[pic] COLLEGE OF LAW‚ GOVERNMENT & INTERNATIONAL STUDIES UNIVERSITI UTARA MALAYSIA |No. |Information on Course | | |Course Name : INTERNATIONAL BUSINESS | | |Course Code: GFMA 2023
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Perspectives on globalization chapter 2 73 1 stunned the world in 2004 by announc software orientation to one of service provi Case study 2.2: that it had sold its personal computer sion‚ which will require greater flexibility and IBM and Lenovo: a ? ~ business to Lenovo‚ a Chinese company more of a solutions approach than its tradi --’:e known outside China. The takeover even tional hardware business. Reflecting its new tale of globalization :‚’acted the attention of the US Congress
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Globalization and International Business The Concept of Globalization – putting everything into one village * The process of integration and convergence of economic‚ financial‚ cultural and political systems across the world. * Globalization – refers to the integration and interaction between different people and nations. * Globalization is the process of international integration arising from the interchange of world views‚ products‚ ideas and other aspects of culture. Globalization
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Cultural Differences in International Business International business negotiation is playing a more and more important role in modem society. We can see clear that there are great differences in international business negotiation. Specially‚ culture can influence negotiating styles in numerous ways‚ because negotiator who may come from another nation is different from us‚ in language‚ beliefs‚ and behaviors. Different cultures employ different ways of doing business. Nowadays‚ the world is
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- M/S Auto India‚ Pune‚ India Beneficiary - M/S General Motors‚ Detroit‚ USA. Issuing Bank - Global Bank‚ Pune‚ India Advising Bank - The American Bank‚ New York Negotiating Bank - The American Bank‚ New York Reimbursing Bank - International Bank‚ New York Availability - Negotiable at sight Expiry - At the counters of The American Bank‚ New York Amount - USD 100‚000 Merchandise - Car engine parts Quantity and price - 50 units @ USD 2000 per unit Circumstances Issuing Bank Global Bank
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and service with high productivity‚ stringent in-line quality control and an encouraging manufacturing atmosphere. 2. Economic motives‚ such as profit making by implementing cutting edge technologies to achieve economies of scale and spreading R&D costs. etc. 3. Strategic motives‚ such as buying-up of sick units‚ departing worldwide and gaining German and US brand names. 2. Hoe does lifting of Country-wise quota regime’ help Arvind Mills? Answer The lifting of ‘Country-wise quota regime’
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EXAMINATION QUESTIONS 1. Summarize the globalization debate. What are the major interest groups in the world economy? How are they affected by different elements of globalization? 2. Who benefits and who loses from a shift in jobs to low-wage economies? Consider this question from the perspective of consumers‚ labour‚ technological change‚ firms‚ nation-states. Are the net benefits likely to be positive? 3. Identify and evaluate the sources of conflict between pressures on companies
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CHAPTER 5 Ethics and Social Responsibility in International Business Chapter Objectives After studying this chapter‚ students should be able to: 1. Describe the nature of ethics. 2. Discuss ethics in cross-cultural and international contexts. 3. Identify the key elements in managing ethical behavior across borders. 4. Discuss social responsibility in cross-cultural and international contexts. 5. Identify and summarize the basic areas of social responsibility. 6. Discuss how organizations
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RMIT International University Vietnam Bachelor of Commerce Program Assignment Cover Page | Subject Code: |BUSM3311 | | | | |Subject Name: |International Business |
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The Motives for International Acquisitions: Capability Procurements‚ Strategic Considerations‚ and the Role of Ownership Structures Author(s): Shih-Fen S. Chen Reviewed work(s): Source: Journal of International Business Studies‚ Vol. 39‚ No. 3 (Apr. - May‚ 2008)‚ pp. 454471 Published by: Palgrave Macmillan Journals Stable URL: http://www.jstor.org/stable/25483277 . Accessed: 28/02/2013 12:46 Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use‚ available at .
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