- Technological forces

- Political forces

-Competitive forces

- Social forces

- Cultural forces

-Technical forces

-Legal forces

-Commercial forces

- cost benefits

- timing benefits

- learning benefits

- arbitrage benefits

Resources

+

Routines

+

Recombination skills

- distance van be physical or physic

- commitments should be increased slowly

- commitments are reversible

Porter's diamond:

- factor conditions

- demand conditions

- related and supporting industries

- firm strategy, structure and rivalry

- government/chance

- information

- contacts

- knowledge

- globalisation

- political risks

- economic risks

- competitive risks

- operational risks

- market size

- market growth

-quality of linkages

- industry competitive structure

- resource endowments

- investment incentives granted by government

Porter's five forces:

- new entrants

- supplier bargaining power

- customers bargaining power

- substitutes

- intensity of competitive rivalry

- Natural resources

- Human resources

- Infrastructure and supporting industries

- fiscal

- financial

- competitive

- operational

Human factors:

- bounded rationality

- bounded reliability

+

Environmental factors:

- complexity

- small number of players

- Asset specificity

- Uncertainty/complexity

- Frequency

- information asymmetry

- uncertainty

- risk

- fully specify all contracts

- monitor all agents

- short-term perspective

- lack of commitment

- causes lack of commitment FD

- recognize predictability phases

- align interests

- how to create same benefits as FD

- learn as much possible

-share as little possible

-share risks and costs

- partners complementary resources

- develop new valuable capabilities

- access to scarce resources

- mobility

- embeddedness

- Bounded rationality:

1. integration costs underestimated

2. expected benefits overestimated

- Bouneded reliability:

1. managers overestimate abilities

2. no value creation

3. manager secures position

- centralized sysstem

-value-chain spread over countries

- reduce duplication

- promotes learning and cross-fertilization

- maxamizes efficiency, effectiveness, flexibility

- multi-domestic

- meet specific needs customers in individual markets

- adapt to local competitive environment and regulations

- international strategy

- multi-domestic strategy

- global strategy

- transnational strategy

- opportunistic expansion

- control by HQ

- value by transferring FSAs

- decentralized decision making

- value trough autority local managers

- polycentric view

- worldwide consistency

- centralized decision making

- value through cost competitiveness

- global efficiency

- exploit local economies

- centralized decision making

- value through combined knowledge creation

- differentiates capabilities and diffuses knowledge

- global function model

- geographic model

-single matrix model

- multi-business global product division model

- multi-business geographic model

- multi-business matrix model

- centralized decision-making

- local entities/local alterations

- decentralized decisionmaking

- subsidiary control

- country manager develops strategies

- equal power of local/geographic

- dual boss system

- think global, act local

- Global business manager

- Country manager

- Functional manager

- Corporate manager

- system by which businesses are controlled

- specifies distribution rights and responsibilities

- spells out rules and procedures

- provides structure and monitoring

- incentive allignment

- monitoring

- market based

- resource based

- transaction cost theory

- Porter's five forces model

- advantage when a firm can structure itself against the market efficiently

- Advantage when resource are VRIN

= valuable, rare, inimitable, non-substitutable

also, heterogenous and imperfectly mobile

- Firm is bundle of contracts

- functions are internalized when firm is better than the market

- competitive advantage when transaction costs are lowest

- impediments to imitation

- early mover advantage

- product vs process

- radical vs incremental

- competence enhancing vs competence destroying

- architechtural vs component

- Home-country nationals

- Host-country nationals

- Third-party nationals

- strategic vision

- selection and preparation

- compensation

- tenure

- support

- carreer follow-up

- the job

- familiy

- local adaptation

- flight

- fight

- fit

- follow

- Business manager

- country manager

- functional manager

- professional

- cultural

- negotiating

- relational

- leaderships

- intellectual

- courage and determination

- flexibility

- National/ethnic culture

- Industry culture

- Professional culture

- Corporate culture

- ethnological view

- country cluster view

- economic cluster view

- managerial values view

- government

- NGOs

- citizens

- regulators

- media

- activists

four I's:

- issues

- institutions

- interests

- information

- create opportunities for self

- alter rival's current opportunities

- block rival's opportunities altogether

- reducing threats from rivals

- reducing threats from state

- mitigating threats

- creating threats and uncertainty

- financial-incentives strategy

- constituency-building strategy

- information strategy

- grassroots lobbying

- political action committees