Table of Contents 1. Introduction – Normative assessment of delegation 1 2. Theory ………………………………………………………………………………2 2.1 The Principal-Agent-Theory 2 2.2 Application of Principal-Agent logics to Bureaucracies 3 2.3 Hypotheses 4 2.3.1 Efficiency 4 2.3.2 Depoliticization 5 2.3.3 Shifting responsibilities 6 2.3.4 Decreased likelihood of policy adoption 6 2.3.3 Control variables 6 3. Methods and data 7 3.1 Data 7 3.2. Operationalization of dependent variable 7
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"Slow and steady wins the race" All must have read the story of the race between the Rabbit and the tortoise. Tortoise‚ the slowest creature wins at the end as he was steady through out the race. The same applies in our life. Every day we run a race no matter what we are. To survive in this world everyone running. but there are few among the lot who actually leaves there marks behind.. Those are the "tortoise" who are running steadily. Leaving just for the sake of leaving is what
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The changing technology environment has and still become one of the biggest challenges in the setting international business management. Technology is the technical means people use to improve their surroundings. It is also knowledge of using tools and machines to do tasks efficiently. We use technology to control the world in which we live. Technology is people using knowledge‚ tools‚ and systems to make their lives easier and better. The role of technology and its effects on international business
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Introduction 2. Foreign Market Entry Modes and their consequences for the negotiations during FINS 3. (Inter-)Organizational Learning and Knowledge Transfer supported by a government 4. Trust and opportunism in strategic alliances * Theory * Trust and opportunism during the FINS 5. Conclusion References Figure 1 Figure 2 Appendix 1. Introduction: During the ”Foreign Investment Negotiation Simulation”
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The article talks about the positive things about the country‚ a marketing campaign for the Philippines‚ that rolls out the red carpet‚ primarily to foreign investors‚ and to tourists‚ in its attempt to attract them to pour investment in a growing economy and visit the country for its rich culture‚ attractive landscapes‚ and the people – warm‚ hospitable and friendly. The article brags the reasons why it is more fun in the Philippines‚ not only in terms of business opportunities but also for the
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International Journal of Conflict Management Vol. 15‚ No. 3‚ pp. 304-334 INSTITUTIONAL DYNAMICS AND THE NEGOTIATION PROCESS: COMPARING INDIA AND CHINA Rajesh Kumar The Aarhus School of Business‚ Denmark Verner Worm Copenhagen Business School‚ Denmark This paper develops the argument for analyzing negotiations from an institutional perspective. A major theme of the argument being advanced in this paper is that the institutional perspective provides a more comprehensive understanding of the
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3 (February 14) – Vietnam: market entry decisions Answer the following questions: 1. Does Vietnam represent an attractive investment opportunity? Vietnam is 12th nation in the world with more population and its economic growth is expected to keep increasing in the following years. Thanks to the Doi Moi economic reforms since 1994 the country’s GDP is the third in growth rate in Asia‚ the inflation has decreased from 775% to 14% and the FDI is everyday more important. Moreover‚ the population
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general process of capital accumulation through investment and reinvestment which ultimately translates into improved economic indicators and improvement in quality of human life. Foreign direct investment‚ in its classic definition‚ is investment by a company in production located in another country either by buying a company in the country or by expanding operations of an existing business in the country (Todaro 2006). Foreign direct investment is done for many reasons including to take advantage
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global economic system we now know has emerged‚ that is‚ via the World Trade Organization. Nevertheless‚ increasing economic relations between and among countries‚ primarily in the form of international trade and direct investments‚ were found to
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The timing of formation for Agrana was indeed fortunate. Just after arriving‚ Central and Eastern Europe (CEE) were opened up to the larger markets in Western Europe in 1989. This gave them the ability to finance their operations through foreign direct investment in the CEE. This was necessary in order to boost their economies of scale to compete with larger rivals from Western Europe. Being an Austrian company‚ Agrana also had a slight advantage over other Western competitors because of their ties
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