Strategic Management International Strategy Stakeholders Lecture 9 Mark Anderson International Strategy • • • • Internationalisation Drivers International Corporate Level Strategy International Market Selection International Modes of Entry Internationalisation Yip: Drivers of Internationalisation G. Yip (2003) Total Global Strategy International Corporate Level Strategy International Competitive Advantage • Adaptation v standardisation? – Should all products be the same - global? (Levitt)
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IN YOUR OPINION DYOU THINK SHAREHOLDER ACTIVISM WORKS‚ WHY OR WHY NOT Shareholder Activism refers to a range of actions taken by a shareholder to influence corporate management and board. Actions range from threatening the sale of shares (“exit”)‚ letter writing‚ meetings management‚ to asking questions at shareholders meetings and the use of corporate voting rights. The common definition of a shareholder activist is a shareholder “who tries to change the status quo through the “voice”‚ without
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Corporate Governance in India: Disciplining the Dominant Shareholder Abstract The nascent debate on corporate governance in India has tended to draw heavily on the large Anglo-American literature on the subject. This paper argues however that the corporate governance problems in India are very different. The governance issue in the US or the UK is essentially that of disciplining the management who have ceased to be effectively accountable to the owners. The problem in the Indian corporate sector
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Strategic Stakeholder Management A stakeholder is any individual‚ group‚ or organization that has an interest or concern or may be impacted as a result of an organization’s activities‚ objectives‚ policies‚ or products. Strong relationships between an organization and its stakeholders are critical to a company’s success. To effectively manage stakeholder relationships‚ an organization must understand the nature and composition of its stakeholder community and how stakeholder power and interest levels
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NBER WORKING PAPER SERIES DO SHAREHOLDERS OF ACQUIRING FIRMS GAIN FROM ACQUISITIONS? Sara B. Moeller Frederik P. Schlingemann René M. Stulz Working Paper 9523 http://www.nber.org/papers/w9523 NATIONAL BUREAU OF ECONOMIC RESEARCH 1050 Massachusetts Avenue Cambridge‚ MA 02138 February 2003 We are grateful to Harry DeAngelo and Ralph Walkling for useful comments. The views expressed herein are those of the author and not necessarily those of the National Bureau of Economic Research. ©2003 by Sara
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Finance & Accounting‚ 29(7) & (8)‚ Sept./Oct. 2002‚ 0306-686X Dividend Imputation and Shareholder Wealth: The Case of New Zealand Andrew Prevost‚ Ramesh P. Rao and John D. Wagster* 1. INTRODUCTION Effective from April 1‚ 1988‚ New Zealand changed its existing two-tier `classical ’ dividend taxation regime to full dividend imputation. Corporate income is now only taxed once rather than at both the corporate and shareholder level. Concurrently‚ the New Zealand tax code was revised‚ reducing the top personal
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Reading 3.1 : Global Dialogue with Capital Market Stakeholders The rules‚ processes and institutions that govern the global capital markets are struggling to keep up with the constant innovation of the 21st century. Today’s investors demand financial reporting they can trust and businesses are trying to find the right way to express this information while regulators are seeking to promote investor confidence and market integrity. This is an article written by the worlds 6 largest audit firm
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history of the organization. 2. Provide a clear‚ concise statement of the problem(s)/issues(s). 3. Identify primary and secondary internal and external stakeholders affected‚ describe their stakes in the issue‚ analyze the situation for effect on these stakeholders‚ and describe the issues and impact from the stakeholders’ views. 4. Summarize the primary and secondary ethical issues(s) involved. 5. Describe the organization’s strategy in dealing with this issue(s)‚ critique
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position of shareholders as the owners of the company‚ satisfying shareholder claims typically receives the greatest attention in many corporate mission statements. However‚ should managers only pursue the interests of shareholders‚ while ignoring the claims of other stakeholders. Discuss. No a manager should not only pursue the interests of shareholders because it is important for managers to both pursue the interests of shareholders and all other stakeholders. Although shareholders play a vital
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Exercise 2.4 SHARE ISSUE‚ OPTIONS Prepare the journal entries in the records of Jordan Ltd in relation to the equity transactions in 2014. JORDAN LTD 25/3 Cash trust – shares Dr 750 000 Application – shares Cr 750 000 (Applications for shares) Cash trust – options Dr 10 000 Application – options Cr 10 000 (Applications for options) 2/4 Cash Dr 610 000 Cash trust – shares Cr 600 000 Cash trust – options Cr 10 000 (Transfer on issue of shares and options) Application – shares
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