INTL: Global Strategy & Tactics (Topic)最新文献

{"title":"In the Eye of the Beholder: Political Risk, Regime Type, and China’s Multinational Corporations","authors":"Weiyi Shi, Boliang Zhu","doi":"10.2139/ssrn.3224685","DOIUrl":"https://doi.org/10.2139/ssrn.3224685","url":null,"abstract":"Chinese investment has been observed to favor politically risky destinations and authoritarian \u0000countries, which is puzzling for the conventional understanding of multinational corporations. \u0000One prevailing explanation is that Chinese firms’ embeddedness in risky, authoritarian institutions \u0000at home enhances their capabilities to cope with risks abroad. We argue, however, that the risk \u0000mitigation strategies firms employ in autocracies are often extra-institutional due to a lack of \u0000institutionalized political access and credible commitments; they require the accumulation of \u0000country-specific knowledge and political capital, and thus, are not easily transferrable. Therefore, \u0000we expect that Chinese investors remain sensitive to political risks in host countries. Empirically \u0000we leverage two experiments embedded in original surveys of business executives and find that \u0000Chinese firms are deterred by a wide range of political risks and have no preference for autocracy. \u0000Our study provides new insights into our understanding of the risk preferences and behavior of \u0000Chinese investors.","PeriodicalId":333672,"journal":{"name":"INTL: Global Strategy & Tactics (Topic)","volume":"36 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2018-08-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"129449511","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Understanding International Location Decisions of Poverty Alleviation Non-Profit Organizations","authors":"A. Sirisena, Rotem Shneor","doi":"10.1108/IJOEM-02-2017-0060","DOIUrl":"https://doi.org/10.1108/IJOEM-02-2017-0060","url":null,"abstract":"Purpose Despite the growing numbers of internationally active nonprofit organizations (NPOs), research on various facets of NPOs’ internationalization has been limited. The current study addresses this gap by investigating the impact of target-country related factors on international market selection of NPOs. Design/methodology/approach Analysis is based on a logistic regression procedure using a self-compiled dataset of 2440 observations of de-facto entry or non-entry occurrences made by 19 large development-focused NPOs. Findings The study reveals that NPOs select target markets that are less developed, characterized by greater risk profiles, where other NPOs tend to cluster, and those that are preferred by their home-country governments. Moreover, findings suggest that with respect to institutional strength, NPOs balance mission to help strengthen institutions where needed, and avoidance of environments with extremely dysfunctional institutions, hence opting to operate in environments with medium level...","PeriodicalId":333672,"journal":{"name":"INTL: Global Strategy & Tactics (Topic)","volume":"1 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2017-11-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"123164933","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"How Much Social Responsibility Should Firms Assume and of Which Kind? Guidelines for Firms’ Social Engagement","authors":"Lilach Nachum","doi":"10.2139/ssrn.2643746","DOIUrl":"https://doi.org/10.2139/ssrn.2643746","url":null,"abstract":"How are firms, and MNEs in particular, to reconcile the trade-off between societal pressures to engage in CSR activities and the demand of a free market and profit maximizing activities? How are they to allocate their resources between the competing considerations and inconsistent concerns imposed by these claims? And should they assume responsibility to set up agendas in areas that extend beyond their sphere of business, in which they possess no expertise and for which they have not been trained? From a broader societal perspective, is this state of affairs, whereby firms are treated as social institutions expected to take on economic, social and environmental responsibilities traditionally held by governmental bodies, desired? Does the creation of public goods by profit-maximizing firms generate the greatest societal paybacks? \u0000 \u0000To tackle these questions, I present firms and governments as alternative providers of social services, and classify the universe of these services based on the attributes of the input used in their creation as core or non-core to what firms do, and those of the output, whether proprietary or public goods. I allot the resulting categories to firms or governments, and seek to draw a normative partition between them that builds on their relative strengths in the provision of social services. \u0000 \u0000I use the resulting framework to specify the type of social activities in which firms should engage and the type of firms that should undertake them, and offer guidelines for firms for designing an agenda for social engagement that is based on the generation of proprietary benefits that improve their competitive position, and serves to advance their strategic objectives. I maintain that the scope for firms’ provision of social services is narrower than what most firms practice and far more limited than what stakeholders expect them to do. I also extend a call for society to use responsibly its power to shape the social agenda of firms and to recognize the opportunity costs of driving firms away from their core activities. I appeal for appreciation of the wealth of common goods created via the pursuit of profit-maximizing activities, and acknowledgement that by this is the best way for firms to serve society.","PeriodicalId":333672,"journal":{"name":"INTL: Global Strategy & Tactics (Topic)","volume":"33 5","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-08-13","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131451751","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Latin American Multinational Companies Growth","authors":"J. Vargas-Hérnandez, Edgar Ernesto Vázquez Vázquez","doi":"10.2139/ssrn.2550082","DOIUrl":"https://doi.org/10.2139/ssrn.2550082","url":null,"abstract":"This paper seeks to analyze the international expansion of multinational corporations primarily in Latin America and which has been the strategy they have used them. It is proposed as theoretical assumption that the best strategy is to have made acquisitions and to check an investigation is conducted through a qualitative method analyzing success stories like Cemex and JBS and thus can check that the acquisition entry strategy is most multinationals have used even above the method of strategic alliances, and these same multinationals have taken such great importance that can serve as an example to others who want to internationalize.","PeriodicalId":333672,"journal":{"name":"INTL: Global Strategy & Tactics (Topic)","volume":"86 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2015-01-15","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"127134114","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Behavioral Processes in International Business - Perspective of the Republic of Macedonia","authors":"L. Nakov","doi":"10.2139/ssrn.2237845","DOIUrl":"https://doi.org/10.2139/ssrn.2237845","url":null,"abstract":"The diverse, strictly turbulent and fairly unpredictable character of the environment in which the international business is effected increases the necessity of managing the behavioral processes, both in export oriented companies, as well as in those that would face the increased international competition on the domestic market. The base of the international behavioral processes is located within the premises that different international environments increase the necessity of applying different behavior. At the same time, the capacity of applying a proper behavioral model is in connection with the organizational maturity, the ability of an organization to adopt and with the potential to simultaneously develop the behavioral processes according to the changes in the strategy, structure and organizational system. The Republic of Macedonia, as a country in transition, faces the challenge of creating a business environment in which the various forms of organizations would be stimulated to develop and further improve their behavioral processes.","PeriodicalId":333672,"journal":{"name":"INTL: Global Strategy & Tactics (Topic)","volume":"32 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2013-03-22","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125100132","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Optimal Transfer Pricing in a Vertically-Related and Imperfectly Competitive Market","authors":"Winston W. Chang, H. Ryu","doi":"10.2139/ssrn.2464278","DOIUrl":"https://doi.org/10.2139/ssrn.2464278","url":null,"abstract":"The objective of this paper is tond the signicant factors that crucially affect arm's optimal transfer pricing policy. To achieve such a goal, it sufces to examine three minimalist vertical models— therst one contains a vertically integrated monopoly in both input and output markets, the second one consists of a vertically integratedrm that monopolizes an intermediate input for its own and ri- val's downstream divisions and the third one comprises two vertically integratedrms competing in a �nal goods market. Four modes of competition are considered—Cournot, Bertrand, Stackelberg quan- tity and Stackelberg price. The paper shows that the optimal transfer pricing policy depends on four specications—the vertical structure, the production technology, the demand characteristics and the competition mode. Itnds numerous patterns on optimal transfer pricing: for example, under the same demand structure and competition mode, the two vertical models can yield diametrically opposite trans- fer pricing strategies; within a given vertical model, different competition modes may yield the same or different optimal strategies; and within a given competition mode, the four possible pairings of ordinary substitutes/complements on the demand side and strategic substitutes/complements on therm side can also produce quite different results. In addition, the paper illustrates how the optimal transfer pricing policy is affected when the additional factors of income tax and tariff distortions are considered. With all the signicant factors affecting the optimal transfer pricing delineated, the paper has laid a foundation for further studies in transfer pricing under more general structures. An important implication of our results is that the optimal transfer pricing policy may not be simply determined by the common practice of shifting prots from high- to low-tax jurisdictions.","PeriodicalId":333672,"journal":{"name":"INTL: Global Strategy & Tactics (Topic)","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2012-08-24","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121929497","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"FDI Legitimacy and MNC Subsidiary Control: From Legitimation to Competition","authors":"George Z. Peng","doi":"10.2139/ssrn.1957444","DOIUrl":"https://doi.org/10.2139/ssrn.1957444","url":null,"abstract":"This study contributes to the subsidiary control literature by empirically demonstrating the importance of FDI legitimacy in determining subsidiary ownership and expatriate staffing levels. Based on organizational ecology theory (OET), our study considers the tension between legitimation and competition pressures. This is a significant step beyond institutional theory, which only accounts for the former pressure. Based on a sample of Japanese MNCs, we find that there is an interaction effect between subsidiary size and FDI legitimacy on both subsidiary ownership and expatriate staffing levels. With increasing FDI legitimacy, smaller subsidiaries tend to increase their ownership and expatriate staffing levels, whereas larger subsidiaries tend to reduce their ownership and expatriate staffing levels. The results hold both across host countries and over time. Our findings have significant theoretical and practical implications. MNCs are advised to give full attention to the dual pressure of legitimation and competition when determining subsidiary control strategies. Caution is advised when applying the institutional theory based prescription that MNCs should assume higher ownership and expatriate staffing levels in their subsidiaries with increasing FDI legitimacy.","PeriodicalId":333672,"journal":{"name":"INTL: Global Strategy & Tactics (Topic)","volume":"26 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2011-01-10","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"114521182","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"The Cost of Managing Intangibles in Global Markets","authors":"M. Corniani","doi":"10.4468/2010.2.05CORNIANI","DOIUrl":"https://doi.org/10.4468/2010.2.05CORNIANI","url":null,"abstract":"Intangibles are often become the most critical resources for businesses in global competitive markets. Thus, intangible assets and resources must be managed adopting specific strategies that determine costs with different patterns over time: expenses (with a short term span) and investments (with a medium to long term span) and with different underling explications (discretional and causal costs).","PeriodicalId":333672,"journal":{"name":"INTL: Global Strategy & Tactics (Topic)","volume":"19 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-06-01","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"121072994","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Strategic Inflection Points","authors":"V. Raghuvanshi","doi":"10.1201/9781439834541-c3","DOIUrl":"https://doi.org/10.1201/9781439834541-c3","url":null,"abstract":"Strategic Inflection Points are subtle changes in the environment. If one is not able to monitor or identify subtle signals such as New Emerging Technology or Shifts in Consumer Behavior, much before competition, one may find one’s products and services becoming redundant and obsolete in the market place.","PeriodicalId":333672,"journal":{"name":"INTL: Global Strategy & Tactics (Topic)","volume":"115 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"131744049","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}

{"title":"Impact of Global Financial Crisis in the Life Insurance Sector in India","authors":"Dr. Amlan Ghosh","doi":"10.2139/SSRN.1639122","DOIUrl":"https://doi.org/10.2139/SSRN.1639122","url":null,"abstract":"The impact of the recent global financial crisis on the life insurance business felt after the American International Group (AIG) and Fortis required bailouts due to their financial ill health. India cannot be insulated from this impact as these insurers are having joint ventures in India. This has changed the perception of investors towards the private life players in India. This paper highlights the impact of this financial crisis on the life insurance sector in India and tries to learn the post crisis consumers’ investment behaviour towards life insurance. In this occasion, this paper investigates the proposal by the High Level Committee on Financial Matters (HLCCFM) on minimum common standards for financial intermediaries and finds financial education is the most important factor and suggests few recommendations for the overall development of the life insurance sector in India.","PeriodicalId":333672,"journal":{"name":"INTL: Global Strategy & Tactics (Topic)","volume":"12 1","pages":"0"},"PeriodicalIF":0.0,"publicationDate":"2010-03-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"125178657","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}