develop, formulate, & implement strategies for going global
TRANSCRIPT
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Develop, Formulate, and Implement Strategies for Going GlobalPresentation by: Jill Charpia, DBA Student
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OverviewSelected Geographic RegionsMotivationsBenefits of InvestingRelationship and Agreement
ImpactsEntry StrategiesStrategic AlliancesEquality in the WorkplaceWorkers’ BehaviorsConclusion
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Middle East and Europe U.A.E. and Germany
Strategy for Going GlobalFormulateEvaluateDiscuss
Selected Geographic Regions
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MotivationsCorporate mergers and acquisitionsLower tax burdensPerceived attractiveness of the MNC's present home countryInternationalization of MNC's shareholders and assetsAvailability of talentQuality of service clustersCosts of the fiscal regimeQuality of legal and regulatory regimesHigher potential revenuesLogisticsEconomies of scale
(Baaij, Mom, Van den Bosch, & Volberda, 2015)
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Benefits of Investing Germany
A significant contributor to renewable energyCentral locationKnown for quality in manufacturingQuality labor pool
(Romero-Rubio & De Andrés Díaz, 2015)
U.A.E.Preferred destination for International BusinessesFinance hub of the Middle East and U.S. companies
Logistically ideal locationHigh level of economic growth(Sbia, Shahbaz, & Hamdi, 2014)
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Relationship and Agreement Impacts
Bilateral Relationships
Multilateral Arrangements
Regional Agreements
Agreements between Germany and the U.A.E.
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Relationship and Agreement Impacts, cont.
Bilateral Relationships
Multilateral Arrangements
Regional Agreements
Agreements between Germany and the U.A.E.
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Entry Strategies Exporting LicensingFranchising Joint venturesFully owned subsidiaries
(Luthans and Doh, 2012)
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Entry Strategies, cont. Exporting LicensingFranchising Joint venturesFully owned subsidiaries
(Luthans and Doh, 2012)
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Strategic Alliances
Organizational Structure
Control Systems
Labor Relations
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Equality in the Workplace
Employee Equality and Legal ActionApplicable and Governing Laws
Sovereign ImmunityInternational JurisdictionTerritoriality JurisdictionNationality Principles
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Workers’ BehaviorsIndividualism Versus Collectivism
Germany U.A.E.
Influences
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Conclusion Selected Geographic Regions Motivations Benefits of Investing Relationship and Agreement Impacts Entry Strategies Strategic Alliances Equality in the Workplace Workers’ Behaviors Conclusion
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ReferencesBaaij, M. G., Mom, T. J., Van den Bosch, F. A., & Volberda, H. W. (2015). Why Do Multinational Corporations Relocate Core Parts of Their Corporate Headquarters Abroad?. Long Range Planning, 4846-58. doi:10.1016/j.lrp.2012.07.001
Luthans, F., & Doh, J. (2012). International Management: Culture, Strategy, and Behavior 8th New York, NY McGraw-Hill Irwin
Ralston, D. A., Egri, C. P., Riddle, L., Butt, A., Dalgic, T., & Brock, D. M. (2012). Managerial values in the greater Middle East: Similarities and differences across seven countries. International Business Review, 21480-492. doi:10.1016/j.ibusrev.2011.05.007
Romero-Rubio, C., & de Andrés Díaz, J. R. (2015). Sustainable energy communities: a study contrasting Spain and Germany. Energy Policy, 85397-409. doi:10.1016/j.enpol.2015.06.012
Sbia, R., Shahbaz, M., & Hamdi, H. (2014). A contribution of foreign direct investment, clean energy, trade openness, carbon emissions and economic growth to energy demand in UAE. Economic Modelling, 36191-197. doi:10.1016/j.econmod.2013.09.047