of OFDI using his eclectic theory of ownership, location, and internalization advantage including four major motives: market-seeking, resource-seeking, efficiency-seeking and strategic asset seeking (Gao, Liu, & Zhou, 2013). Market seeking Firms aim to capitalise on ownership of well-established brands, marketing skills and overseas distribution networks by seeking large foreign markets (Buckley, Forsans, & Munjal, 2012). Since China’s WTO accession, because of over-capacity in some sectors
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WALMART SUCCESS IN MEXICO, CANADA AND CHINA: GLOBAL EXPANSION, STRATEGIES, ENTRY MODES, THREATS AND OPPORTUNITIES Lee Yee Mun B1000922 Help College Of Arts and Technology Bachelor of Science in Collaboration with Southern New Hampshire University, USA lemon_0611@hotmail.com Rashad Yazdanifard Faculty of Management, Multimedia University, Cyberjaya, Malaysia. rashadyazdanifard@yahoo.com 1 ABSTRACT Global expansion has been gaining a lot of attention. There are many important
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activity has emerged as a result of the internationalization of the production and manufacturing activities of companies. This was a starting point where the term ‘multinational companies’ came into usage defined as an enterprise which owns or controls producing facilities in more than one country (Dunning J.H 1993). Thus such companies which have been trying to enter into different markets worldwide have been challenged with the task of globalization of their firms. It refers to the shift towards a more
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International Business cases - Van Hoof Q 186 uickprinter Koningstraat 13 2000 Antwerpen www.quickprinter.be 2.90 EUR International Business: Cases Case 1: Whirlpool Whirlpool’s Dramatic Turnaround through Internationalization Whirlpool exemplifies how internationalization can rejuvenate declining sales and optimize cost structures. Background Headquartered in Benton Harbor, Michigan, Whirlpool Corporation makes washers, dryers, refrigerators, dishwashers, freezers, and microwave ovens
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cooperative strategies are collusion and strategic alliance business. They include: Collusion- the active cooperation of firms within an industry to reduce output and raise prices to avoid economic law of supply and demand Strategic Alliances- a long-term cooperative arrangement between two or more independent firms or business units that engage in business activities for mutual economic gain Used to: - Obtain or learn new capabilities
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other than formal, the context of informal institution influences governance structures which coordinate the individual actions taking place within the firms. The significance of studying cultural differences with respect to HRM policies and practices in relevant practices and literature is twofold. Rising cultural diversity due to internationalization of global economy indicates that the global organizations are the most challenging context for implementation and designing of the integrated and unusual
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Komatsu Ltd.: Project Gs Globalization EXECUTIVE SUMMARY Komatsu Ltd. is operating in challenging market conditions that are made more complicated by the centralized production and operations strategy and the variability of the currency markets, particularly the value of the Japanese Yen. To combat these challenges, Komatsu has replaced CEOs, changed their corporate focus from “Beat Cat” to the three “G”s – “Growth, Global, Groupwide”. Key issues identified in the case are Komatsu’s approach
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Table of Contents Introduction 2 Research Question 3 Research objectives 3 Literature Review 3 Research Methodology 6 Research Philosophy 6 Data Sources 7 Research Tools 7 Sampling Methodology 8 Logistical and Ethical Consideration 8 Expected Outcomes 8 Planned Timetable 9 Conclusion 9 References 10 Introduction South Asia accounts for over 17 percent of the total world’s population. Although, there are varying definitions of the
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TABLE OF CONTENTS Introduction…………………………………………………………………………………...2 Scarcity of resources: a limit for SMEs, but not for Molino Dallagiovanna.......................5 a. Research and Development……………………………………………………....….5 b. Communication and Internationalization……………………………………………7 Expansion of product lines and customization: Premium value delivered........................10 a. The production process……………………………………………………………..10 b. A Mental Approach…………………………………………………………….......12 c. Quality Certifications
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Journal of International Business Studies (2009) 40, 901–925 & 2009 Academy of International Business All rights reserved 0047-2506 www.jibs.net Why are companies offshoring innovation? The emerging global race for talent Arie Y Lewin1, Silvia Massini2 and Carine Peeters3 The Fuqua School of Business, Duke University, Durham, USA; 2Manchester Business School, University of Manchester, Manchester, UK; 3 Solvay Brussels School of Economics and Management, Brussels, Belgium Correspondence:
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