International strategy: is it meeting the challenge?

The paper proposes an IS process model comprising inputs, development, outputs and a feedback loop based on performance measurement and its interpretation. The feedback impacts on the inputs and development components. Inputs are comprised of market information. human resources, diversity, value creation and host country environmental factors. Development includes preparation and learning. planning and scrutinising partnerships. anticipating impacts of globalisation and experience effects. Outputs comprise structure, scope of operations, target countries. facility location and positioning. Performance interpretation explains rapid and major changes in IS outputs, such as structure and business unit portfolios, whilst process complexity explains observed output similarities for organisations reacting to similar inputs and suggests an evolutionary approach in their determination.

International strategy : is it meeting the challenge?

International strategy (IS) is the approach by which an organisation's capabilities and resources are directed to generate value utilising the global market's opportunities (and risks). Many of the largest multinationals invest significant resources in their IS, however, the literature does not offer any substantive model for the process. This paper presents a model of the IS process which comprises two parts, the first part is made up of inputs, development and outputs and the second comprises a feedback loop based on organisational performance measurement and its interpretation which impacts on the first part stages of inputs and development. The content of the model is explained and justified using examples of practice. Inputs are comprised of market information, human resources, diversity and value creation and host country environmental factors. Development is comprised of preparation and learning, planning and scrutinising partnerships, anticipating impacts of globalisation, anticipating impacts of technology, location, experience effects, planning competencies, planning for cost effectiveness, scenario planning, planning structures and operations, leadership and ethics. Outputs are comprised of structure, scope of operations, target countries, facility location and positioning. Performance interpretation explains rapid and major changes in IS outputs, such as structure
and business unit portfolios, whilst process complexity explains observed output similarities for organisations reacting to similar inputs and suggests an evolutionary approach in their determination.

An international strategy taxonomy for entry into China

Taxonomies explaining internationalisation strategy are effective in relating connected variables to the decision-making process and entry mode strategies of organisations. The taxonomy developed in this paper from research into 40 Australian companies which had successfully and unsuccessfully internationalised into China identified resource transferability and international experience as connected variables that can categorise the factors of entry choice. High levels of resource transferability lead to joint ventures or wholly-owned foreign enterprises. Low levels led to exporting/importing or project/client based/licensing. High levels of international experience led to wholly-owned foreign enterprises or joint ventures. Low levels led to project/client based/licensing or exporting/importing.

1997 Delegates to the Second International Strategy Meeting on Human Genome Sequencing in Bermuda from Gert-Jan van Ommen

Photographs from the February 1997 Bermuda meeting. Courtesy of Gert-Jan van Ommen.

The impact of added cultural distance and cultural diversity on international expansion patterns: a Penrosian perspective

International strategy research has identified a variety of multinational enterprise (MNE) expansion patterns. Some MNEs appear to expand internationally at a stable rate, whereas others expand rapidly in one period and then tend to experience slower growth. The latter pattern suggests the occurrence of the Penrose effect. We identified two determinants of these diverging patterns. First, we propose that high levels of added cultural distance (reflecting expansion into new local contexts) during one period, may negatively affect further international expansion because of dynamic adjustment costs. Second, we suggest that managing a network of subsidiaries operating in a set of local contexts with high cultural diversity, increases environmental and internal governance complexity. Extant cultural diversity of the local contexts where the MNE is active in a first period may therefore discourage adding further cultural distance. We test the hypothesized relationships using a panel of 91 German companies.

Contemporary security and strategy

Brings together a range of specially-commissioned chapters to provide an accessible introduction to security studies in the 21st century. The second edition has been expanded to cover developments in global and regional security; nuclear proliferation; terrorism; intervention and peacekeeping. C. Snyder, Deaking Uni.

Post global financial crisis international business strategies

International business strategies are affected by economic conditions, although the resource-based view would suggest that company resources are a more significant factor. This paper identifies differences in the international strategy behaviours of companies located in countries which, as a result of the GFC, entered either a deep recession, a shallow recession or no recession at all. Empirical evidence is provided for companies with home country markets with each of these conditions. The ability of international strategy theories to explain these behaviours is considered. Based on observations of international businesses with home country markets in each of these categories, it is suggested that determinants of international strategy during financial crises (and immediately after) are influenced by the strength of the home country market, foreign market government protectionist behaviour, international exchange rate variations and local levels of rivalry.

Challenges for Brazilian MNCs' international human resources management

Multinationals from emerging countries such as Brazil now take the path of internationalisation where early movers have already been. However, these companies have to develop new tools to deal with their own challenges, since they come from countries with different historical backgrounds and specificities. This paper explores challenges for Brazilian MNCs in terms of HRM when operating abroad. It presents the results of six cases of Brazilian MNCs through a grounded theory study. Results show these companies had to deal with their former economic turbulence, shortage of qualified workforce to work internationally and the need to develop HRM competencies to operate globally.

The European Union funded NEOShield project: A global approach to near-Earth object impact threat mitigation

Although discussions are underway within the Action Team 14 of the United Nations COPUOS, there is currently no concerted international plan addressing the impact threat from near-Earth objects (NEOs) and how to organize, prepare and implement mitigation measures. We report on a new international project to address impact hazard mitigation issues, being the subject of a proposal submitted to the European Commission in response to the 2011 FP7 Call "Prevention of impacts from near-Earth objects on our planet". Our consortium consists of 13 research institutes, universities, and industrial partners from 6 countries and includes leading US and Russian space organizations. The primary aim of the project, NEOShield, is to investigate in detail the three most promising mitigation techniques: the kinetic impactor, blast deflection,and the gravity tractor, and devise feasible demonstration missions. Furthermore, we will investigate options for an international strategy for implementation when an actual impact threat arises. The NEOShield project was formally accepted by the European Commission on 17 November 2011 and funded with a total of 5.8 million Euros for a period of 3.5 years. The kick-off meeting took place at the DLR Institute of Planetary Research, Berlin, in January 2012. In this paper we present a brief overview of the planned scope of the project.

Les déterminants du transfert des pratiques de GRH au sein des entreprises multinationales

Mémoire numérisé par la Division de la gestion de documents et des archives de l'Université de Montréal

Análisis del nuevo concepto de seguridad de China y sus efectos en la diplomacia regional. estudio de caso: creación de la Organización de Cooperación de Shanghái (2001 – 2009).

A través de ésta investigación se pretendió analizar algunos elementos característicos de la política exterior China tras el fin de la Guerra Fría y los nuevos supuestos que tiene en materia de seguridad, los cuales se resumen en el Nuevo Concepto de Seguridad (NCS). Es bajo este nuevo contexto internacional y bajo el marco del globalismo en donde China ha redefinido la seguridad y ha establecido las pautas que han guiado su política exterior actual. Con el fin de ampliar el análisis y de llevarlo a un caso concreto, se profundizó en las relaciones que China ha establecido con los estados de la región de Asia Central a través de la Organización de Cooperación de Shanghái (OCS).