The Main Arguments of Evolution Theory

International vigilance Prof. dr. Niels Noorder prep aren Lecture 1 Agenda 1. 2. 3. origin and organizational looks Does transnational still matter? Conceptual foundations of supranational line dodge (1) Case Honda in the USA lit Textbook chapter 1 (pp 13-33 + 59-62) Team Lectures Niels Noorderhaven Cases Fons Naus Ana Aranda Gutierrez Zhengyu Li Teaching strategy Complementarity of get tos readings psyche lawsuit participation Each lecture, one or several cases from the book will be expanded to put the theory into class period Importance of research articles Grading 70% MC exam See ponder manual for correction formula testing dates December 13, 2012 and April 12, 2013 30% 2 synergetic lectures individual participation Interactive lectures grades of 2010 and 2011 plunder be transferred Book http//www. cambridge. rg/features/management/verbeke/ Does world(prenominal) still matter? 7 transportation system & communication tolls fall 17 September 2012 8 Tariffs fall, anti-dumping measures rise anti- 17 September 2012 9 Globalization speculation Linguistic, trade and cultural barriers become less(prenominal) important Stateless MNCs Within MNCs oecumenic diffusion of technologies, association and information intersection point of world economies 17 September 2012 10 Why is nationality important to people? Individual identity and br differently identity troika processes of social identity formation social categorization social comparison social identification (Self-)categorization what is the salient category? 17 September 2012 11 Why is nationality important to people? Positive stereotyping of in-group, negative stereotyping of out-group Nationality differences be particularly salient when people have no common history Nationality indeed becomes a source for ones own identity and for the ascribed identity of the former(a) 7 September 2012 12 Does world-wide still matter? Yes, because . Cultural , institutional and language differences persist Leading to differences in ( cable) decision making Nationality forms an important origination for social categorization processes Leading to shortcuts resembling cultural attribution and stereotyping With the effect that doing trade across borders is different than domestic blood 13 Conceptual foundations of international line strategy 4 Definition of international blood line strategy International business strategy loadeds effectively and expeditiously matching a multinational endeavors (MNEs) internal strengths (relative to competitors) with the opportunities and challenges found in geographically dispersed environments that cross international borders. Such matching is a assumption to creating value and satisfying stakeholder goals, both domestically and internationally. 15 TABLE OF limit (1) penetration and overview of the books mannikin calve one Core concepts (1) Conceptual foundations of international business strategy (2) Th e critical fictitious character of firm-specific advantages (3) The nature of home rural berth advantages (4) The problem with host country fix advantages (5) Combining firm-specific advantages and location advantages in an MNE intercommunicate 16 TABLE OF CONTENTS (2) theatrical role two Functional issues (6) (7) (8) (9) (10) International grounding International sourcing and crosswayion International finance International marketing Managing managers in the multinational enterprise 7 TABLE OF CONTENTS (3) Part three Dynamics of globular strategy (11) Entry mood dynamics 1 foreign distributors (12) Entry mode dynamics 2 strategic partnership partners (13) Entry mode dynamics 3 mergers and acquisitions (14) The role of emerging economies (15a) International strategies of merged social responsibility (15b) International strategies of environmental sustainability 18 The seven concepts of the unifying frame fetch Internationally mobile (or non-location bound) firmsp ecific advantages (FSAs) Non-transferable (or location-bound) FSAs Location advantages investment funds in and value creation through with(predicate) recombination complemental resources of external actors Bounded tenability Bounded dependableness The MNEs funny resource base Physical resources (natural resources, buildings, instal equipment). Financial resources (equity and loan capital) Human resources (individuals and teams, entrepreneurial and operational skills). Upstream familiarity (sourcing friendship, product and process-related technological friendship). Downstream knowledge (marketing, sales, diffusion and after sales service). Administrative knowledge (organizational structure, culture and systems). Reputational resources (brand names, reputation for honest business dealings). International transferability of FSAs? Paradox If the FSA consists of easily codifiable knowledge (i. e. , if it can be articulated explicitly, as in a handbook or blueprint), the n it can be tattily transferred abroad, but it can to a fault be easily imitated by other firms.Though overpriced and time-consuming to transfer tacit knowledge across borders, the benefit to the MNE is that this knowledge is also difficult to imitate. It is often a get word source of competitive advantage when doing business abroad. Some FSAs are non transferable abroad location-bound locationFSAs (1) Four main types complete resources linked to location advantages (privileged retail locations). local anesthetic marketing knowledge and reputational resources, such as brand names (whitethorn not be applicable to a host country context, or valued to the same extent). local best practices (i. e. routines), such as bonus systems or buyer-provider relations (may not race abroad). Domestic recombination capability (may not work in foreign markets e. g. , because co-location of resources is needed). Some FSAs are not transferable abroad location-bound locationFSAs (2) purge i f transferability of the relevant resources were practicedly possible, this does not mean potential for profitable deployment, i. e. the resource bundles that may be transferable from a technical perspective (e. g. , the way n which a product is marketed at home), do not constitute an FSA abroad. Location advantages Entire manipulate of strengths of a location, and accessible by firms in that location. Should always be assessed relative to the strengths of other locations. Instrumental to FSAs Motivations for foreign expansion earthy resource seeking Verbeke physical, financial or human resources Market seeking strategic resource seeking e. g. , knowledge, finance aptitude seeking E. g. , low labor cost Case Honda in the USA primer Prior to 1970s exports of motorcycles and cars Drivers of foreign takings Rising value of the yen against US$ Fear of import restrictions The C flow sort Act in the US first-year oil crisis Motivation for expansion (natural resour ce, market, strategic resource, efficiency seeking? ) Hondas rise After four-year decision process Honda of the States Manufacturing established in Marysville, Ohio, in 1978 twitch priority attain Japanese-level quality and efficiency Selection of employees Training plan travel in managers and workers from Japan Develop lean supplier network Upgrade supplier quality level 1980 start payoff of cars Present 9 production plants in USA Hondas FSAs Non-location bound FSAs Know-how four-strike engines with best power-to-weight ratio Management principles Quality systems Employee survival of the fittest processes Training and knowledge transfer routines Manufacturing expertise Supplier management approach Location-bound FSAs in the host country High get hold of for specific products Resource recombination Use four-strike engines in many products (motorcycles, small cars, generators, ) Design and manufacturing skills + knowledge of consumer preferences in USA Melding existing and newfangled resources through management exchange program Exploit new capabilities worldwide Complementary resources of external actors Opportunity to study American way of production at cover Extensive use of American experts and consultants (especially for selecting location) particular role of suppliers Bounded rationality issues privation of knowledge local conditions Suppliers lack of familiarity with Honda invigorated employees lack of familiarity with The Honda Way Bounded reliableness issues Moral hazard/adverse extract employees American managers have local priorities calculated strategy? Agenda for next lecture 1. 2. 3. 4. Four types of MNEs Recombination Bounded rationality & reliability Firm-specific advantages (FSAs) Cases 3M & IKEA Literature Textbook chapter 1 (pp 33-76) + chapter 2 NB Class will be in SZ 31