Term
| Multinational management: |
|
Definition
| The formulatin of strategies and the design of management systems that successfully tatke advantate of international opportunities and respond to interantional threats. |
|
|
Term
|
Definition
| Any company that engages n vusiness fuctional beyond its domestic borders. |
|
|
Term
|
Definition
| The worldwide trend of economic integration across borders that allows businesses to expand beyond their dcomestic boundaries. |
|
|
Term
|
Definition
| Countries with mature economies, high GDPs, and high levels of trade and investmetn. |
|
|
Term
|
Definition
| Countries with economies that have grown extensively in the past woth decates. |
|
|
Term
|
Definition
| Countries in the process of changing form government controlled economic systems to capitalistic system. |
|
|
Term
| Less dervoloped countries (LDC's): |
|
Definition
| Teh poorest nationals, often plagued with unstable politica regimes, high unemployment and low workker skills. |
|
|
Term
| General Agrreemetn on Tariffs and Trade(GATT) |
|
Definition
| Tariff negociation between several nations that reduce the average worldwide tariff on manufactured goods. |
|
|
Term
| World Trade Organization (WTO): |
|
Definition
| A formal structure for continued negotiations to reduce trade barriers and a mechaninism for settling trades disputes. |
|
|
Term
| Regional trade agreements: |
|
Definition
| Agreements among nations in a particualt region to reduce tariffs and develop similat technical and economic standards. |
|
|
Term
|
Definition
| The largest and economically integrated regional trading group. |
|
|
Term
| North American Free Trade Agreement (NAFTA): |
|
Definition
| A multilateral treaty that links the U.S. Canada, and Mexico in an economic boloc that allows freer exchange of goods and sevices. |
|
|
Term
| Asia-Pacific economic Cooperation (APEC): |
|
Definition
| A confederation of 19 nationa with less specif agreemetns on trade facilitation in the Pacific region. |
|
|
Term
|
Definition
| The world's dominant trading partners: European Union, United States, and Japan. |
|
|
Term
| Foreign direct investment (FDI): |
|
Definition
| Multinational firm's ownership, in part or inwhole, or an operation in onother country. |
|
|
Term
|
Definition
| The sale of government-owned businesses to private investors. |
|
|
Term
|
Definition
| The current name of the technical and quality standards of he international organization for standization. |
|
|
Term
|
Definition
| One that requires managers to "think globally, but act locally" |
|
|
Term
|
Definition
| the pervasive and ahsere beliefs, normas and values that guide everday life. |
|
|
Term
|
Definition
| Prescribe and fprocribed behaviors, telling us that we can and cannot do. |
|
|
Term
|
Definition
| What is good, beautifl, holy, and what are legitimate goals for life. |
|
|
Term
|
Definition
| Our undestandings about what is true. |
|
|
Term
|
Definition
| These may be physical, such as national flags or holy artificats. In the workplace, office size adn location can serve as cultural symbols. |
|
|
Term
|
Definition
| Ceremonies such as baptism, graduation, or tricks played on a new worker or tricks played on a new worker or pledge to a sorority or fraternity. |
|
|
Term
|
Definition
| the idea that culture affects almost everythng that we do, see, feel and believe. |
|
|
Term
|
Definition
| Aspects of culture that are understood only by insiders or members of the culture. |
|
|
Term
|
Definition
| Aspects of culture that are understood only by insiders or members of the culture. |
|
|
Term
| Shared cultural values, norms, and beliefs: |
|
Definition
| The idea that people in different cultural groups have similar views of the world. |
|
|
Term
|
Definition
| These include national, business, and occupational and organizational culture. |
|
|
Term
|
Definition
| The dominant culture with the political boundaries of hte nation-State. |
|
|
Term
|
Definition
| Norms, values, and beliefs that pertain to all aspects of doing business in a culture. |
|
|
Term
|
Definition
| The norms,values, and beliefs concerning the organization share by members or the organization. |
|
|
Term
| Hofstede model of natinal culture: |
|
Definition
| A cultural model base on difference in values and beliefs regarding work goals. |
|
|
Term
|
Definition
| A seven-dimension cultural model bse on beliefs regarding how people relate to each other, manage time, and deal wht nature. |
|
|
Term
|
Definition
| Expectations regarding equality among people. |
|
|
Term
|
Definition
| How people react to what is differnt and dangerous. |
|
|
Term
|
Definition
| The relationship betw the individual and the group in society. |
|
|
Term
|
Definition
| A set of cultural values that views people largely throuhg the groups to which they belong. |
|
|
Term
|
Definition
| Tendency of a society to emphasize traditional gender roles. |
|
|
Term
|
Definition
| A basic orientation toward time that value patience |
|
|
Term
|
Definition
| Dealing with other people based on rules. |
|
|
Term
|
Definition
| Dealing wiht other people base on personal relationships. |
|
|
Term
| Neutral versis effective: |
|
Definition
| The acceptability of expressing emotins. |
|
|
Term
|
Definition
| The extent to which all aspects of an individual's work relationships. |
|
|
Term
| Achievement versus ascription: |
|
Definition
| How a society grants or gives status. |
|
|
Term
|
Definition
| The way cultures deal with the past, present, and furure. |
|
|
Term
| Internal versus externatl control: |
|
Definition
| Beliefs regarding whether one controls one's own fate. |
|
|
Term
|
Definition
| When one assumes that all people wwithin a culture behave, believe, feel, and act the same. |
|
|
Term
|
Definition
| When people form one culture belive that their are the only correct norms, values and and beliefs. |
|
|
Term
|
Definition
| A philosophical position arguing that all cultures, no matterr how different, are correct and moral for the people of those cultures. |
|
|
Term
|
Definition
| The respective national cultures and social institutions of a given society. |
|
|
Term
|
Definition
| A complex of positons, and values organizing relatively stable patterns of human resources with respect to sustaining viable societal structures with a given environment. |
|
|
Term
| Regulative social institution: |
|
Definition
| Cnstrains and regularizes behaviors through its capacity ot establish rules, and behaviors. |
|
|
Term
|
Definition
| Refers to the values and norms promulgated by the social institutions. |
|
|
Term
|
Definition
| Socail institutions coerce or force organizations to adopt certain practice. |
|
|
Term
|
Definition
| Social institutions coerce or force organization to adopt certain practices. |
|
|
Term
|
Definition
| System of beliefs, activities, organiztions, and relationships that provide the goods and services consumed by the members of a society. |
|
|
Term
| Capitalist or market economy: |
|
Definition
| Production is decentralized to private owners who carry out activities to make profits. |
|
|
Term
| Socialist or command economy: |
|
Definition
| Production resources are owned by the state and production decisions are cetrally coorinated. |
|
|
Term
|
Definition
| Combines aspects of capitalist and socialist economies. |
|
|
Term
| Index of economic freedom: |
|
Definition
| Determines the extent of governmental inervention n a county. |
|
|
Term
|
Definition
| Changes societies go through as they move form socialism to a market-based economy. |
|
|
Term
|
Definition
| Transfer of state ownership to private individuals. |
|
|
Term
|
Definition
| Cultural and economic changes that accur because of how production is organized and distributed in society. |
|
|
Term
|
Definition
| Characterized by egricultural dominance and shaping of hte economic enivronment. |
|
|
Term
|
Definition
| Characterized by the dominace of the secondary or manufacturing sectors. |
|
|
Term
|
Definition
| Characterized by emphasis on hte service ssectors. |
|
|
Term
|
Definition
| Share set of beliefs,activiites, and institutions based on faith in supernatural forces. |
|
|
Term
|
Definition
| Religion based on the life and teachings of Jesus. |
|
|
Term
|
Definition
| Religion based on the submission of the will to Allah (God). |
|
|
Term
|
Definition
| Increased similarity of management practices. |
|
|
Term
|
Definition
| Basic ways that both domestic and multinational companies keep and achieve competive advantage. |
|
|
Term
|
Definition
| When a company can outmatch its rivals in attracting and maintaining its targetred customers. |
|
|
Term
|
Definition
| Producing products or services equal to tose of competitors at a lower cost than competitors. |
|
|
Term
|
Definition
| Applying a differentiation or low-cost strategy to a narrow market. |
|
|
Term
|
Definition
| How broadly a firm targets its products or sevices. |
|
|
Term
|
Definition
| All the activities that a firm uses to design, produce, market, deliver and support its product. |
|
|
Term
| Distinctive competencies: |
|
Definition
| Strenghs that allow companies to outperform rivals. |
|
|
Term
|
Definition
| Inputs into the production or service processes. |
|
|
Term
|
Definition
| The ability to assemble and coordinate resources effective. |
|
|
Term
|
Definition
| Strategies not easily defeated by competiors. |
|
|
Term
|
Definition
| Moves multinational firms use to defeat competitors. |
|
|
Term
| Offensive competitive stratefies: |
|
Definition
| Direct attracks, end-run offensives, preemptive strategies, and acquisitions. |
|
|
Term
| Defensive competive strategies: |
|
Definition
| Attempts to reduce the risk of being attacked, convince an attacking firm to seek other targets, or blunt the impact of any attack. |
|
|
Term
|
Definition
| Fending off a competitor's attack in one country by attacking in anothe country, usually the competitor's home country. |
|
|
Term
| Business-level strategies: |
|
Definition
| Those for a single business operation. |
|
|
Term
| Corporate level strategies: |
|
Definition
| How companies choose their mixture of diffrent businesses |
|
|
Term
| Corporate level strategies: |
|
Definition
| How companies choose their misture of differnt vbusinesses. |
|
|
Term
|
Definition
| A mixture of businesses with similar products and markets. |
|
|
Term
|
Definition
| Process by which managers select the strategies to be used by thier company. |
|
|
Term
| Key success factors (KSFs): |
|
Definition
| Important characteristics of a company or its porduct that lead to success in an industry. |
|
|
Term
|
Definition
| Profiles of your competitor's strategies and objectives. |
|
|
Term
|
Definition
| the analysis of an organizaton's internal stregths and weaknesses and the opportunities or threats form the environment. |
|
|
Term
| Local reponsiveness solution: |
|
Definition
| Responding to differnces in the markets in all the countries in which a company operates. |
|
|
Term
| Global integration solution: |
|
Definition
| Conducting business similarly throughout the world and locationg company units whereever the is high quality and low cost. |
|
|
Term
|
Definition
| Choice between a local- responsiveness or global approach to a multinational's strategies. |
|
|
Term
|
Definition
| Emphasizing local responsiveness issues. |
|
|
Term
|
Definition
| Seeking location advantages nad gaining economic efficiencies form operating worlwide. |
|
|
Term
|
Definition
| Dispersin value chain activities anywhere in the world where the company can do them best or cheapest. |
|
|
Term
|
Definition
| Country location wher a fira can best perfom some, but not necessaryly all of its value-chain activities. |
|
|
Term
|
Definition
| That arising from cost, quality, or resource advantages associated with a particular nation. |
|
|
Term
| International strategies: |
|
Definition
| Selling global products and using similar marketing techniques worldwide. |
|
|
Term
|
Definition
| Managing raw material sourcing,prodution, marketing, and support activities within a particular region. |
|
|
Term
|
Definition
| Condition in an industry that favor transnational or international strategies ove multilocal or regional strategies. |
|
|
Term
| Participatojn strategies: |
|
Definition
| Options multinational companies have for entering foreign markets and countries. |
|
|
Term
|
Definition
| Company that treats and fills oversesas orders like domestic orders. |
|
|
Term
|
Definition
| Uses intermediaries or go between firms to provide the knowledge and contacts necessary to sell overseas. |
|
|
Term
| Export Management Company (EMC): |
|
Definition
| Intermediary specializing in particular types of produts or particular countries or regions. |
|
|
Term
| Export Trading Company (ETC): |
|
Definition
| Intermediary similar to EMC, but it usually takes title to the product before exporting. |
|
|
Term
|
Definition
| Exporters take on the duties of intermediaries and make direct contact with customers in the foreign makers. |
|
|
Term
|
Definition
| Agreement between a domestic licenser and a foreign licensee(licenser usually has a valuagble patent, technological know-how , trademark, or company name that it provides to the foreign licensee). |
|
|
Term
| International Franchising: |
|
Definition
| Comprehensive licensing agreement where the franchisor grants to the franchisee the use of a whole business operation. |
|
|
Term
|
Definition
| Produce products for foreign companies following the foreign companies specifications. |
|
|
Term
|
Definition
| Multinational company makes a project fully operational and trains local managers and workers before the foreign owner takes control. |
|
|
Term
| International strategic alliance: |
|
Definition
| Agreemetn between 2 or more firm form differnt countries to cooperate in any value-chain activity fomr R&D to sales. |
|
|
Term
| Interantional cooperative alliance(ICA): |
|
Definition
| An agreement for coopertion between 2 or more companies form different nationas that does not set up a legally separate company. |
|
|
Term
| Foreign direct investmetn (FDI): |
|
Definition
| Multinational firm's ownership, in part or in whole, of an operatin in another country. |
|
|
Term
|
Definition
| Starting foreign operations from scratch. |
|
|
Term
|
Definition
| UN defenition: Less than 500 employees.Popular press definition: less than 100 employees. U.S. Small Business Administration's definitioin: varies by industry and uses both sales revenue and the number of employees. |
|
|
Term
| Small-business stage model: |
|
Definition
| Process of interantionalization followed by many business. |
|
|
Term
|
Definition
| Company hat begings as multinational company. |
|
|
Term
|
Definition
| A large percentage of new businesses fail within a year. |
|
|
Term
|
Definition
| A large percentage of new businesses fail within a year. |
|
|
Term
|
Definition
| A large percentage of new businesses fail within a year. |
|
|
Term
|
Definition
| A large percentage of new businesses fail within a year. |
|
|
Term
|
Definition
| A large percentage of new businesses fail within a year. |
|
|
Term
|
Definition
| A large percentage of new businesses fail within a year. |
|
|
Term
|
Definition
| A large percentage of new businesses fail within a year. |
|
|
Term
|
Definition
| Being small often makes business failure more probale because small size usually means limited resources. |
|
|
Term
| Size barrier to internationalization: |
|
Definition
| It is often more difficult for small businessest take the first step in internationalizing their organiztions. |
|
|
Term
| Small-business advantage: |
|
Definition
| Fast-moving entrepreneurs can use their competitive advantage of speed. Being first to market, they can capture significant sales before larger copetitors |
|
|
Term
|
Definition
| Managerial and worker values that view stragetic opportunities as global and not just domestic. |
|
|
Term
| Size barrier to interantionalization: |
|
Definition
| it is oftern moer difficult for a small business to take the first step in interantionalizations. |
|
|
Term
| International sales internsity: |
|
Definition
| Amount of interantional sales divided by total sales of hte company. |
|
|
Term
| Small-business advantage: |
|
Definition
| Fast-moving entrepreneurs can use their competitive advantage of speed. Being first to maker, they can capture significant sales before larger competitors react. |
|
|
Term
| Customer contact techniques: |
|
Definition
| Trade shows, catalog expositions, international advantising agencies nad consulting firms,governmetn sponsored trade missins,and diret contact. |
|
|
Term
| Customer contact techniques: |
|
Definition
| Trade shows, catalog expositions, international advantising agencies nad consulting firms,governmetn sponsored trade missins,and diret contact. |
|
|
Term
| Customer contact techniques: |
|
Definition
| Trade shows, catalog expositions, international advantising agencies nad consulting firms,governmetn sponsored trade missins,and diret contact. |
|
|
Term
| Customer contact techniques: |
|
Definition
| Trade shows, catalog expositions, international advertising agencies and consulting firms,government-sponsored trade missions, and direct contact. |
|
|
Term
|
Definition
| Company's competitive dadvantage for breaking into the established pattern of commercial activity. |
|
|
Term
|
Definition
| That of hte entrepreneur who moves quickly into a new venture and establishes the business before other cmpanies can react to the opportunity. |
|
|
Term
| Technological leadership: |
|
Definition
| Being first to use or introduce a new technology. |
|
|
Term
|
Definition
| Expenses involved when a customer switches to a competitor's products. |
|
|
Term
|
Definition
| Those following the "Me too" strategy, whereby they adopt existing strategies for providing products or service. |
|
|
Term
|
Definition
| How organizations structure subunits and use coordination and control mechanism to achieve their stratec goals. |
|
|
Term
|
Definition
| Has departments or subunits based on separat business funcionas, such as marketing or manufacturing. |
|
|
Term
|
Definition
| Has departments or subunits based on different product groups. |
|
|
Term
|
Definition
| Has departments or subunits based on geographical regions. |
|
|
Term
|
Definition
| Mixes functional, geographic, and product units. |
|
|
Term
|
Definition
| Coordinates and controls a company's export operations. |
|
|
Term
|
Definition
| Subunit of hte multinational company that is located in another country. |
|
|
Term
|
Definition
| Smaller version of hte parent company, using the same technology and producing the same products as the parent company. |
|
|
Term
| Transnational subsidiary: |
|
Definition
| Has no companywide form or function each subsidiary does what it does best or most efficiently anywhere in the world. |
|
|
Term
|
Definition
| Responsible for managing exports,international sales, and foreign subsidiaries. |
|
|
Term
| Worldwide product structure: |
|
Definition
| Gives product divisions responsibility to produce and sell their products or services throughout the world. |
|
|
Term
| Worldwide geographic structure: |
|
Definition
| Has geographical units representing regions of the world. |
|
|
Term
| Front-back hybrid structure: |
|
Definition
| Splits the value chain into worldwide product divisions for upstream activities and geographical units for upstream activities and geographical units for downstream activities. |
|
|
Term
| Worldwide matrix structure: |
|
Definition
| Symmetrical organizaton,usually with equal emphasis on worldwide product groups and regional geographical division. |
|
|
Term
| Transnational network structure: |
|
Definition
| Network of functional, product and geographic subsidiaries dispersed throughout the world, based on the subsidiarie' location advantages. |
|
|