The evolution of internationalization There have been a variety of different approaches to explain the internationalization of business activities. They normally concentrate on distinct aspects of the reasons for and results of, enterprises operating in more than one environment and have changed dramatically throughout the last decade. Whereas traditional theories have focused their attention on the internationalization of production and foreign direct investment (FDI) where the multinational
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Internationalization of IKEA in the Japanese market and Chinese markets Abstract Date Level Authors June 4, 2008 Master Thesis EFO705, 10 points (15 credits) Wannapa Chaletanone (05-11-1982, Thailand) Wanee Cheancharadpong (03-09-1983, Thailand) Internationalization of IKEA in the Japanese and Chinese markets Leif Linnskog Why did IKEA internationalize into Japanese and Chinese markets? And what factors did influence IKEA’s success in Chinese market but failure in the Japanese market of the
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Internationalization of SMEs Overview: 1. Introduction 2. Motivation for Internationalization of SMEs 3. Strategies for Internationalization of SMEs 4. Risks and Opportunities 5. Internationalization of SMEs – Best approach 6. Conclusion 7. References Introduction In Europe companies with less than 10 employees are considered to be micro-firms, those with less than 50 employees are small-firms and those with less than 250 employees are considered as medium-firms
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(SEC) case. The purpose of this study was to upgrade the Uppsala model by using a representative case of SEC. This thesis found that there are two dimensions derived from the Uppsala model. The first dimension is the sequential nature of the internationalization process in terms of psychic distance (from the market with close psychic distance to the market with remote psychic distance). The second dimension is a “market commitment” dimension, which means the form of market operation established from
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reserved 0047-2506 www.jibs.net The Uppsala internationalization process model revisited: From liability of foreignness to liability of outsidership Jan Johanson1 and Jan-Erik Vahlne2 1 2 Uppsala University, Uppsala, Sweden; Gothenburg University, Gothenburg, Sweden Correspondence: J Johanson, Uppsala University, PO Box 513, SE-751 20, Uppsala, Sweden. Tel: þ 46 859255215; E-mail: jan.johanson@fek.uu.se Abstract The Uppsala internationalization process model is revisited in the light of
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PROCESS OF THE THE INTERNATIONALIZATION DEVELOPMENT FIRM-A MODELOF KNOWLEDGE FOREIGN AND INCREASING MARKET COMMITMENTS JAN JOHANSON* Center of International Business Studies University of Uppsala JAN-ERIK VAHLNE* Institute of International Business Stockholm School of Economics Abstract. On the basis of empirical research, a model of the internationalization the firm is developed. The model focuses on the gradual acquisition, integration knowledge about foreign markets and operations, and on
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Starbucks in 2010 Motives of Starbucks’ internationalization Exploring internationalization motives of Starbucks represented by a number of factors, including proactive and reactive factors, provides a better understanding of the reasons for the company’s decision to expand to foreign markets. Proactive motives are related to the firm’s motivation to take advantage of new market opportunities. While reactive motives represent that the firm responds to environmental changes and pressures
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Managing the internationalization process Learning outcomes After reading this chapter, you should be able to: ➤ Understand the motives for internationalization. ➤ Apply the theories underpinning the internationalization process. ➤ Explain the Psychic Distance and Born Global concepts. 5 ➤ Advise a multinational firm on choosing an appropriate entry mode for internationalization. ➤ Advise a multinational firm on de-internationalization. 148 Global strategic development Opening case
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1. Introduction The ability of firms to secure their market position is considered as vital for their survival. In practice, it has been proved that firms that have faced severe challenges have managed to recover using appropriately customized strategic options. The potentials of small Japanese firm, Elecdyne a small size firm that operates in the electronics industry in Japan to stabilize its performance through internationalization is explored in this paper. Three countries have been reviewed
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revisit and carefully construct theories of how firms internationalize—a topic on which extant theory is weak. Indian firms are “infant MNEs,” unlike Western firms that are “mature MNEs.” Indian firms are also internationalizing in a very different global context, and can do so on the basis of different competitive advantages, than MNEs that came before. Finally, research on Indian MNEs can help identify generic strategies for internationalization, examples of which are provided in the article. By
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