MSc International Business 2012-2013 Global Shift Banner code Teaching Staff Professor John Bryson Room 132 Telephone ext 45549 j.r.bryson@bham.ac.uk Module aims and objectives The aim of the module is to provide students with the theoretical understanding of the relationship between two major themes in International Business: (i) the existence of differences in national business systems; and (ii) the present day character of processes
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International Business Studies‚ 34(1): 5–18. Doz‚ Y (1986). Strategic Management in Multinational Companies. Oxford: Permagon. Dunning‚ J.H. (1981). International Production and the Multinational Enterprise. London: Allen and Unwin. Dunning‚ J.H.‚ Kogut‚ B. & Blomstrom‚ M. (1990). Globalization of Firms and the Competitiveness of Nations. Lund‚ Sweden: Lund University Press. Dunning‚ J.H. & Rugman‚ A.M. (1985). The influence of Hymer’s dissertation on the theory of foreign direct investment. American Economic
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Cited: Contractor‚ F. and Ra‚ W. (2002)‚ "How knowledge attributes influence alliance governance choices: a theory development note"‚ Journal of International Management‚ vol. 8‚ no. 1‚ pp. 11-27. Dunning‚ J.H. (1995)‚ "Reappraising the eclectic paradigm in an age of alliance capitalism"‚ Journal of International Business Studies‚ vol. 26‚ no. 3‚ pp. 461-491. Inkpen‚ A.C. (2008)‚ "Strategic alliances"‚ chapter 15 in OHIB (pp. 403-427). Rugman‚ A.M. (ed.‚ 2008)‚ The Oxford
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Contents TOC \o "1-3" \h \z \u 1. Introduction PAGEREF _Toc389290771 \h 12. Theoretical framework PAGEREF _Toc389290772 \h 13. Factors of market selection for transnational corporations in China PAGEREF _Toc389290773 \h 23.1 Factor from inner strategic motivations PAGEREF _Toc389290774 \h 33.1.1 Market-seeking motivation PAGEREF _Toc389290775 \h 43.1.2 Efficiency-seeking motivation PAGEREF _Toc389290776 \h 43.1.3 Resource-seeking motivation PAGEREF _Toc389290777 \h 53.2 Location factors PAGEREF
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International Business: Environments and Operations. 14th ed. Person Education. Desai‚ M.A.‚ Foley‚ C.F. & Hines‚ J.R.‚ (2004). "Venture Out Alone". Harvard Business Review. Dunning‚ J.‚ (1993). Multinational Enterprises and the Global Economy. Harlow: Addison-Wesley. Dunning‚ J.H.‚ (2000). "The eclectic paradigm as an envelope for economic and business theories of MNE activity". International business review‚ 9(2)‚ pp.163-90. Financial Times ‚ (2011). Fast food battle heats up in China. [Online]
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Chapter 07 Foreign Direct Investment True / False Questions 1. (p. 242) A firm becomes a multinational enterprise when it undertakes foreign direct investment. TRUE 2. (p. 242) Licensing involves the establishment of a new operation in a foreign country. FALSE 3. (p. 242) If a firm that makes bicycles in Germany acquires a French bicycle producer‚ Greenfield investment has taken place. FALSE 4. (p. 242) The amount of FDI undertaken over a given time period is known as the
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|university of bradford – MZUMBE COHORT 2011/2012 | | | | | |Dissertation Proposal – ID-7017D
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Chapter 7 Student: ___________________________________________________________________________ 1. To make sure the Japanese operations replicated the "Starbuck’s experience" in North America‚ Starbucks insisted on all of the following except: A. stores are required to adhere to the design parameters established in the U.S. B. all store managers and employees are required to attend training classes similar to those given to U.S. employees. C. transferring some employees to the Japanese operation
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Tesco’s international strategy Globalisation progressed significantly in the past decade‚ facilitated by modern communication‚ transportation and improved legal infrastructure as well as the political choice to consciously open markets to international trade and finance. Included in this wave were the efforts of companies to broaden the geographic reach of their products. Today multinational enterprises own or control production or service facilities outside the country in which they are based
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...................................... 2 2.1 Porter’s Diamond model ............................................................................................................ 2 2.2 Dunning’s Eclectic Paradigm ................................................................................................... 3 3 Comparison of Competitive Advantages ...............................................................
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