIZATION AND ENVIRONMENT Unit 1.1 – Nature of Business Activity • A business is a decision-making organization that uses inputs to produce goods and/or services Inputs: resources used in the production process Outputs/products include: Goods: physical, tangible products Services: intangible products Exist to satisfy the needs (basic necessities) or wants (desires) of people, organizations and governments Important to have clearly defined functions/processes Ex. human resources, production, marketing and finance Customers: people/organizations that buy the product Consumers: those who use the product Consumer goods: sold to the general public and can be split into: Consumer durables: products that last a long time Non-durables: products that needs to be consumed very shortly after purchase Capital goods: purchased by other businesses Added value: difference b/w the value of inputs and the value of outputs Allows a business to sell its products for more than production cost (leads to profit) Comes in the form of: Speed/quality, prestige, brand image, feel-good factor, perceived value, inability to achieve cheaper products elsewhere Opportunity cost: best alternative decision that is foregone when making a decision Leads to rational decision making Choose options that will generate the highest valued benefits to the business Role of profit: Acts as incentive to produce Acts as the reward for risk takers Encourages innovation...
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...International Business Assignment 4 1. Is it legitimate for an enterprise like Wal-Mart to demand that its suppliers adhere to a code of ethics? What are the benefits of this practice to Wal-Mart? What are the costs? Wal-Mart has developed a code of ethics for its suppliers. The suppliers must follow and adhere to the code set by Wal-Mart if their suppliers want to do business with them. The code have been made in order to evaluate employment practices and environmental compliance in facilities producing merchandise for sale by Wal-Mart. Wal-Mart demands from its suppliers that the business may be conducted in an ethical manner. The code of ethics made by Wal-Mart includes standards such as compliance with laws, voluntary labor, labor hours, hiring and employment practices, compensation, freedom of association and collective bargaining, health and safety, canteen, environment, gifts and entertainment, conflicts of interest, anti-corruption, financial integrity, worker helpline etc. We all know that Wal-Mart focuses on low prices of products in order to have the competitive advantage. This is the reason for the dominance of Wal-Mart in the market. If a company wants to give products or services to its customers at a cheaper price it must be taking various aspects and factors under consideration. In order to be able to deliver cheap products to its customers, Wal-Mart had to and decided to buy cost effective materials and products from the suppliers in under developed countries...
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...achieve economic efficiency if jobs are lost in one area, workers are willing/able to move to other occupations * Developed economies labour is typically immobile; emerging market economies labour mobile * The more mobile workers are, the higher the supply of labour tends to be * However, a high degree of geographical mobility, especially between rural and urban areas, can lead to overcrowding and worsened living conditions 2.1.3 – Compare present human resources with future requirements and evaluate strategies for developing future human resources. * HR departments need to calculate future staffing needs to avoid having too few or too many staff, or staff with the wrong skills * HR departments must respond to business (corporate) plan and its objectives, to build workforce plan * Starting workforce planning is the workforce audit, which is a check on the skills and qualifications of all existing employees * Workforce planning involves two main stages: forecasting number of staff required and forecasting the skills (and flexibility/workload of employees) required * Number of staff required depends on: forecasting the demand for firm’s product (using historical data),...
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...net/publication/235266981 International business and finance scholarship ARTICLE in RESEARCH IN GLOBAL STRATEGIC MANAGEMENT · JUNE 2008 DOI: 10.1016/S1064-4857(08)00001-6 CITATION READS 1 11 1 AUTHOR: Raj Aggarwal University of Akron 203 PUBLICATIONS 1,943 CITATIONS SEE PROFILE Available from: Raj Aggarwal Retrieved on: 23 February 2016 INTERNATIONAL BUSINESS AND FINANCE SCHOLARSHIP Raj Aggarwal ABSTRACT This chapter explores how scholarly work in the fields of Finance and International Business (IB) can be mutually supportive. First, it is clear that technology has been a major driver of modern developments in both Finance and IB. Second, Finance can provide many insights into IB scholarship since it has much to say about firm operations and strategy. Third, IB scholarship with its focus on culture also provides significant opportunities for a better understanding of the global aspects of Finance. Finally, it is contended that transaction-costs economics provides an excellent theoretical and fundamental basis for bringing together IB concepts and Finance scholarship. However, while the potential for Finance and IB scholarship to contribute to each other is great, such advances must await the removal of cultural barriers between the two disciplines. INTRODUCTION The field of IB generally focuses on inter-national business, that is, business across national boundaries and, thus, in diverse institutional and cultural International Business Scholarship: AIB Fellows on the First...
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... Understanding the concepts of IB * 2nd lecture- Evolution of International Business Globalization and International Business * Tutorial – Debate on the merits and demerits of Globalization | IB by Wall and Rees ch- 1 | LecturesGroup DiscussionsQ&A | 214/7-18/7 | * 1st lecture- Internationalization Process ( Exports, Non-equity and equity based) * 2nd lecture- Factors contributing to International Business Assignment hand over and discussion * Tutorial – Discussion on the factors that contributed for the growth of IB | IB by Wall and Rees ch- 2 | LecturesGroup DiscussionsQ&A | 321/7-25/7 | * 1st lecture- Why Firms invest abroad Gains from Trade Shift from developed countries to developing and emerging countries * 2nd lecture- International Business Strategies * Tutorial – Case study | IB by Wall and Rees ch- 3IB by Alan and Simon Ch- 2 & 9 | LecturesGroup DiscussionsQ&A | 428/7-1/8 | * 1st lecture- International Business Strategies * 2nd lecture- International Institutions and Markets * Tutorial – Case study | IB by Wall and Rees ch- 4 | LecturesGroup DiscussionsQ&A | 54/8-8/8 | * 1st lecture- Regional Strategies * 2nd lecture- Regional Strategies cont * Tutorial – Debate on the shifting production from Developed to developing or emerging economies | IB by Alan and Simon Ch- 17/18/19/20 | LecturesGroup...
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...Emerging Markets: India July 11, 2016 IIM-K PGP 19 IB 2016-17 S7: Emerging Markets: India 1 Emerging Economies Location: Asia, Americas, Africa, Europe Features: Rising income/skills; large markets; cheaper factor resources Prospect: Fast developing (e.g., BRICS) July 11, 2016 IIM-K PGP 19 IB 2016-17 S7: Emerging Markets: India 2 Prospective Economies Asia: Indonesia, India, China Europe: Poland, Russia North America: Mexico South America: Brazil Africa July 11, 2016 Kenya, Nigeria, South Africa IIM-K PGP 19 IB 2016-17 S7: Emerging Markets: India 3 India as Global Business Destination: Perceptions* Democracy is vibrant, govt. is highly bureaucratic; corruption is rampant in state & local governments A dynamic press & vigilant NGOs act as checks on politicians & companies Restrictions on green-field investments & acquisitions in some sectors make joint ventures necessity Red tape hinders companies in sectors where the govt. allows foreign investment Some local design capability is available in product markets; IPR problems exist with US in some sectors; regulatory bodies monitor product quality & fraud Suppliers are available; but their quality & dependability varies greatly * Strategies That Fit Emerging Markets, HBR, June 2005, pp.9-10 July 11, 2016 IIM-K PGP 19 IB 2016-17 S7: Emerging Markets: India 4 India as Global Business Destination: Perceptions* Roads are in poor condition;...
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...Shambare is an assistant professor of Business Information Systems (BIS) and Director of BIS programmes at the College of Saint Mary, Omaha, Nebraska, USA. He has more than 20 years experience in business management in manufacturing, wholesale and retail, services and banking industries. His research interests include information security, strategic management and business education. Jian Wang is a professor of International Business at the University of International Business and Economics. His research interests include e-business, international business and international trade law and practice. Dr Wang is Director of the International Business Bridge (IBB). He has extensively published in the areas of international business, electronic business and others. Abstract Several models have been proposed in the literature to understand technology acceptance in which social environmental factors are not primarily addressed. Drawing upon the social contagion theory and institutional theory, this study proposes a model to examine three social environmental factors of normative, coercive and mimetic pressures within the internet banking (IB) context. The model is tested using survey data from 124 respondents. The results reveal that normative and coercive pressures significantly influence the attitude and intention of adopting IB, while mimetic pressures appear not to. Attitude plays a mediating role between institutional pressures and IB...
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...Easily, the best web-based IB Diploma Business and Management teaching and learning resource. A stimulating and interactive, free online teaching and learning resource that offers comprehensive coverage of the Business and Management syllabus for the International Baccalaureate (IB) Diploma Programme, including Standard (SL) and Higher (HL) Level topics. IBBusinessan dManagement .com is the only free, dedicated IB Business and Management resource available online. We encourage teachers to use the site as they develop their own approaches to incorporating ICT into their learning environments. The entire site links closely to the syllabus, following the same division into the six IB Business and Management topics: 1. Busines The IB Business and Management course covers broad and interesting issues and concepts. s Organis ation and The IB Business and Management course is ideal preparation for Business and Commerce at university, as well as encouraging the student to begin thinking about entrepreneurship now. 2. 3. 4. 5. 6. Environ ment Human Resour ce Man agemen t Accoun ts and Finance Marketi ng Operati ons Manage ment Busines s Strateg y + Internal Assessment and Extended Essay There is clear highlighting of Higher Level IB Business and Management material. The content is tailored to the requirements and assessment objectives of the IB syllabus, and is an invaluable Business and Management learning and teaching tool. The range of teaching and learning...
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...Company Overview * General Electric (GE) is an American multinational conglomerate corporation formed by the merger of Edison General Electric Company and Thomson-Houston Electric Company in 1892. GE has grown over the years through innovation (from R&D) as well as mergers and acquisitions. * On September 2001, Jeff Immelt became GE’s ninth CEO in its 109-year history. The terrorist attack on September 11 - four days after his appointment destroyed the world trade center towers and caused huge turmoil in the economy. As expected stock market dropped drastically and this led to a drop in confidence that spread rapidly around the globe. * During this economy downturn, the environment was generally bad for most companies to do business and GE was not exempted. By the end pf 2002, GE’s revenue had declined by 3% from prior year and its stock prices had plunged drastically as compared to previous years and all-time high. Immelt identified it was not a great year to be a CEO. * Immelt predecessor Jack Welch had an excellent track record; under his leadership GE had generated a total return to shareholders of 23% per annum for 20 years consecutively. With most of this successes attributed to a disciplined, efficient and consistent operations management aswell as acquisitions. Immelt realized Welchs’ brilliant success stories were a difficult one to match and had to come up with a different strategy to grow in this new millennium. Case Overview * The case covers...
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...A COMPARISON BETWEEN ISLAMIC AND TRADITIONAL BANKS: PRE AND POST THE 2008 FINANCIAL CRISIS Mohamed Hashem Rashwan1 The British University in Egypt ABSTRACT This study tests the efficiency and profitability of banks that belongs to two different sectors: a) Islamic Banks (IBs) and b) Traditional Banks (TBs). The study concentrates on the pre and post 2008 financial crisis with an aim to test if there are any significant differences in performance between the two sectors. The study applies the MANOVA techniques to analyze the financial secondary data for only publicly traded banks in the same region. The findings of the study show that there is a significant difference between the two sectors in 2007 and 2009 and there are no significant differences in 2008, which indicates the effect of the crisis on both sectors. IBs outperform TBs in 2007 and TBs outperform IBs in 2009. This result indicates the spread of the crisis to the real economy where IBs usually operate. INTRODUCTION Forty years ago Islamic Finance was virtually an unknown system; interestingly it has expanded to become a distinctive and fast growing segment of the International Financials markets. With a growth rate that ranges from 15% to 20% (EL- Qoroshy 2005). Islamic Finance in general and Islamic banking in specific become main players in the financial world. According to the IMF survey (2010) the total capital managed under Islamic Finance systems was estimated to be $820 billion at the end of 2008. More than...
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...Introduction 2 2. IB theories (IDP, ILO) and their invalidation for IB firms from NICs 2 2.1 IDP paradigm: 2 2.2 OLI theory 3 3. Globalization and IDP paradigm 4 4. Samsung’s role in the outpacing of IDP position of Korea 6 4.1 Development of technology capability 7 4.2 Crisis management creation and human resources management 7 4.3 R&D support and technology capabilities 8 4.4 Financial resources transferred within the group 8 5. Conclusions 9 References 11 1. Introduction Since the early 1980s, the world economy has experienced rapid ‘globalization’. Globalization has changed the pattern of trade, foreign direct investment (FDI) in world economic activity. One remarkable change lies in the once widely used investment development path (IDP) paradigm. In many newly industrialized countries, MNEs have accelerated their internationalization, leading to an increase of outward FDI from those countries on a scale earlier than the IDP would suggest. This report introduces some IB theories such as OLI and IDP, and explains why these theories are more useful for describing the internationalization process of large established IB firms but less so for IB firms from newly industrialized countries. Also, the role of globalization in changing the predictions of IDP paradigm as well as how Samsung took a major role in enabling Korea to outpace its IDP position have been illustrated in this report. 2. IB theories (IDP, ILO) and their invalidation for IB firms from...
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...for internationalization, examples of which are provided in the article. By pursuing the lines of inquiry proposed, research on Indian MNEs can contribute not just to better local practice but also to broader theory building about early-stage internationalization. Ravi Ramamurti is CBA Distinguished Professor of International Business and Director, Centre for Emerging Markets, at Northeastern University, USA. E- mail r.ramamurti@neu.edu. This essay draws heavily on the author’s two papers (“Why Study Emerging-market Multinationals?” and “What Have We Learned about Emerging –market Multinationals?”) in Ravi Ramamurti & Jitendra V. Singh (eds.) (2009), Emerging Multinationals in Emerging Markets, Cambridge, UK: Cambridge University Press. Research on Internationalization of Indian Firms Research on India’s emerging multinational enterprises (MNEs) may be intrinsically rewarding for India specialists, but to interest the broader community of international business (IB) scholars, it must contribute to IB theory more generally. In this essay, I will suggest a few ways in which such a contribution might be made. My argument, quite simply, is that the extant IB literature on how firms become multinationals is rather limited and that research on the internationalization of Indian firms provides an...
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...A Brief Understanding of IBS ‐‐A Case Study of Toyota A Brief Understanding of International Business Strategy --A Case Study of Toyota by Peter LIU, peterliu@acculine‐mfg.com MSc International Business P14B45 International Business Strategy Lecturer: Dr Yee Kwan Tang Sponsored by 10 May 2010 Acculine Precision Manufacturing Company Tel: 0086-574-28887315, Fax: 0086-574-28875303, Web: www.acculine-mfg.com, email: info@acculine-mfg.com A Brief Understanding of IBS --A Case Study of Toyota Page 1 / 12 Content Introduction ........................................................................................................................... 2 Basic Concept of International Business Strategy ................................................................. 2 Brief Background of The World Auto Industry .................................................................... 4 Brief Background of Toyota .................................................................................................. 4 IBS of Toyota ........................................................................................................................ 6 Entry to US Market ........................................................................................................... 7 Americanization as A Way of Localization ...................................................................... 8 Recommendations...
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...® Academy oi Management Review 1994, Vol. J9. No. 1. 119-143. INTERNATIONAL-BUSINESS POLITICAL BEHAVIOR: NEW THEORETICAL DIRECTIONS JEAN J. BODDEWYN Baruch College THOMAS L. BREWER Georgetown University Alternative assumptions are advanced regarding the political nature of international business and the role of government as a factor of production, which firms must manage in their international valueadded chains. Based on a model oi business political behavior, various propositions are developed regarding the interactions among firm, industry, and nonmarket factors as well as the impact they have on various forms and intensities of political behavior, as affected by strategic objectives. Finally, the sfrategic-theorizing implications of such behavior are discussed in the context of the recent emphasis on resource-based models of strategy management. Research in international business (IB) is much more infused with a consideration of political factors than its domestic counterpart. Authors of IB studies have constantly mentioned and even emphasized government as a variable, rather than a constant or given, because international firms (exporters, importers, licensors, foreign direct investors, etc.) operate under a great variety of evolving political regimes that have an impact on these firms' entry, operation, and exit. When IB topics were first researched in a policy-oriented manner, Fayerweather (1969) stressed "the accommodation of interests and the ...
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