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Over the years, due to rapidly growing trend towards globalization, international business is growing faster than domestic business. International business is a wide-ranging subject that incorporates exporting, importing, foreign assembly, manufacturing and sales of goods, the import to one foreign country’s items from a second country for subsequent re-export or local sale, the setting-up of permanent establishments in other nations and the licensing and franchising of a firm’s technological know-how or production techniques. Hence, the problems relating to international business are more complex in comparison to that in national business. Although basic tools and concepts
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Strategic Management Journal
This paper discusses the internal patterns of competence building in the multinational enterprise (MNE), with a focus on the creation of capabilities in its foreign subsidiaries. We present a new framework to synthesize 10 types of MNE–subsidiary linkages leading to capability development. We find that several of the 10 capability development processes are associated with subsidiary-specific advantages. We discuss the process of subsidiary-specific advantage development within the organizational structure of the MNE when it is a differentiated network of dispersed operations. Copyright © 2001 John Wiley & Sons, Ltd.
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During the last half of the twentieth century, many barriers to international trade fell and a wave of firms began pursuing global strategies to gain a competitive advantage. However, some industries benefit more from globalization than do others, and some nations have a comparative advantage over other nations in certain industries. To create a successful global strategy, managers first must understand the nature of global industries and the dynamics of global competition. The paper presents the problem of international business strategy. First, the authors define a concept of international strategy and gives some reasons why do companies go international and how they do it (entry strategy). The paper includes the case study of international strategy used by IKEA and attempts to explain when firms should standardize or adopt their products to foreign market. After that, the authors show some examples of joint venture and international alliances.
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International business can be defined as cross-border commerce in which the transactions occur between companies and the government. International business requires an understanding of the sensitive business function such as trade regulations. This essay aims to incorporate the national and regional differences related to multinational companies (MNCs), host countries and their contribution to the international business through providing location advantages of inward investment and the regulations which they follow. The discussion also elucidates policies in different host countries, foreign investment along with varying strategies of business and theories.
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As the key drivers of globalization, multinational enterprises (MNEs) play an important role in increasing economic interdependence among national markets. Despite the ranging and overdramatized debate on globalization, Rugman and Verbeke (2005) argue that there are few firms that are truly global and most are, at best, regional. Scholars in global strategy have attempted to examine reasons for internationalization, how firms internationalize, the entry modes they use and how they structure their operations in global markets. The strand of these studies aims to examine how firms ascend to global markets and the internationalization approaches they pursue. A number of approaches that firms use to internationalize have been adopted among them The Penrosian approach (Penrose, 1959; Prahalad and Hamel, 1990); The ‘product cycle hypothesis’ (Vernon, 1966; Bradley, 1995; Svend Hollensen, 2004, 2008)); The Uppsala Internationalization model, (Johanson and Wiedersheim-Paul, 1975; Johanson a.
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Analele Universităţii din Oradea
