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Summary Theories of International Management Mindmap, Fall 2018, Grade 8,0 €6,49
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Summary Theories of International Management Mindmap, Fall 2018, Grade 8,0

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Buckley, P. J., & Casson, M. C. (2009), Peng, M. W., Sun, S. L., Pinkham, B., & Chen, H. (2009), Rugman, A.M., Verbeke, A., & Nguyen, Q.T.K. (2011), Ghemawat, P. (2001), Hutzschenreuter, T., Kleindienst, I., & Lange, S. (2016), Rugman, A. M., & Verbeke, A. (2004), Dunning, J. H. (1998), Pan, Y., & ...

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  • 26 februari 2019
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Voorbeeld van de inhoud

Buckley & Casson (2009) Johanson & Vahlne (1977) Dunning (1998) Peng, Sun, Pinkham & Chen (2009) Rugman, Verbeke &
Why FDI rather then Export? Uppsala model Eclectic Paradigm OLI Institution-based view Nguyen (2011)
Shifts in core unit of
analysis
TCE theory & Internalizing Step process: stages of O: The role of Institutions became - uses OLI & Uppsala
internalizing Oa = (in)tangible assets predominant in emerging markets (2000s),
MNE= firm that owns and control Ot = through FDI lack of context
activities in two or more Internalizing as cumulative company is able to 1. country level (CSA)
countires and path- dependent internalize activities Why? Vernon’s product Life
process based on - industry-based view neglects contextual Cycle  US tech related
Creating Internal markets international experience Firms with O-advantages dimension CSA embedded in MNE
and knowledge based better in overcoming - RBV may not hold for a resource to one
Idea: imperfect intermediate LOF context to another 2. MNE-level (FSA)
market  with FDI MNE can Company cumulates over - increasing important of EM - LOF. FSA  LOF
internalize TC generated in time: L: (distances)
intermediate market (1) and they Experiential learning: Foreign location has CSA Institutions: ‘rules of the game’ LOF explains difficulties
reduce TC (2) I. exporting and firms acquire - shape individual and firm behavior: (1) MNEs have cross-boarders
Also common ownership & II. Subsidiaries LSAssets. reduce uncertainty; through structures (2) - Uppsala: FSAs (benefit’s)
control (3) III. Investing/opening up define boundaries vs. risks`
production facilities 4 motivation types
Make or buy = resource seeking = - market motive North (1990): formal rules & 3. Network-level
backward integration ‘Psychic distance’ = degree - natural resources Informal constraints
firm is uncertain of motive  heterogeneous around the world, you
2 forms of internalisation: country’s characteristics - strategic asset seeking need to adapt
- operational internalisation  the more the country is - efficiency motive
- knowledge internalisation distant, the higher costs Most important boundary: institutional
and risks of FDI. Therefore I: boundary (government)
Why MNE exist? start entering closer Benefits of creating,
- using internal transactions countries. exploiting, transferring Institutional weakness: higher uncertainty
- maximizing profit by FSA internally. Intra-  higher risks  higher costs  higher
internalizing  establishing a FSA > risks + costs, then firm LOW perceived in foreign country
subsidiary in foreign country FDI
2 core propositions: Boundedly Rational
Internalize when TC are too high Choices & (In)formal institutions as
compensatory structures

, Theme 1: Theoretical foundations of IB
Theme 2: Regional & Global Integration processes
Ghemawat (2001) Rugman & Verbeke (2004) Kim & Aguilera (2015) Hutzschenreuter (2015)
Globalization & distance Do we actually have global Internationalization in a semi- Concept of distance
MNEs or not? globalized world

‘world is not flat’  globalization is happening, but not Traditional View: Macro-level Revise Uppsala model and extent CAGE distance + psychic
evenly and perfectly. World/global economy as whole is not country based within semi-globalized framework distance
globalized, but semi-globalized. New View: Micro-level Strong form of semi-globalization
company-based Distance = extent of
2 extremes: MNE face increasing opps and differences between
National Isolation: country based = product adapted for Largest 500 MNEs account constraints at regional level. country pairs disturbing
country, no synergies for 90% MNE may synergies at regional level flows of information =
Full Global Integration: world based = same assets/products within nation-states with less LOF psychic distance (Uppsala)
on global scale - TRIAD economic power
Semi-globalized is in between those two extremes = treat concept: min 20% of sales in But constraint when going beyond PDS and PPD
countries, regions and world as complementary North America, EU, Asia their home boarders: LORF
Should have balanced LORF intra is much lower than LORF Moderating factors on
Managers OVERESTIMATE challenges in new market, lose geographic distribution of inter-regional  home- effect distance:
sight sales across TRIAD regionalization •Firm size
- oversee risks, only looking at opps, distance is important •Knowledge base
Breadth & Depth: Disadvantages LOF: •International, host
Country portfolio Analysis (CPA) Global MNE 9: 9/500 - different customer taste country, decision-specific
- looking at challenges + RISKS Biregional MNE: 25/500 - lack of connection experience
- and measuring degree of differences between countries! Host-region based MNE: - lack of understanding competition •Market potential
 emphasizes idea of semi-globalization 11/500  therefore MNE stay within •Level of competition
Home-region based MNE: regions •Presence of the
Holistic approach to distance: consider because 4 types 320/500 government
(importance is depending on product): marjority is not global, but exploitation = using current
- cultural, administrative, geographical, economic only regional in terms of capabilities Distance is crucial to
breadth and depth of market Exploiration = using new capabilities consider different types in
CAGE: considering multiple distance types to select the coverage order to select right
right foreign country to enter. Multiregionalization go BEYOND foreign country to enter.
CAGE: personal experience not enough + making home region: inter-, intra-regional
differences more visible exploitation and inter-regional

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