This article discusses how global companies can benefit from adopting practices from diplomacy to better manage relationships with multiple stakeholders. It recommends that companies establish a business diplomacy management function and hire business diplomacy managers to help navigate complex political environments. The article provides an example of Shell Oil failing to effectively engage with local tribes in Nigeria impacted by its oil operations, resulting in sabotage and damage to its reputation. In contrast, skilled business diplomacy could have helped the company anticipate and address issues to find equitable solutions earlier.
Business Diplomacy : An Approach to Political Risk Management Julien Schiettecatte
Political risks faced by companies in challenging markets require a political answer. It seems to be obvious but it is rarely the case. The presentation introduces the concept of Business Diplomacy as an effective tool to mitigate these risks.
This document presents initial findings from a study exploring how business diplomacy is enacted by multinational corporations (MNCs). The researchers conducted semi-structured interviews with representatives from 8 MNCs to understand how these firms establish and maintain relationships with foreign governments and stakeholders. Key preliminary findings include: 1) while the term "business diplomacy" was not used, respondents recognized its importance; 2) MNCs take different approaches to business diplomacy depending on the local context; and 3) relationship building is seen as critical but decentralized, with guidelines set by headquarters and implementation led by foreign subsidiaries. The researchers aim to further analyze how MNCs operationalize business diplomacy in practice.
Are international companies conducting applicable political riskAlexander Decker
This document summarizes an academic article about how international companies conduct political risk analysis. It finds that while political risk is now a concern for decision-makers, there is still a lack of understanding, monitoring, and mitigation of these risks. It also explores approaches for non-political experts to qualitatively assess political risks in a country or region. Key recommendations include focusing assessments on a country's political system, economics, social factors, geography, and demography, as well as developing models to monitor major and minor risk indicators.
International Financial Management Political RiskLesly Lising
Political risk refers to risks faced by multinational companies from political actions in foreign countries they invest in. Such risks include laws requiring a certain percentage of local hires, investment in social projects, currency restrictions, discriminatory practices like higher taxes/fees, and expropriation. Political risk must be assessed based on the stability of the host government, prevailing political views, likely views of future governments, efficiency of government processes, economic stability, and strength of legal system. Political risks are classified as firm-specific, country-specific like transfer risk of blocked funds, cultural/institutional risks, and global risks affecting companies globally like terrorism. Reducing political risk involves cooperating with host countries, making appropriate investments, acting responsibly
This document discusses political risk and strategies for companies expanding internationally. It identifies risks companies may face entering Russia like an inconsistent legal system and centralized government. France poses uncertainty risks from strict regulations. The document explains that quantifying but not weighting risks allows for flexibility. Setting up local partnerships or affiliates in Iran could help reduce expropriation risks. It also discusses how terrorism has impacted foreign interests in countries like Iran and Saudi Arabia for oil.
Risk analysis is a technique used to identify and assess factors that may jeopardize the success of a project or achieving a goal. There are several types of risk that should be analyzed including: political, economic, social, technological, cultural, reputational, natural, and operational risks. Examples of each type of risk are provided such as how changes in political decisions in a host country or shifts in social attitudes can impact a business, and how failures in operations or a lack of understanding of a foreign culture can damage business operations or reputation.
Political risk refers to actions by foreign governments that can negatively impact investments. This includes war, government seizures of property, restrictions on moving profits out of the country, contract repudiation, currency inconvertibility, discriminatory taxation, embargoes, expropriation of property, and nationalization. Companies can purchase various types of political risk insurance to mitigate these risks when investing abroad. Risk management strategies also include diversifying investments across several countries, negotiating protection clauses in contracts, and pursuing bilateral investment agreements between the home and host countries.
Business Diplomacy : An Approach to Political Risk Management Julien Schiettecatte
Political risks faced by companies in challenging markets require a political answer. It seems to be obvious but it is rarely the case. The presentation introduces the concept of Business Diplomacy as an effective tool to mitigate these risks.
This document presents initial findings from a study exploring how business diplomacy is enacted by multinational corporations (MNCs). The researchers conducted semi-structured interviews with representatives from 8 MNCs to understand how these firms establish and maintain relationships with foreign governments and stakeholders. Key preliminary findings include: 1) while the term "business diplomacy" was not used, respondents recognized its importance; 2) MNCs take different approaches to business diplomacy depending on the local context; and 3) relationship building is seen as critical but decentralized, with guidelines set by headquarters and implementation led by foreign subsidiaries. The researchers aim to further analyze how MNCs operationalize business diplomacy in practice.
Are international companies conducting applicable political riskAlexander Decker
This document summarizes an academic article about how international companies conduct political risk analysis. It finds that while political risk is now a concern for decision-makers, there is still a lack of understanding, monitoring, and mitigation of these risks. It also explores approaches for non-political experts to qualitatively assess political risks in a country or region. Key recommendations include focusing assessments on a country's political system, economics, social factors, geography, and demography, as well as developing models to monitor major and minor risk indicators.
International Financial Management Political RiskLesly Lising
Political risk refers to risks faced by multinational companies from political actions in foreign countries they invest in. Such risks include laws requiring a certain percentage of local hires, investment in social projects, currency restrictions, discriminatory practices like higher taxes/fees, and expropriation. Political risk must be assessed based on the stability of the host government, prevailing political views, likely views of future governments, efficiency of government processes, economic stability, and strength of legal system. Political risks are classified as firm-specific, country-specific like transfer risk of blocked funds, cultural/institutional risks, and global risks affecting companies globally like terrorism. Reducing political risk involves cooperating with host countries, making appropriate investments, acting responsibly
This document discusses political risk and strategies for companies expanding internationally. It identifies risks companies may face entering Russia like an inconsistent legal system and centralized government. France poses uncertainty risks from strict regulations. The document explains that quantifying but not weighting risks allows for flexibility. Setting up local partnerships or affiliates in Iran could help reduce expropriation risks. It also discusses how terrorism has impacted foreign interests in countries like Iran and Saudi Arabia for oil.
Risk analysis is a technique used to identify and assess factors that may jeopardize the success of a project or achieving a goal. There are several types of risk that should be analyzed including: political, economic, social, technological, cultural, reputational, natural, and operational risks. Examples of each type of risk are provided such as how changes in political decisions in a host country or shifts in social attitudes can impact a business, and how failures in operations or a lack of understanding of a foreign culture can damage business operations or reputation.
Political risk refers to actions by foreign governments that can negatively impact investments. This includes war, government seizures of property, restrictions on moving profits out of the country, contract repudiation, currency inconvertibility, discriminatory taxation, embargoes, expropriation of property, and nationalization. Companies can purchase various types of political risk insurance to mitigate these risks when investing abroad. Risk management strategies also include diversifying investments across several countries, negotiating protection clauses in contracts, and pursuing bilateral investment agreements between the home and host countries.
This document discusses political risk management strategies for multinational corporations operating abroad. It covers Freeport-McMoRan's operations in Indonesia which face high political risk. It also discusses macro and micro political risks faced by MNCs and how unstable governments and changing policies can constrain foreign investments and trade. Finally, it outlines techniques for MNCs to manage political risks, including relative bargaining power analysis, integrative and defensive strategies, and proactive political engagement.
This document discusses political risk and political risk assessment. It defines political risk as the possibility of an unexpected politically-motivated event affecting an investment. The main types of political risks are expropriation, terrorism, selective intervention, restrictions on transfers, taxation concerns, investment restrictions, operating restrictions, and non-neutral legal environments. Political risk can be analyzed using empirical relationships identified in past studies, forecasting techniques like expert opinions and econometrics, and by examining rational actors and political bargaining. Managing political risks involves tools like insurance, joint ventures, lobbying, and structuring investments to make costs to governments high for undesirable actions.
This chapter discusses the international flow of financial resources to developing countries, including private investment, remittances, and foreign aid. It outlines both the benefits and risks of each. Private investment can fill savings and foreign exchange gaps, but may also crowd out domestic firms. Remittances now exceed $5% of GDP for some countries. Foreign aid aims to supplement domestic resources and promote growth, but may also exacerbate debt and trade deficits. The chapter also examines the causes of armed conflict and how development efforts can help resolve and prevent conflicts.
This chapter discusses strategies for managing political risk, government relations, and alliances. It explores evaluating political risks, macro and micro risk factors, techniques for responding to risk like developing relationships and lobbying. Alliances can benefit market entry but cultural differences and unpredictable host governments can challenge international joint ventures. Preparing for eventual alliance termination through legal agreements is important for success.
Political Risk - Meaning,types,evaluation and its management by Mansi Gupta of Institute of Management Studies , Kurukshetra University , Kurukshetra (MBA-5 Year)
Political risk is a type of risk faced by investors, corporations, and governments that political decisions, events, or conditions will significantly affect the profitability of a business actor or the expected value of a given economic action.
Political risk is the risk that arises out of uncertainty and instability within the government framework or political institutions in a country.
To know more about it, refer to the following article:
https://efinancemanagement.com/investment-decisions/political-risk
Political Risk Assesment-Lecture-02(Helen Deresky)Shifur Rahman
David A. Schmidt has offered a three-dimensional framework that combines
Political Risks,
General Investments, and
Special Investments.
Political Risks can be broken down into three basic categories:
Transfer Risks,
Operational Risks, And
Ownership-control Risks.
Prepared by
Md. Sohel Chowdhury
Assistant Lecturer
Dept.of Management Studies
University of Barisal
Chapter 18:International Managerial FinanceFiaz Ahmad
The document provides an overview of key topics in international managerial finance covered in Chapter 18, including taxes, accounting practices, risk, international capital markets, and how operating in different countries can affect capital structure. It discusses templates and study guides available for the chapter. The answers to review questions cover topics like international trade agreements, joint ventures, foreign tax considerations, the Euromarkets, translating foreign subsidiary financial statements, foreign exchange rates, political risk, repatriating cash flows, and international business combinations. Case studies and problems provide examples of assessing foreign direct investments and calculating costs of capital and net present values for projects in other countries.
Global Politics & Global Business Group Presentationsimonho8
Global Politics & Global Business Group Presentation: Our role as economic advisers to the newly elected president of a newly formed Sub-Saharan African state after a civil war. This presentation looks at how we would advise the president in allowing FDI and MNCs into the state to rebuild the economic infrastructure, and the types of regulations needed to control the natural oil reserve and provide employment for the highly-educated adult population.
Risk management is crucial for international businesses due to various risks like local insurance regulations, currency fluctuations, and political instability. Firms must choose between admitted local policies or non-admitted global programs. A centralized multinational enterprise is best suited for a global non-admitted program, while a decentralized one uses local admitted policies with global guidelines. Political risks can be mitigated through joint ventures, limited investment, and political risk insurance. Careful risk assessment and management strategies are essential for sustainable international business growth.
The document discusses bilateral investment treaties (BITs) and their relationship to foreign direct investment (FDI) flows between countries. It provides an overview of BITs and their main roles in protecting foreign investors and investments. The document then reviews previous research that has found both positive and negative impacts of BITs on FDI. It also includes regional analyses of the relationships between the number of BITs and other international agreements, and FDI flows within the Southern African Development Community and East African Community regions. The conclusion discusses ways Tanzania could potentially update its BIT provisions and policies to better attract foreign investment.
This document discusses various risks involved in international business management. It identifies key risks such as political risks, currency risks, legal risks, cargo risks, and commercial risks that managers must evaluate when making strategic decisions regarding foreign market entry and operations. Proper risk assessment and planning is important to avoid potential losses from risk materialization. Various risk management strategies are also presented, such as risk shifting through contracts or insurance. Overall, the document emphasizes that risk is inherent in international business and its effective management is important for business success abroad.
The document discusses the history and evolution of outsourcing in the US economy over time. It begins by looking at the initial stages of outsourcing after the industrial revolution, where companies outsourced non-core functions domestically. It then explores how outsourcing expanded to include sending functions overseas to lower-cost countries. The document examines debates around outsourcing's impact on US jobs and discusses how countries like India have benefited from the growth of their outsourcing industries. Finally, it briefly touches on arguments that outsourcing provides advantages to countries by allowing them to compete globally through access to cheaper labor.
The document discusses various types of foreign finance, investment, and aid that consist of private direct and portfolio investment, public and private development assistance, and remittances from international migrants. It provides details on foreign direct investment from multinational corporations, portfolio investment through foreign purchases of bonds and shares, and public development assistance in the form of bilateral and multilateral aid. The benefits of these financial flows include filling saving-investment gaps, introducing new skills and technology, and reducing poverty. However, disadvantages include the potential for stifling local competition and crowding out of investment.
The document discusses international conventions and measures against corruption in the business sector. It outlines the costs of corruption, including over $1 trillion paid in bribes annually. Various international conventions are summarized that prohibit corruption, such as the OECD Convention and UN Convention Against Corruption. Best practices for businesses to prevent corruption are presented, including adopting ethics codes, auditing controls, and prohibiting bribery. The roles and responsibilities of both governments and businesses in combating corruption are also discussed.
A new normal in the regulatory landscape for FDIPierre Broquet
The questioning of free trade in many regions is also mirrored in the politicization of FDI. Our experts from our global offices describe how cross-border transaction can still be successful in this 'New Normal'.
Political forces affecting international businessMis bah
Political Forces : Affecting international business
1. Ideological forces
2. Government ownership of business
3. Privatization
4. Government stability
5. Country-Asset risk analysis
The document discusses the globalization of virtual teams and the cross-cultural issues they face. It addresses how political, legal, and cultural factors must be considered to minimize delays. Cultural norms around gender roles, conflict avoidance, and language barriers can cause issues. Developing trust and understanding between virtual team members from different cultures requires training, clear expectations, and open communication.
The document discusses global and US investment trends, and strategies for economic development agencies (EDAs) to compete for new investment. It provides an overview of where investment is occurring globally and in the US, with the top destinations being China, US, India and Germany globally, and Texas, Louisiana and Pennsylvania in the US. The document also reviews the types of investments and industries driving growth, and strategies EDAs can use to promote their regions, such as incentives, streamlined processes and addressing companies' key location factors.
Hi.. this is a ppt on paper Presentation under the Management Expertise in International Business Diplomacy for Global Success under Marketing Skills... being diplomatic is not encouraged in personal life but appreciated and admired in business life.. try it out and give your comments
regards - sangeetha ramakrishnan
Business diplomacy in multinational corporationsHuub Ruel
Business diplomacy is important for international business to be successful in developed and developing markets. CEOs, corporate boards, but ideally all employees need to possess the capabilities to establish and maintain constructive relationships with government and non-government representatives in foreign markets. This presentation shows results from an exploratory study of business diplomacy in MNCs.
This document discusses political risk management strategies for multinational corporations operating abroad. It covers Freeport-McMoRan's operations in Indonesia which face high political risk. It also discusses macro and micro political risks faced by MNCs and how unstable governments and changing policies can constrain foreign investments and trade. Finally, it outlines techniques for MNCs to manage political risks, including relative bargaining power analysis, integrative and defensive strategies, and proactive political engagement.
This document discusses political risk and political risk assessment. It defines political risk as the possibility of an unexpected politically-motivated event affecting an investment. The main types of political risks are expropriation, terrorism, selective intervention, restrictions on transfers, taxation concerns, investment restrictions, operating restrictions, and non-neutral legal environments. Political risk can be analyzed using empirical relationships identified in past studies, forecasting techniques like expert opinions and econometrics, and by examining rational actors and political bargaining. Managing political risks involves tools like insurance, joint ventures, lobbying, and structuring investments to make costs to governments high for undesirable actions.
This chapter discusses the international flow of financial resources to developing countries, including private investment, remittances, and foreign aid. It outlines both the benefits and risks of each. Private investment can fill savings and foreign exchange gaps, but may also crowd out domestic firms. Remittances now exceed $5% of GDP for some countries. Foreign aid aims to supplement domestic resources and promote growth, but may also exacerbate debt and trade deficits. The chapter also examines the causes of armed conflict and how development efforts can help resolve and prevent conflicts.
This chapter discusses strategies for managing political risk, government relations, and alliances. It explores evaluating political risks, macro and micro risk factors, techniques for responding to risk like developing relationships and lobbying. Alliances can benefit market entry but cultural differences and unpredictable host governments can challenge international joint ventures. Preparing for eventual alliance termination through legal agreements is important for success.
Political Risk - Meaning,types,evaluation and its management by Mansi Gupta of Institute of Management Studies , Kurukshetra University , Kurukshetra (MBA-5 Year)
Political risk is a type of risk faced by investors, corporations, and governments that political decisions, events, or conditions will significantly affect the profitability of a business actor or the expected value of a given economic action.
Political risk is the risk that arises out of uncertainty and instability within the government framework or political institutions in a country.
To know more about it, refer to the following article:
https://efinancemanagement.com/investment-decisions/political-risk
Political Risk Assesment-Lecture-02(Helen Deresky)Shifur Rahman
David A. Schmidt has offered a three-dimensional framework that combines
Political Risks,
General Investments, and
Special Investments.
Political Risks can be broken down into three basic categories:
Transfer Risks,
Operational Risks, And
Ownership-control Risks.
Prepared by
Md. Sohel Chowdhury
Assistant Lecturer
Dept.of Management Studies
University of Barisal
Chapter 18:International Managerial FinanceFiaz Ahmad
The document provides an overview of key topics in international managerial finance covered in Chapter 18, including taxes, accounting practices, risk, international capital markets, and how operating in different countries can affect capital structure. It discusses templates and study guides available for the chapter. The answers to review questions cover topics like international trade agreements, joint ventures, foreign tax considerations, the Euromarkets, translating foreign subsidiary financial statements, foreign exchange rates, political risk, repatriating cash flows, and international business combinations. Case studies and problems provide examples of assessing foreign direct investments and calculating costs of capital and net present values for projects in other countries.
Global Politics & Global Business Group Presentationsimonho8
Global Politics & Global Business Group Presentation: Our role as economic advisers to the newly elected president of a newly formed Sub-Saharan African state after a civil war. This presentation looks at how we would advise the president in allowing FDI and MNCs into the state to rebuild the economic infrastructure, and the types of regulations needed to control the natural oil reserve and provide employment for the highly-educated adult population.
Risk management is crucial for international businesses due to various risks like local insurance regulations, currency fluctuations, and political instability. Firms must choose between admitted local policies or non-admitted global programs. A centralized multinational enterprise is best suited for a global non-admitted program, while a decentralized one uses local admitted policies with global guidelines. Political risks can be mitigated through joint ventures, limited investment, and political risk insurance. Careful risk assessment and management strategies are essential for sustainable international business growth.
The document discusses bilateral investment treaties (BITs) and their relationship to foreign direct investment (FDI) flows between countries. It provides an overview of BITs and their main roles in protecting foreign investors and investments. The document then reviews previous research that has found both positive and negative impacts of BITs on FDI. It also includes regional analyses of the relationships between the number of BITs and other international agreements, and FDI flows within the Southern African Development Community and East African Community regions. The conclusion discusses ways Tanzania could potentially update its BIT provisions and policies to better attract foreign investment.
This document discusses various risks involved in international business management. It identifies key risks such as political risks, currency risks, legal risks, cargo risks, and commercial risks that managers must evaluate when making strategic decisions regarding foreign market entry and operations. Proper risk assessment and planning is important to avoid potential losses from risk materialization. Various risk management strategies are also presented, such as risk shifting through contracts or insurance. Overall, the document emphasizes that risk is inherent in international business and its effective management is important for business success abroad.
The document discusses the history and evolution of outsourcing in the US economy over time. It begins by looking at the initial stages of outsourcing after the industrial revolution, where companies outsourced non-core functions domestically. It then explores how outsourcing expanded to include sending functions overseas to lower-cost countries. The document examines debates around outsourcing's impact on US jobs and discusses how countries like India have benefited from the growth of their outsourcing industries. Finally, it briefly touches on arguments that outsourcing provides advantages to countries by allowing them to compete globally through access to cheaper labor.
The document discusses various types of foreign finance, investment, and aid that consist of private direct and portfolio investment, public and private development assistance, and remittances from international migrants. It provides details on foreign direct investment from multinational corporations, portfolio investment through foreign purchases of bonds and shares, and public development assistance in the form of bilateral and multilateral aid. The benefits of these financial flows include filling saving-investment gaps, introducing new skills and technology, and reducing poverty. However, disadvantages include the potential for stifling local competition and crowding out of investment.
The document discusses international conventions and measures against corruption in the business sector. It outlines the costs of corruption, including over $1 trillion paid in bribes annually. Various international conventions are summarized that prohibit corruption, such as the OECD Convention and UN Convention Against Corruption. Best practices for businesses to prevent corruption are presented, including adopting ethics codes, auditing controls, and prohibiting bribery. The roles and responsibilities of both governments and businesses in combating corruption are also discussed.
A new normal in the regulatory landscape for FDIPierre Broquet
The questioning of free trade in many regions is also mirrored in the politicization of FDI. Our experts from our global offices describe how cross-border transaction can still be successful in this 'New Normal'.
Political forces affecting international businessMis bah
Political Forces : Affecting international business
1. Ideological forces
2. Government ownership of business
3. Privatization
4. Government stability
5. Country-Asset risk analysis
The document discusses the globalization of virtual teams and the cross-cultural issues they face. It addresses how political, legal, and cultural factors must be considered to minimize delays. Cultural norms around gender roles, conflict avoidance, and language barriers can cause issues. Developing trust and understanding between virtual team members from different cultures requires training, clear expectations, and open communication.
The document discusses global and US investment trends, and strategies for economic development agencies (EDAs) to compete for new investment. It provides an overview of where investment is occurring globally and in the US, with the top destinations being China, US, India and Germany globally, and Texas, Louisiana and Pennsylvania in the US. The document also reviews the types of investments and industries driving growth, and strategies EDAs can use to promote their regions, such as incentives, streamlined processes and addressing companies' key location factors.
Hi.. this is a ppt on paper Presentation under the Management Expertise in International Business Diplomacy for Global Success under Marketing Skills... being diplomatic is not encouraged in personal life but appreciated and admired in business life.. try it out and give your comments
regards - sangeetha ramakrishnan
Business diplomacy in multinational corporationsHuub Ruel
Business diplomacy is important for international business to be successful in developed and developing markets. CEOs, corporate boards, but ideally all employees need to possess the capabilities to establish and maintain constructive relationships with government and non-government representatives in foreign markets. This presentation shows results from an exploratory study of business diplomacy in MNCs.
In this presentation, we will discuss about International Business Environment while focusing on the factors to globalize a business. Types of international business, growing importance to globalize, motivators to become an international company for a domestic firm will also be discussed here. Various favorable business environment and strategic decisions that influence and affect international business will be discussed along with.
To know more about Welingkar School’s Distance Learning Program and courses offered, visit: http://www.welingkaronline.org/distance-learning/online-mba.html
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Definition of Business Diplomacy by Gwalior Knowledge Foundation; The Subtle art of inculcating a credible image of the firm in the mind of every individual stakeholder and transforming her/her into a brand ambassador.
Govindbhai Dholakia is a successful entrepreneur and leader in the diamond industry. He started his career as a diamond cutter in Surat and went on to establish Shree Ramkrishna Export, a leading diamond manufacturing and exporting company. As a leader, he emphasizes innovation, community welfare, education, and environmental protection. His companies provide jobs to thousands of workers and he has established many charitable trusts focused on healthcare, education, and sustainability. Govindbhai is recognized for his leadership in the diamond industry and contributions to the community through numerous awards.
Economic diplomacy involves using political and economic leverage to further a country's economic interests abroad. It operates at the bilateral, regional, and multilateral levels. Key aspects include promoting trade, investment, and economically beneficial exchanges. It requires technical expertise, versatility, and strong business skills. Economic diplomacy serves domestic economic development and helps enhance a country's international influence, improve the overall diplomatic environment, and seize global economic opportunities. A case study examines how China strengthened its economic diplomacy over recent decades through institutional reforms, setting clear goals, and participating in international platforms.
- Diplomacy involves negotiation between states and helps maintain international relations and prevent conflict.
- The origins of modern diplomacy can be traced back to the city-states of Northern Italy in the 13th century, which established permanent embassies.
- Key aspects of modern diplomacy like credentials for ambassadors began in Italy and spread to other parts of Europe over subsequent centuries.
This document provides an overview of international business concepts including:
1. Definitions of international business and the process of internationalization from domestic to global levels.
2. Key drivers of globalization including costs, technology, government policies, and competition.
3. Common approaches to international business such as ethnocentric, regiocentric, geocentric, and polycentric orientations.
4. Important theories of international trade including absolute advantage, comparative advantage, and the Heckscher-Ohlin theory.
International Business (BBA MBA) advantages & disadvantages of international busine, approaches of international business, entry strategy, imf, international business (bba mba) entry policy, international organization, nature & scope & feature of international business, need for international business, reasons for recent growth in international busines, what is international business ?university of solapur
The Association of Southeast Asian Nations (ASEAN) was established in 1967 by Indonesia, Malaysia, Philippines, Singapore, and Thailand. It has since expanded to include 10 member countries and aims to accelerate economic growth, social progress, and cultural development while maintaining regional peace and stability. ASEAN faces challenges such as financial crises, transboundary haze pollution, and disputes but has taken steps like the ASEAN Surveillance Process and ASEAN+3 Financial Cooperation to prevent future crises and foster cooperation. ASEAN also presents many opportunities for economic growth and development across member countries in the coming years.
Introduction to international business environment is talking about world bus...MengsongNguon
The document provides an introduction to international business environment. It defines international business environment as the sum total of factors external to and beyond the control of a firm's management that influence the firm. These factors can be domestic, foreign, or international in nature. It discusses how the business environment has changed from pre-globalization to post-globalization with increasing global competition and integration of markets. It also defines key terms related to international business such as multinational corporations, foreign business, global companies, and discusses trends toward increasing globalization and interdependence between firms and countries.
The document discusses international business and globalization. It defines international business as commercial transactions between parties in different countries, such as exporting, importing, foreign direct investment. Managing international business is more complex than domestic business due to differences in countries' regulations, cultures, and competitive environments. Globalization refers to the increasing interdependence between nations through processes like international trade and investment that extend relationships between countries.
The document discusses the international business environment. It begins by explaining that globalization has increased the importance of international management due to businesses now operating across borders. It then discusses different classifications of the business environment including the micro and macro environment, and domestic, foreign, and global environments. Finally, it outlines the key components of the international business environment, including the political, legal, economic, socio-cultural, technological, natural, and demographic environments.
This document discusses the role of multinational companies in India. It begins by defining multinational companies as enterprises with services across multiple countries globally. It then outlines some of the key roles multinational companies play in developing countries like India, such as filling savings, trade, revenue, and technological gaps. While multinationals can provide benefits like capital, jobs, and skills, they may also concentrate resources in modern sectors, undermine local entrepreneurship, influence government policies, and produce goods that are inappropriate for local needs. Overall, the document analyzes both the positive and negative impacts of multinational corporations on economic development.
Multinational Company Achieving Competitive Advantage...Jessica Robles
This document discusses the role of multinational companies and how a lack of homogeneity in the world influences their decisions. It notes that while globalization has increased, societies remain diverse in terms of culture, language, religion and values. As a result, multinational companies must make strategic choices around standardization versus differentiation, hiring practices, and the level of decentralization when operating across multiple countries and cultures. Their decisions aim to balance global integration with local responsiveness to ensure success in varied social environments.
International management involves operating businesses across national borders. Multinational corporations play a large role in the global economy but face challenges relating to differing cultures, laws, and stakeholder expectations in various countries. Effective global managers must have cultural awareness and sensitivity to navigate complex international business environments.
What are two main concerns that MNCs should evaluate when doing busi.pdfananyainfotech
What are two main concerns that MNCs should evaluate when doing business in Russia?
Solution
Multinational corporations have existed since the beginning of overseas trade. They have
remained a part of the business scene throughout history, entering their modern form in the 17th
and 18th centuries with the creation of large, European-based monopolistic concerns such as the
British East India Company during the age of colonization. Multinational concerns were viewed
at that time as agents of civilization and played a pivotal role in the commercial and industrial
development of Asia, South America, and Africa. By the end of the 19th century, advances in
communications had more closely linked world markets, and multinational corporations retained
their favorable image as instruments of improved global relations through commercial ties. The
existence of close international trading relations did not prevent the outbreak of two world wars
in the first half of the twentieth century, but an even more closely bound world economy
emerged in the aftermath of the period of conflict.
In more recent times, multinational corporations have grown in power and visibility, but have
come to be viewed more ambivalently by both governments and consumers worldwide. Indeed,
multinationals today are viewed with increased suspicion given their perceived lack of concern
for the economic well-being of particular geographic regions and the public impression that
multinationals are gaining power in relation to national government agencies, international trade
federations and organizations, and local, national, and international labor organizations.
Despite such concerns, multinational corporations appear poised to expand their power and
influence as barriers to international trade continue to be removed. Furthermore, the actual nature
and methods of multinationals are in large measure misunderstood by the public, and their long-
term influence is likely to be less sinister than imagined. Multinational corporations share many
common traits, including the methods they use to penetrate new markets, the manner in which
their overseas subsidiaries are tied to their headquarters operations, and their interaction with
national governmental agencies and national and international labor organizations.
WHAT IS A MULTINATIONAL
CORPORATION?
As the name implies, a multinational corporation is a business concern with operations in more
than one country. These operations outside the company\'s home country may be linked to the
parent by merger, operated as subsidiaries, or have considerable autonomy. Multinational
corporations are sometimes perceived as large, utilitarian enterprises with little or no regard for
the social and economic well-being of the countries in which they operate, but the reality of their
situation is more complicated.
There are over 40,000 multinational corporations currently operating in the global economy, in
addition to approximately 250,000 overseas affiliates .
This document provides an overview of international business. It defines international business as any commercial transaction that crosses sovereign borders, and notes that both private companies and governments engage in international business for reasons like revenue, economic growth, and maintaining political ties. The document also discusses factors that have increased the scope of international business, like reforms that reduced trade barriers and the increased demand for trained professionals to handle the complexities of operating internationally.
The Extractive Industries Transparency Initiative (EITI): Voluntary Codes of ...Dr Lendy Spires
The document discusses the Extractive Industries Transparency Initiative (EITI), a voluntary code of conduct that aims to promote transparency in how revenues from extractive industries like oil, gas and mining are collected and used in developing countries. It examines Nigeria's implementation of the EITI to assess if it meaningfully increases transparency and accountability or just deflects criticism. The EITI seeks to encourage resource-rich developing nations to use extractive revenues to reduce poverty rather than enrich corrupt officials, but codes of conduct have limitations and don't replace the need for legislation and regulation.
The document discusses how international businesses are increasingly engaged in competition and conflicts over finite natural resources as consumption rises globally. It notes that China in particular has aggressively acquired resources in places like the Middle East and Africa. This resource grab has geopolitical implications and risks escalating into conflicts if not addressed through cooperation between nations. International businesses are now actively partnering with their home governments in the global pursuit of resources.
International Business Shivaji University SyllabusIshwar Bulbule
1. The document discusses the concept of international business, which involves business transactions across national borders, ranging from small export/import firms to large multinational corporations.
2. It describes how international businesses have grown significantly with globalization and liberalization since the 1970s, dominating the global economy.
3. International businesses must balance global and local operations and considerations, such as complying with local laws while profiting in home countries. They must also manage employment responsibly across different cultures and regulations.
Columbia business school case study on CWGAustin Okere
- The document provides background context on Nigeria's political, economic, and business environment, which presented challenges but also opportunities for growth. It discusses Computer Warehouse Group's (CWG) founding, business model, and steady growth over 13 years serving major corporate customers.
- CWG was offered $8 million for a 25% stake by an international private equity firm, which could provide growth capital to seize new opportunities. However, the CEO pondered the deal's consequences while stuck in traffic, given risks of doing business in Nigeria's unstable context.
International business involves commercial transactions that cross national borders, including trade between private companies and governments. It has grown significantly due to factors like advancing technology, reducing trade barriers, and multinational corporations operating across many countries. Major institutions that influence global business include the WTO, IMF, World Bank, and large transnational corporations. Together these forces have accelerated the globalization trend of integrating economies worldwide through free trade.
A multinational corporation (MNC) is defined as a company that controls production facilities in more than one country through foreign direct investment. MNCs are defined based on their size, structure, behavior, and performance. There are currently 889,416 MNCs worldwide, with the top 100 MNCs having combined sales of nearly $8.5 trillion. MNCs must respect national sovereignty and human rights, adhere to host country laws, and not engage in corrupt practices.
Managing people in global market notes @ mba bec doms on hrBabasab Patil
This document provides an overview of managing people in global markets. It discusses:
- The evolution of thinking around human resource management, moving from universal best practices to contingency-based and contextual approaches.
- Key approaches to managing employees such as HRM, which integrates people management into business strategy, and various HRM models.
- Managing human resources globally, noting the need to accommodate both local context and the company's varied, complex environment across many countries.
- The influence of national culture and institutions on HRM policies and practices, and how these must be adapted for each local context while still serving company interests.
Chapter 5 How Managers Use Balance of Payments Data – p.213Do.docxrobertad6
Chapter 5: How Managers Use Balance of Payments Data – p.213
Do some research on the items in the table below and see if you see a pattern with the various country’s economies:
1. What is the G7?
2. What is the E7?
G7 Countries
Continent where the country lies
GDP
Ease of Doing Business
1.
2.
3.
4.
5.
6.
7.
NOTE: When you find the GDP (Gross National Product) note the year – you may not have 2018 statistics. That is okay –find the latest data available. You may need to search for the Ranking of Ease of Doing Business – and then find the countries that make up the G7 or the E7.
NEXT PAGE!
E7 Countries
Continent where the country lies
GDP
Ease of Doing Business
1.
2.
3.
4.
5.
6.
7.
A. Compare the 2 groups of countries – explain your findings.
Globalization Effects on Country Institutions, People and Business
Chapter 3
Key Points for the Chapter
Economic development comprises positive economic growth and entails changes in a country’s political, economic, and cultural institutions, as well as in individual values, attitudes, and behaviors.
Economic development requires resources from public and private sectors, both internal and external.
Technology transfers by international corporations comprise manufacturing technologies, management organizations, and marketing know-how.
Intro: The Economic Development Process
Economic development is the progress countries make in living standards as they experience positive economic growth and the changes occurring in societal and cultural institutions and values as nations move toward more advanced stages of industrialization.
Economic progress demonstrates human progress, and more pragmatically, it keeps politicians in power, companies busy, and consumers (and voters) optimistic about the future.
Technology Transfers
International trade, investments, and global media have opened world markets up to a variety of modernizing influences.
In general terms, technology transfers occur as corporations enter new markets with products, technologies, lifestyles, and business methods developed in their home and other international markets.
Technology transfers first affect urban segments of developing countries where there are developed infrastructures and pocket of economically significant customers.
As media become commercialization and distribution channels are built into rural areas, greater proportions of developing-country populations come into contact with modernization influences.
4
Positive Effects
Positive effects occur as societies are exposed to broad varieties of products that make lives easier.
Convenience products such as packaged foods, and consumer durables such as refrigerators, radios, televisions, and stoves have positive effects on consumer lifestyles.
New technologies in manufacturing and distribution make products cheaper and more widely available. They provide employment opportunities for lo.
Governance challenges, corruption, lack of infrastructure, and market challenges are some of the major obstacles to economic development in Nigeria according to the document. Governance issues relate to ensuring equality and justice for citizens while corruption has led to Nigeria's oil wealth not benefiting citizens. Infrastructure such as roads, power, and healthcare is lacking. The market also faces issues with lack of genuine competition. Cultural factors, foreign debt, inadequate education, and foreign competition can also slow economic growth for developing nations. Leadership and public officers' insincerity further hamper development in Nigeria.
International Business and MultinationalsLearning Objec.docxmariuse18nolet
International Business
and Multinationals
Learning Objectives
After completing this chapter, you should be able to:
• Analyze the reasons why international trade can cause ethical issues for companies and individuals.
• Review the role that multinational corporations have in global trade and the ethical standards that they
can meet.
• Consider the problem of gift giving and bribery and draw a judgment on corporations engaging in them.
• Examine whether child labor and sweatshops are ethically acceptable.
• Have an understanding of intellectual property and technological transfer issues as they relate to multina-
tional enterprises and doing business around the world.
Ma jian/Imaginechina/Getty Images
8
fie66722_08_c08_187-210.indd 187 6/21/13 10:15 AM
CHAPTER 8Section 8.1 Introduction
Contents
8.1 Introduction
8.2 Tax and Environmental Issues
Multinationals and Tax Avoidance
Gift Giving and Bribery
Environmental Restrictions
8.3 Labor Issues
Child Labor
Sweatshops
Illegal Immigrant Workers
8.4 Technology Issues
Intellectual Property Theft
Technological Transfers
8.5 Ethically Evaluating Multinational Business Activities
Relativism: Western Cultural Norms Affecting Other Cultures
Pros and Cons of Multinational Businesses
Creating a Global Business Ethic
8.6 Conclusion
8.1 Introduction
Some decades ago, the American company International Telephone and Telegraph (ITT) was
caught interfering in the political operations of the South American country of Chile. At the time,
ITT was the eighth largest Fortune 500 company, with 350,000 employees in 80 countries. Chile
was poor but politically stable. A presidential candidate named Salvador Allende campaigned on a
communist platform, emphasizing the issue of land reform and indicating his desire to take control
of privately owned Chilean telephone companies because of their inefficiency. ITT owned 70% of
the stock in one of these, and feared that, if elected, Allende would simply take ownership of it
with no compensation, as had happened with private businesses in Cuba and Peru during their
communist takeovers. As a result, ITT offered money to the American CIA to help block Allende’s
election and support a rival candidate. The scandal surfaced, and critics worldwide attacked ITT
for interfering in the activity of a foreign government. Some of ITT’s property was even bombed
in protest. Allende was elected anyway, and in retaliation, he nationalized ITT’s Chilean property.
Allende did not nationalize other firms, although he required some to sell the government shares
of their stock. Allende was assassinated shortly after, and ITT later sued for losses.
While ITT’s concerns were justified, its response was not. The issues that we consider in this chap-
ter come from the very nature of dealing with foreign companies and people. When companies
cross borders, they must deal with foreign laws and politics, but also with customs and expecta-
tion.
The document discusses various topics related to international business and globalization. It defines key terms like globalization, multinational corporations, and modes of entering international business such as exporting, licensing, franchising, mergers and acquisitions. It also covers the organization structure of multinational companies and debates the pros and cons of globalization.
330 PARTS • KEY STRATEGIC-MANAGEMENT TOPICS DomQ Great in.docxgilbertkpeters11344
330 PARTS • KEY STRATEGIC-MANAGEMENT TOPICS
Do'mQ Great in a Weak Economy. How?
Marriott International
Among all hotels, casinos, and resorts, Marriott International scored the highest on Fortune's
"Most Admired Companies" both in 2007 and 2008.
When most firms were struggling, Marriott made $362
million in net income on $12.88 billion in revenues,
quite impressive for a hotel/motel firm in 2008. Fortune
rated Marriott as their 13th overall "Most Admired
Company in the World" in terms of their management
and performance. Marriott is looking past the current
slump in travel by planning to open 130 new hotels in
the next four years. About half of the new hotels are
targeted for emerging markets such as China, India,
and the United Arab Emirates. The new hotels will add
32,000 rooms to Bethesda, Maryland-based Marriott's
capacity of 560,000 rooms at 3,178 properties. Marriott
declared a new stock dividend in August 2009.
Marriott is one of the world's leading hoteliers, with
some 3,000 properties in more than 65 countries,
including Renaissance Hotels and Marriott Hotels &
Resorts, as well as Courtyard and Fairfield Inn, It also
owns the Ritz-Carlton and time-share properties oper-
ated by Marriott Vacation Club International. Marriott
additionally provides more than 2,000 rental units for
corporate housing and manages 45 golf courses. The
Marriott family, including CEO J. W. Marriott Jr., owns
about 30 percent of the firm.
Marriott prefers to manage rather than own proper- ;
ties. The firm is planning to purchase some of the ;
Greenbrier Hotel Corporation's assets, including its historic \
luxury White Sulphur Springs, West Virginia, resort. Then i
Marriott will sell that property to another hotel owner but ?
maintain management rights to the property Greenbrier )
entered Chapter 11 bankruptcy in 2009, which prompted '
Marriott to offer to acquire some of their assets.
1
Source: Based On Geoff Colvin, "The World's Most Admired i
Companies," Fortune (March 16, 2009): 76-86; Rachel Feintzeig and j
Kris Hudson, "Greenbrier Hotel Seeks Chapter 11, Plans to Sell to i
Marriou," Wall Street Journal (March 20, 2009): B3. ;
As illustrated iti Figure 11-1, global considerations impact virtually all strategic deci-
sions. The boundaries of countries no longer can define the limits of our imaginations.
To see and appreciate the world from the perspective of others has become a matter of
survival for businesses. The underpinnings of strategic management hinge on managers
gaining an understanding of competitors, markets, prices, suppliers, distributors,
governments, creditors, shareholders, and customers worldwide. The price and quality
of a firm's products and services must be competitive on a worldwide basis, not just on
a local basis. As indicated above, Marriott International is an example global business
that performed outstandingly well during the recent global recession.
The World Trade Organizati.
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20081121 business diplomacy management
1. Business Diplomacy Management:
A Core Competency for Global Companies
Raymond Saner, Lichia Yiu, Mikael Sondergaard
Academy of Management Executive, Feb. 2000, vol. 14(1):80-92
Executive Overview
This article sets out what global companies could learn from diplomacy and how global
companies could improve their effectiveness by setting up a company-wide Business Diplomacy
Management function and by developing and utilizing competent in-house Business Diplomacy
Managers.
This will ensure successful management of two simultaneous challenges by global companies.
Global companies must succeed in the business they are in and at the same time show competence
in managing multiple stakeholders at home and abroad. While it is of key importance to have the
right products and services at the right price, global companies might not be able to deal
successfully with obstacles emanating from outside of their direct sphere of control. Recent
examples of such cases are the destruction of production equipment (sabotage of Shell Oil’s
pipelines in Eastern Nigeria by dispossessed and oppressed minority tribes), or the persistence of
non-tariff trade barriers of Japan’s telecom industry (Cable & Wireless’s difficulties in acquiring
International Digital Communications against strong opposition by Japan’s NTT Company)
Facing such challenges, global companies require business competencies that most global
managers have no background or training in. The competencies needed to deal with foreign
country interests, multiple domestic and foreign pressures groups or international conflict demand
that global companies acquire organizational competency in Business Diplomacy Management.
This competency would help build bridges between their core business and the complex political
environments within which they conduct business. Many needed attributes of a Business
Diplomacy Manager are comparable to the competency profile of a political diplomat.
Key Words: Business Diplomacy Management, Political Diplomat, Non-business
stakeholders, Global Companies.
9/pub/Business Diplomats15.doc
2. Introduction
Globalization as measured by worldwide foreign direct investment flows is galloping ahead.
It appears unaffected by the Asia’s financial crisis1 and transnationalization is also speeding
forward.2 Companies today are increasingly conducting business across OECD countries, newly
emerging markets (Eastern Europe, China) or newly industrialized economies (South-East Asia,
South America). However, research shows that countries have very different work values and
organize their institutional and personal relationships in unique fashions3. Consequently,
expatriate managers of multinational companies in these economies need to adjust their
managerial behavior to the unique demands of the cultural settings in which they work.4
While cross-cultural awareness certainly helps global managers avoid mistakes due to cultural
myopia, the actual situation which global companies face is much more complex. Multinational
companies have been under pressure from many sides on a diverse array of problems for several
decades already.5 Doing business in countries like Russia, China, Japan or the Middle East
requires specific country knowledge and business acumen which often cannot be managed by
“best practice” recipes imported from the US or Western Europe.
In addition, increased globalization has led to the development of a multitude of standards
that govern business behavior. It is no longer sufficient to know the business and legal conditions
of a global company’s headquarter country and those of some of the countries whereever it might
operate its foreign subsidiaries. Multilateral and intergovernmental organizations are increasingly
defining industry standards that become mandatory framework conditions for global companies
where they might operate. Business decisions increasingly have to comply with such
international standards no matter whether a global company is American, French or Japanese.
For example, a global company’s price dumping strategy might be illegal according to the trade
rules of the World Trade Organization (WTO), another company might get market access to
foreign IT markets thanks to regulations agreed at the International Telecommunications Union
(ITU). A company might get help in protecting its patents thanks to multilateral agreements
signed at the World Intellectual Property Organization (WIPO) while another global company
might see its unfair industrial relations practices be criticized by countries who signed the labor
conventions of the International Labor Organization (ILO).
9/pub/Business Diplomats15.doc
3. The Internet has also changed greatly the power relationship between multinational
companies and their non-business stakeholders6. Non-governmental Organizations (NGO's) as
well as civil societies in general are putting demands on global companies for more information
and more transparent business practices. At the same time, they are using IT to exert influence
deep into the structures of global companies.
Global managers manage business operations but do not necessarily know how to manage
non-business stakeholders in all the countries they operate in. They need urgently to learn to
manage complex political-economic environments. Failures in coping with non-business related
issues could easily lead to crisis, open conflicts, or missed business opportunities.
The two following examples highlight the need for competent management of non-business
stakeholders. The first case describes a failure by a global company due to the lack of
competence in business diplomacy7. The second example describes a success story when
Business Diplomatic Management was used skillfully and appropriately.
Why Do Experienced Multinational Companies Stumble?
Case Example of Shell Oil and the Ogoni People in Nigeria
For many years, Shell Oil refused to consider the claims and misgivings of the Ogoni people
who live in Ogoni, a region in Rivers State, Eastern Nigeria. Approximately
500 000 Ogoni people live in an area of 650 square kilometers on fertile lands of the Niger delta.
The Ogoni people started to experience problems after Shell discovered oil there in 1958. At that
time, Nigeria was under British colonial rule, and the Ogoni had no say in the oil exploitation.
With the coming of independence in 1960, the Ogoni situation did not improve -- being a
minority ethnic group in a country which has a current population of 88 million, the Ogoni never
had an effective say in Nigerian politics.
Under the 1989 Constitution, Nigeria's mineral rights are held by the federal government
which directly negotiates conditions for oil exploitation with foreign oil companies. Shell
Petroleum Development Company, SPDC, in a joint venture with the Nigerian National
Petroleum Corporation, NNPC, owns most of the 100 oil wells in Ogoni territory. From the point
of view of the Ogoni people which has been widely publicized through the internet8, their own
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4. oil wealth has been plundered by the Generals and the foreign oil companies without any trickle
down effect for their own population.
Also, the environmental disasters due to oil spills, contaminated water supplies, and air
pollution has led to a massive deterioration of the Ogonis’ living conditions. All this resulted in
Ogoni's sabotaging some of the Shell oil wells. The Nigerian government tightly controlled by
General Babangida, military dictator, harshly put down their rebellion in the early 1990's. The
ensuing bitterness soon became part of the on-going call for democracy which continued to shake
the country over several years reaching tragic proportions with the hanging of eight Ogoni
activists in November 1995.
Many NGO's openly accused Shell of colluding with the Nigerian regime in violently
repressing the Ogoni rebellion. Ogoni people continued to sabotage Shell's oil wells and the
effective advocacy of NGOs resulted in damaging Shell's international image. Shell finally
decided in 1997 to reach out to the depressed Ogoni community. Meetings were organized with
Ogoni groups to find ways to alleviate economic hardship through Delta-wide community
development programs -- building of roads and market stalls, and water renovation projects.10
Belatedly Shell recognized the Ogonis as a crucial non-business stakeholder in their operation in
Nigeria.
Prognosis
Shell lacked political foresight and diplomatic skills in dealing with a population directly
affected by Shell's business operations. Shell Headquarters was not equipped with the skill base
required to alert its Nigerian subsidiary of possible conflict and did not anticipate a tarnished
image as a result.
A Business Diplomacy Manager would have saved the company time, money and reputation
in this case. S/he would alarm Shell’s management and start negotiations with the government,
the local tribal leaders and concerned international NGO's before the situation deteriorated into a
full crisis. Also, s/he would have worked with these stakeholders in order to come up with
equitable solutions rather than hiding behind quasi-legal arguments which were totally
unacceptable to these non-business stakeholders.
Hence, Shell Oil’s problems in Nigeria were linked to its inability to interface proactively
and simultaneously with government officials, regional opposition leaders and local community
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5. groups. Shell's organizational myopia towards its external environment would not have been so
damaging had the company been equipped with adequate diplomatic know-how, political
foresightedness and social competence.
Smart Business Diplomacy Pays!
Case Example: Cable and Wireless (C&W) in Japan
C&W, an UK based global communication and data processing company with more than
38'000 staff worldwide, first entered the Japanese telecommunications market in 1986 as a
founder shareholder of International Digital Communications (IDC), a Japanese international
carrier of data products.
Many Western companies report difficulties when trying to enter the Japanese market.
Japanese business culture is often reported as the main obstacle to market participation by non-
Japanese companies. In particular, what is often mentioned is Japan’s conservative industrial
culture, which tends to place priority on long-term relationship, which in turn makes it difficult
for a new entrant to get market share. C&W proved that this does not have to be so forever.
Following the wishes of Japan's Government to gradually deregulate its telecom market,
NTT, the former Japanese telecom monopoly, was instrumental in creating IDC in 1986 without
becoming a shareholder itself. C& W was co-founder of IDC together with other Japanese
shareholders such as Toyota and Itochu 11. IDC had 700 staff and an annual turnover in the year
to March 31, 1999 of 75.2bn Yen with operating profits of 4.1bn. Yen.
Even though NTT was not a shareholder, it retained strong links to IDC due to the fact that
IDC’s top directors were all former NTT managers. A decisive moment came recently when
C&W successfully took control of IDC in Japan’s first serious hostile take over bid. Raising its
stakes first gradually from 17.69% to 33.4%, C&W launched its take-over bid for the total
company which it won on 16th June 1999. It acquired 97,69% of IDC against stiff opposition of
NTT, strong opposition by IDC’s own Japanese top management and opposition from some of
the other Japanese share holder companies of IDC.
According to C&W's executive director, Stephen Pettit12, the tender offer process proved
open, transparent and fair and the bid went to the highest offer. However, according to FT
reports, the take over battle would not have been successful had it not been that Ministry of
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6. International Trade and Industry (MITI) remained neutral. Officially because it wanted to
support the restructuring of the telecom sector by increasing competition, but also because MITI
withheld approval of a rival bid by NTT due to “the UK government's saber rattling about market
access”13. Some analysts also suspect that the Japanese government, which owns 59% of NTT,
encouraged NTT to back away from the contest because it did not want to spark a trade dispute
especially since the UK government has been actively lobbying for C&W.14
Prognosis
C&W demonstrated expert command of diplomatic know-how by coordinating its moves
with the UK government, the UK Embassy in Japan and other equally supportive foreign country
governments. C&W understood and utilized to its advantage the internal conflicts of Japanese
politics (market reformers versus traditional mercantilists) and most importantly skillfully
elevated the take-over bid to a bilateral and multilateral trade issue between the UK and Japan
and between Japan and other key industrial powers.
By raising the stakes of a possible failure to the level of international trade politics, C&W
successfully outmaneuvered NTT in the battle for IDC thus gaining a significant foothold in the
lucrative Japanese telecomm market.
A Revolving Door in Acquiring and Using Diplomatic Know-How
Most globally active companies recognize the importance of diplomatic know-how and the need
for competence in relating to non-business stakeholders. They know that international business
operates in a rich context in which economic, political-military, social and cultural factors
interact at the organizational, industry, national, international and global levels15. Business
success in foreign markets are co-determined by non-business factors such as the quality and
intensity of international relations, the legal stringency of multilateral conventions and
agreements and the power and make-up of governments and political decision makers.
Traditionally, it has been the practice in France, the United Kingdom and the US to facilitate
cross-fertilization between business, government, foreign service and academics and to make
sure that knowledge acquired in any of these different fields of expertise are diffused across
professional boundaries. To illustrate this cross-fertilization are a few examples from US
practice:
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7. 7
George Schultz moved from a top management position at Bechtel company and teaching
assignments at Stanford University to become Secretary of Labor, then Secretary of
Treasury, then Secretary of State and back to Bechtel and Standford University. ¨
Jim Baker moved from a Wall Street investment banker position to the Republican Party
Committee on to become Secretary of State, and now backs to business.
Henry Kissinger moved from being a professor at Harvard to National Security Adviser,
then Secretary of State and on to academic assignments and advisory roles through his
consulting firm.
Madeleine Albright moved from being a research professor at Georgetown University’s
School of Foreign Affairs to US Representative to the United Nations and on to State
Secretary.
Jeffrey Garten took a different route by moving from being Under Secretary at the
Department of Commerce, to Under Secretary of Trade and on to being the Dean of Yale
School of Management.
A different route leading from the Foreign Service to business appointments can also be
observed, for instance, when former Ambassadors get appointed as VP for International
Relations of global companies. Another variant is the move by former Ambassadors to become
partners of law firms, investment firms, consulting companies or policy advisory agencies.
While the reverse move is also well known -- when US presidents nominate influential and often
wealthy businessmen to the role of Ambassador. These different variants are also being practiced
by continental European countries as well as by many other countries.
Interdependence of Global Business and International Politics
Professional boundaries between business and diplomacy have gradually become blurred
especially after the end of the Cold War period. States are championing economic development
and trade relations in today’s global economy which is increasingly interconnected and
interdependent. Foreign service, government, business and universities need each other’s special
expertise to be effective in the global market place. However, this realization is not equally
shared nor lived up to by most global companies.
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While the foreign services of most OECD countries make great efforts in teaching diplomats
the functioning and needs of business, the opposite is not true. Few are the global companies
which consciously make an effort to understand the world of international relations and
diplomacy and fewer even are the global companies who train their managers in diplomacy and
international relations.
Instead, global companies prefer to hire either professional diplomats as full-time or part-
time advisers on a punctual and opportunistic basis. The given objectives are mostly narrowly
defined -- those hired are expected to provide the company with contacts or use their extensive
regional experience to help a company manage difficult relations with foreign government
officials. Former diplomats might also be hired by a global company for their contacts and
experience in a specific industry- for instance, aviation. Global companies could however
complement the prevalent “outsourcing” practice with an "in-sourcing”16 approach in order to be
more competitive and simply smarter than their competitors.
Referring to the examples of Shell and C&W, it appears that outsourcing this business
diplomacy management function as a response to the non-business challenges is not enough.
Instead, the global companies need to seriously build up their own proactive diplomatic
competency.
Why Global Companies Need to Develop Diplomatic Skills
CEOs of global companies need the competencies of Diplomatic Know-how to carry out an
increasingly large number of "diplomatic" missions. Traditionally, the expatriate managers were
expected to handle these diplomatic assignments as part of their job portfolio. However, with
increasingly vocal and self-assured host country governments and interest groups, and the
proliferation of information over the internet by NGO’s, business diplomacy should no longer be
left alone to former Ambassadors serving as "temp" business diplomats for the global company.
To include former professional diplomats in top level staff position is certainly already a great
help, but more needs to be done!
For instance, global companies need to anticipate environmental conflicts, communicate
effectively with non-business interest and pressure groups, influence decision making of foreign
governments, maintain and cultivate constructive relations with external constituencies and
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9. 9
negotiate on behalf of the company in foreign countries with non-business groups. All these
competencies are too important to be left to advisers from the foreign service alone.
Faced with the challenges of globalization and its multiple business and non-business
stakeholder interfaces, global companies need to expand the traditional concept of public affairs
and acquire diplomatic know-how which goes beyond what is normally expected of public
affairs offices. In particular, global companies need to be able to forecast, plan and manage
international issues, cope with multiple crisis, influence and work with intergovernmental
organizations and know how to operate appropriately within diverse cultural and societal
environments.17
Managing a multitude of business and non-business stakeholders at international level
requires diplomatic skills in order to safeguard a multinational company’s reputational capital18
and in order to seize proactively business opportunities embedded in non-business environments
(influencing of standard setting, utilizing trade rules, negotiating with governments and
intergovernmental organizations). Recruiting foreign service personnel might certainly help
cover some of these threats and opportunities, however this “buying-in” practice appears
increasingly unsatisfactory in light of the following developments.
Increasing public scrutiny and push for accountability. The public, or civil society, has now
greater access to information and stronger influence on corporate governance. Their voices and
opinion can no longer be ignored. The recent case of Coca-Cola in Belgium is a good case in
point. Without in-house competence in business diplomacy, Coca-Cola Inc. missed out to
respond in time to the request for clarification and remedial action by the government, media,
political party and citizens of Belgium. Public fury in Belgium affected Coca-Cola's business
and led to million dollars worth of business lost in Europe. Coca-Cola's reputation also suffered
greatly.
Emerging Markets. The revolving door approach, described before, was sufficient when
multinational companies had to deal with OECD countries with which they are familiar. The
"Temps" could easily handle the needs of the global company in these countries. Today,
emerging markets like China, Brazil and India represent major markets for US and European
global companies. Hiring temps to deal with potential political and social issues in these
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10. 10
countries is no longer sufficient due to the multitude of problems, which need to be addressed at
inter-governmental, central, provincial and municipal levels. One example is the restriction on
exports of militarily sensitive technology by the US government that has undermined plans by
Motorola to commission a $2.5bn semiconductor wafer factory in China19. This is one example
of how international politics frustrates business ambitions of global corporations in the world's
largest potential market.
Increasing foreign assets. The number of companies with a high degree of transnationality
has increased noticeably in the 90's. Foreign assets represented 55% of the total assets of the top
100 global company in 199620. Hence, the need is growing for global companies to secure their
foreign assets. Relying on a small pool of competent former diplomats to take care of business
related diplomatic functions is no longer viable. Competence in Business Diplomacy
Management needs to be increased and spread more widely within the global company context.
Global Value Chain. Global companies look for high value-added activities all over the
world.21 This trend has further accelerated. The major beneficiaries of this trend are countries in
East Asia, Europe, Southeast Asia, Mexico and India. However hick ups in any one point of this
global value chain could cause costly interruptions of their complex and increasingly
interdependent business operations. Even though the hosting governments tend to bend
backwards in their pursuit of foreign investment, their local non-business stakeholders often hold
opposing views from their respective governments regarding employment practices, working
conditions and environmental standards resulting at times in violent and embarrassing clashes for
global companies.
This article suggests that global companies need to acquire a new core competency --
Business Diplomacy Management -- as part of their intellectual capital. Insights and experiences
gained from diplomacy offer suggestions how global companies could develop these new
competencies.
Characteristics of Political Diplomacy and of a Political Diplomat (PD)
Recorded history of diplomacy22 goes back to ancient Greece and has evolved over time.
Important contributions have been made over time particularly during the period of the Italian
city-states, in France before and after 1789 French Revolution, and in England starting with
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11. 11
industrialization and expansion of its empire. Systematic contributions to the development of
diplomatic theory and methods have mostly been made in the US especially after WWII with the
start of large-scale social science research on the behavior of international negotiators.24
The definition of what diplomacy is supposed to be has further evolved over the last four
decades. However, the main features of diplomacy as postulated by Satow in 1917 still hold. He
stated that, "Diplomacy is the application of intelligence and tact to the conduct of official
relations between the governments of independent states, or more briefly the conduct of business
between states by peaceful means".25 Diplomacy should restrain from sowing discord between
states and build confidence between them. The goal is to build and sustain positive and
constructive relations. Applied to the post-war period, Sharp (1998) defines diplomacy as being
characterized by "increasing institutionalized multilateralism aimed at a stronger international
order either by improving cooperation between states or transcending the need for it".26
To give a flavor of how political diplomats, or diplomatists, as some prefer to call
themselves, see their role, it is useful to cite the “Nicolson test”. Named after the famous British
diplomat, Sir Harold Nicolson, the test determines the qualities of a diplomat as consisting of:
truth, accuracy, calm, patience, good temper, modesty, loyalty, intelligence, knowledge,
discernment, prudence, hospitality, charm, industry, courage and tact.27
Besides personal qualities, political diplomats perform tasks requiring skills and
competencies. These tasks include giving policy inputs to help shape foreign policy, organizing
and managing international conferences; conducting bilateral, multilateral and plurilateral
negotiations; collecting and analyzing information from a variety of government and non-
government sources. Political diplomats have to comply with protocol, procedures and etiquette
based on international practice and norms appropriate to local culture28; live with ambiguities as
long as solutions cannot be agreed upon and modulate communication as seen fitting the context.
They have to know national, international and host country laws/regulations and manage their
own mission or embassy as well as manage the interface between their own government and the
host government29.
The list of requirements is long yet non-exhaustive. Diplomacy continues to evolve and so
does the role of today’s political diplomat. By listing them gives a keen impression to executives
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12. 12
and management researchers of the intricate complexity of the political diplomat’s task. It also
helps delineate similarities between the role of a Business Diplomat and that of a Political
Diplomat. Both are capable of influencing others, shaping policies, interacting with counterparts
of different cultural and professional backgrounds, acting "at home" in multiple cultural
environments, and most of all balancing the delicate tension of multiple interests and loyalties.
Nicolson’s description of the diplomat’s different loyalties is also relevant for a Business
Diplomat who faces a similar multitude of loyalties. Nicolson30 states:
“The professional diplomatist is governed by several different, and at times conflicting,
loyalties. He owes loyalty to his own sovereign, government, minister and foreign office;
he owes loyalty to his own staff, he owes a form of loyalty to the diplomatic body in the
capital where he resides; he owes loyalty to the local British colony and its commercial
interests; and he owes another form of loyalty to the government to which he is
accredited and to the minister with whom he negotiates.”
Characteristics of Business Diplomacy Management and of a Business Diplomacy Manager
Goals of Business Diplomacy Management
Fundamental changes have taken place in the last fifteen years in regard to how international
business is being conducted. Global companies can no longer maintain an arms length
relationship with foreign host governments since their drive toward greater local presence has
significantly expanded the multinational companies’ exposure to local conditions. The
companies are expected to abide by multiple sets of national laws and multilateral agreements set
down by international organizations such as the World Trade Organization (WTO) and the
International Labor Organization (ILO). To negotiate and re-negotiate with local authorities and
to make compromises and adaptations are some of the tasks to be handled through business
diplomacy.
Also, not to be underestimated is the growing assertiveness of the local and international
NGO's in setting local and global agenda. Global companies have to remain sensitive to their
demands and expectations and intervene at the appropriate moment to dissipate potentially
damaging confrontations.
Proactively, global companies need to take advantages of the more open global economy and
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13. 13
newly gained access to previously protected markets. Business diplomacy will create new
business opportunities through the skillful use of international treaties and agreements. Global
companies need to proactively influence the government officials and international bodies in
order to seize new business opportunities around the world.
Therefore business diplomacy management is about:
Influencing economic and social actors to create and seize new business opportunities
Working with rule-making international bodies whose decisions affect international
business
Forestalling potential conflicts with stakeholders and minimizing political risks
Using multiple international fora and media channels to safeguard corporate image and
reputation
Dimensions of Business Diplomacy Management
Similar to their counterparts in the world of political diplomacy, business diplomacy
managers need to be competent at international, national, community and firm levels.
Overlooking any one of these levels would render their efforts incomplete.
At the firm level, they will help define business strategy and policies in relation to
stakeholder expectations, conduct bilateral and multilateral negotiations, coordinate international
public relations campaigns, collect and analyze pertinent information emanating from host
countries and international communities.
Internationally, competent business diplomats know how to lobby with finesse, are able to be
a gracious host and know how to comply with protocol according to local customs and practices.
They are able to develop local connections and relationships and manage the multiple and
sometimes conflictual interfaces. They need to be active at important international fora to
influence the agenda and public opinion.
When dealing with stakeholder groups, business diplomats are called in to mediate potential
or on-going conflicts, may they be of economic, social, environmental or political nature. More
importantly, business diplomats will scan the environment and identify potential conflict areas
with the stakeholders before implement a project. As one top IBM manager told a reporter, "IBM
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14. 14
has to be concerned with the competitiveness and well-being of any country or region that is a
major source of IBM revenue."31
Role Requisites of A Business Diplomacy Manager
To master successfully business diplomacy competence, global managers have to add to the
already high level of behavioral complexity32 of global management another layer of
competencies which allow them to deal with external actors like foreign (host) governments and
non-business stakeholders. This means knowing how to handle diverse business cultures as well
as various public administrative cultures of different countries. In other words, a diplomatically
aware global manager can be compared to a messenger whom transnational companies can send
to different environments worldwide to solve complex political issues involving stakeholders
outside a multinational company’s sphere of control.
International Business Acumen and Personal Maturity
We can assume that the business diplomacy managers have proven track records in
international business to which they add diplomatic competencies. In other words, they have
learnt to successfully manage people and tasks of a multinational company in different countries
and have demonstrated mastery of inter-cultural awareness.33 They know how to minimize
failures,34 overcome the inevitable role conflict, role ambiguity, and role overload35 typical of
international assignments. They have learned to manage the inevitable stress and cultural fatigue
due to cross-cultural differences. On a more subtle level, business diplomacy managers know
from personal experience that strategic choices in international conflicts and relations can be
impaired if one is not aware of one’s own cognitive processes36.
Career Development History
In order to successfully perform as a Business Diplomacy Manager, a global manager of a
multinational company has to reach a high level of maturity, both professionally and
personally37. A Business Diplomacy Manager’s biography might for instance consist of a career
profile including at least ten years of employment experience within a multinational company.
During this time s/he has had a minimum of three to four job rotations shifting to different
business units, such as positions at headquarters or at a large subsidiary as head of corporate
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15. 15
HRM, Business development, Merger and Acquisition, International Marketing or Corporate
Communication and Information Office.
The maturity needed for a Business Diplomacy Manager is expected to correspond to the life
experience of a person aged 40 to 50 or a little younger, depending on the number of professional
experiences accumulated over time and a track record of success deals with external pressure
groups in different countries.
Knowledge of International Relations and Diplomacy
In addition to the above mentioned track record of successful experience in international
business management, the manager turned Business Diplomacy Manager should have acquired
competencies pertaining to the world of bilateral and multilateral diplomacy and international
relations. Particularly important requirements would be first hand knowledge and experience in
the functioning of intergovernmental bodies, such as the World Trade Organization, the
International Labour Organization, the Humanitarian Agencies of the UN and related
organizations, the OECD, the United Nations Secretariat and General Assembly, and the Bretton
Woods’ institutions (World Bank, IMF, and related regional banks). The Business Diplomacy
Manager needs to have in-depth understanding of how the central governments, key ministries
and departments of leading countries function, such as the United States of America, leading EU
member countries, Japan and leading developing countries such as China, India, Brazil and
South Africa and the EU commission and its related organizations.
Multicultural Mindset
Complementing his knowledge and mastery of international diplomacy, a Business
Diplomacy Manager should also understand and appreciate the logic, ideological precepts and
related intellectual underpinnings of governance systems that differ from the dominant form of
Western capitalism. After all, many conflicts which a multinational company must solve are in
countries with often very different legal, cultural, political and economic systems.
Many leaders of developing countries and a large group of continental European and
developed Asian countries do not necessarily share the belief in the supremacy of neo-liberal
capitalism. They consistently reject Anglo-Saxon life style preferences and behavior which have
become the increasingly dominant corporate culture of most global companies whether they are
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16. 16
of US or non US origin. In other worlds, a Business Diplomacy Manager should be able to
converse with opinion leaders and politicians representing at times diametrically opposing
religious, political and cultural systems.
Political Skills: Mastering Political Negotiations and Handling of Media
Business Diplomacy Managers should know how to defend the interests of his multinational
company be this in private and official discussions, in negotiations with foreign opinion leaders
and government officials. They need to effectively manage interactions with the media or other
communication channels such as newspapers and conferences. The same accounts for situations
“at home” with NGO’s and pressure groups that might be hostile to the activities of the
multinational company. Nike is a case in point regarding its difficulty in facing boycotts in the
USA in recent years due to accusation of exploitative child labor practices in developing
countries. In addition, decision making at multilateral negotiations, be they at the UN or other
international bodies, have their own rhythm and procedures. Traditional “shooting from the hip”
business practices would be fatal since most of these organisations proceed in circular logic
using indirect means of influencing38, an approach often despised by Western Managers as
“unprofessional, untrustworthy and a waste of time”.
Role Versatility and Tolerance for Ambiguity
As a business diplomacy manager, global managers have to manage several levels of
loyalties as well, be that in relation to the CEO, different board members, their own staff,
customers, suppliers, host government, home country government and local and headquarters
labor union representatives. They have to be boundary spanners, which means crossing borders
seamlessly, advocates, initiators, mediators, interpreters and negotiators in a multitude of cultural
settings as is the case with the political diplomat.
Mastering Analytic Tools: Stakeholder Analysis, Balanced Scorecard, Stakeholder Mapping and
Scenario Planning
In addition to their highly developed interpersonal and social skills, business diplomacy
manager will need to master various analytic tools in order to anticipate potential impact of
investment in different countries. Well-known strategic planning tools for business development
could be employed here with a stakeholder focus.
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17. 17
The business diplomacy manager needs to put forward viable alternatives to possible
stakeholder demands. They need to look for economically sound collaborative solutions. This is
essential since social activism is spreading and IT provides non-business stakeholders
inexpensive and far-reaching ways to organize and to exert pressures on global companies.
Lastly, Business Diplomacy Managers must be reminded of Satow’s definition of diplomacy
as the application of intelligence and tact, the latter being unfortunately so often thrown over
board in the name of “time is money”.
Training of Political Diplomats
Diplomacy and diplomatic training has always emphasized the importance of inter-cultural
competence, conflict resolution ability and non-sectarian outlook on life. In fact, young
diplomats are expected to be socially well groomed already before starting a career in diplomacy.
In order to qualify for the diplomatic service, candidates of most OECD countries are expected to
speak several languages, have completed university level education, be skilful in human
interactions and know how to observe etiquette when going abroad and to be able to express
themselves appropriately through written and oral communication. All this presupposes a high
level of social skills and intelligence at the beginning of a diplomatic career that is further honed
through consistent and high quality mentoring by future superiors. Aristocratic and upper class
families were and often still are over-represented in the diplomatic services since they can call on
more social, educational and financial resources which guarantee easier and earlier acquisition of
social and analytical abilities, as well as certain sophistication of worldliness.
Such over-representation has however gradually declined over the last 20 years. This decline
has been due to change of life styles affecting all strata of Western developed societies and
partially also due to the wish by most of the Western developed governments to have a more
cross-sectional representation of their societies in their foreign services personnel. In addition,
due to rapid technological change and economic adjustments and due to economic globalization,
there is now a constant pressure for continued learning and upgrading. Even with the best
parental grooming, young diplomats soon reach their limits in regard to knowledge and therefore
have to go back for further training.39 Hence, most ministries of foreign affairs offer their own in-
house training programs or send their diplomats to specialized schools for further training.40
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18. 18
Although the training programs for the diplomats may vary in length (from a few months to
two years), in intensity (full-time versus part-time) and in levels (introductory versus advanced),
they all share these components: Language skills, Social and Diplomatic skills, and Knowledge
specific to the diplomatic profession (such as diplomatic history and international relations, law,
economics, politics, international organizations and foreign policies). Advanced courses usually
cover international negotiations (bilateral, multilateral and plurilateral), management, current
issues, global problems and economics, specific trade issues, etc.41
Classroom training42 is often times complemented by subsequent in-service training activities
such as practiced in Switzerland. One of the most important factors guaranteeing a successful
career in the diplomatic service is on-the-job learning and skillful mentoring. It is thanks to
repeated postings abroad and receiving good supervision that a young diplomat acquires over
time the finesse of an accomplished diplomat who has developed a sense of
“Fingerspitzengefühl”43 and a well-rounded “Weltbild”44 while at the same time continuing to
hone his mastery of the diplomatic method. To be a good diplomat means being able to be a
specialist and a generalist at the same time.45
To manage the paradoxes, ambiguities and contradictions of diplomacy, the political
diplomat needs to know how to cope with cognitive complexity (both structure and processing).
Otherwise, s/he will find it hard to be effective in his role. Early in their career, the diplomats are
implicitly challenged to stretch their intellectual and cognitive boundaries and to learn to master
complexity in addition to all other aspects of their job requirements. Without such a mastery of
cross-cultural complexity, political diplomats become vulnerable to culture shock and prone to
serious shock related burnout due to sustained cognitive dissonance46
Development of Competence in Business Diplomacy Management
Organization. Taking into account the growing demands put on global companies by a
multitude of foreign interest and pressure groups, global companies can no longer rely solely on
“borrowed former diplomats”. Instead, they should opt for a complementary strategy which
would add to the invaluable service of former foreign service diplomats sufficient in-house
expertise in business diplomacy. Global companies would fare well by developing diplomatic
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know-how from within and helping their own global managers acquire competence in playing
the role of a Business Diplomacy Manager.
While the trend is toward downsizing and outsourcing, the authors argue that business
diplomacy management should be an integral part of the core function of global companies.
Business diplomacy and provides a feedback loop from the external environment and non-
business actors to the global companies and back to the environment. Placing the Business
Diplomacy Management Function close to other core business functions would guarantee its
high value added contribution to the global companies' international business operations.
Human Capital. Global managers -- similar to political diplomats -- need to be groomed in
order to master both the cognitive and behavioral complexities required for the role of Business
Diplomat. They need to acquire adequate knowledge in international politics and be competent in
international business. At the same time a Business Diplomacy Manager should be able to master
the multiple cross-cultural interfaces - at internal and external boundaries, at different
hierarchical levels and within different national and sub-national cultures.
In order to appropriately play their political role internally and externally and engage in
mutually satisfactory multicultural interactions, global managers need to be trained in the several
fields of Business Diplomacy as suggested in Table 1.
Table 1 about here
The key features of training in Business Diplomacy Management are not fully covered by the
curricula of the business schools nor the schools of diplomacy. These key features are described
below:
1. History of international relations and diplomacy (actors, rules, process of diplomacy,
difference between traditional and post-cold war modern diplomacy); global security
questions (terrorism, drugs, environment, nuclear safety, disarmament) and political analyses
of key countries and regional groupings;
2. Roles and functioning (legal and political) of intergovernmental organizations such as the
UN family institutions (particularly WTO, WIPO, IFM), the European Union, and the
various trading blocks (ASEAN, NAFTA, EEA) and understanding their impact on
international business;
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3. Basic knowledge of key national legal systems (public law, constitutional law, administrative
law, private law and criminal law), international law and principles of treaty making (soft
and hard law); legislation by international organization (particularly as they affect
international business), Humanitarian law and Human Rights, international arbitration,
mediation and judicial settlements
4. Evolution of the world economy especially from colonial to pre-and postindustrial periods;
understanding different explanatory schemata of world development as seen through at times
opposing ideological lenses depending on country, political system, religion, socio-economic
status;
5. Understanding and influencing the decision making process at supranational organizations
like United Nations, European Union, NAFTA, ASEAN etc
6. Ability to be a gracious host to a wide variety of interlocutors from all parts of the world and
all strata of society; “Culture” appreciation including all forms of art of western and non-
western societies.
7. Cross-cultural awareness regarding norms and values governing decision making and
conflict resolution processes of other countries;
8. Understanding the management of international crisis and the role of diplomacy in solving
such crisis (e.g. terrorism, war, environmental pollution etc).
9. Skills in presenting and representing one's own company and country of origin at
international gatherings and official meetings, getting respect while at the same time
respecting other delegates’ personality and dealing with media and informal pressure groups.
10. Strategy, tactics, and procedures of negotiations at bilateral, multilateral, mult-bilateral, and
multi-institutional level as well as appropriate negotiation behavior in multiple and multi-
cultural settings and the art of coalition building;
11. Understanding and mastering the use of diplomatic instruments, protocol, etiquette and
practice.
Implementing Business Diplomacy Management at Firm Level
Diplomatic know-how at the firm level has to be a strategic core competence as defined by
Hamel and Prahalad 47. A core competence represents the sum of learning across individual skill
sets and individual organizational units. Thus a core competence is very unlikely to reside in its
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entirety in a single individual or small team.
Diplomatic know-how should hence be seen as a company-wide responsibility shared by top
management and the respective heads of business units. In order to realize this core competence,
the authors suggest that global companies should create a Business Diplomacy Management
function consisting of the following elements namely:
A. A Business Diplomacy Office which would be similar to Public Affairs but expanded to
include the diplomatic functions described above and placed under direct supervision of
the CEO.
B. Business Diplomacy Managers as staff members of the new Business Diplomacy Office
consisting of specially trained business managers and seconded by foreign service
officers.
C. Business Diplomacy Liaisons located in key subsidiaries of a global company directly
reporting to the top manager of the subsidiary and the central Business Diplomacy Office
at headquarters.
D. Business Diplomacy Management Information System which contains information
pertaining to Business Diplomacy (including the profiles of active non-business
stakeholders at the global level and in potentially conflictual areas).
E. Formalized link with the Strategic Planning Function of a global company in order to
develop a business-related socio-political perspective (e.g., stakeholder analysis,
managing hostile stakeholders, stakeholder satisfaction audit).
F. A Mandate to strengthen the overall organizational capacity in business diplomacy
management
Positioning the new Business Diplomacy Office under the direct supervision of the CEO
should facilitate the gate keeping function of this new unit whose function is to scan the
environment, interact with non-business stakeholders and engage in diplomatic missions under
close direction of the CEO. Linking the new office to liaisons in the different subsidiaries should
also guarantee that headquarters and subsidiaries closely cooperate in this sensitive field of
operation. Further strengthening of values and ethics linked to business diplomacy could be
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22. 22
expected from CEOs who take an active interest in this strategically important function and
accordingly support the new office’s operations through appropriate rewards and sanctions and
corresponding internal communication campaigns.
Conclusion
Globalization offers business opportunities to companies around the world. However,
growing internationalization has become increasingly complex. Managing effectively the
interface between multiple business units and their respective host-country governments requires
business competencies which go well beyond the basic skills range of today’s transnational
manager.
What is needed are the development of a new competency -- Business Diplomacy
Management -- and a new organizational role -- Business Diplomacy Manager. Global managers
need to be competent in business diplomacy and successfully represent the wider interests of a
global company at international organizations, non-governmental organizations, communities,
media and multiple host governments.
Business Diplomacy Managers, in contrast to lobbying firms and public affairs functions,
offer a better synergy of business interests, corporate values and the management interface with
external constituencies and pressure groups. Business Diplomacy Managers straddle both worlds
of business and diplomacy making a global company more proactive and less crisis prone to the
outside world. Synergy between business and diplomacy requires the full attention of global
companies today.
Global companies can successfully implement their global strategy and preserve their
reputational capital by ensuring adequate supply of diplomatic know-how. This could be done
through in-house training & development and through the setting up of a Business Diplomacy
Management Office under the direct supervision of the CEO. In addition, close links to the heads
of business units and the heads of a global company’s many foreign subsidiaries need to be
established. An interactive Business Diplomacy information system also needs to be installed to
build up an internal knowledge base. Lastly, to ensure a more proactive stance in handling non-
business stakeholders, working relations should also be set up to coordinate dialogues between
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23. 23
the Business Diplomacy Management Office and the Strategic Planning Unit of global
companies.
Acknowledgements
The authors would like to thank the editor, Sheila Puffer, and Associate Editor, James
Campbell Quick, two anonymous reviewers, Nigel Holden, Susan Schneider and Mary Weed
for their critical feedback and invaluable comments and very helpful advise on earlier drafts
of this article.
Endnotes
1
United Nations Conference Training And Development (UNCTAD). 1998. World Investment Report: Trends
and Determinants. New York, Geneva: United Nations. 41.
2
According to United Nations Conference on Trade and Development, Ibid., the degree of international
involvement of a firm can be measured in various ways. The index of transnationalisation used by UNCTAD is a
composite of three ratios namely foreign assets/total assets, foreign sales/total sales and foreign employment/total
employment.1998, 43.
3
Hofstede, G. 1991. Cultures and Organizations: Software of the Mind. London: McGraw-Hill.
4
Adler, N.J & Bartholomew, S.1992. Managing Globally Competent People. Academy of Management
Executive. 6(3): 526; Puffer, S. M. (Ed.). 1996. Managing Across Cultures: Insights from Fiction and Practice.
Cambridge: Blackwell Publishers Ltd.; Harris, P.R. & Moran, R.T. 1979, 1987. Managing Cultural Differences.
Houston, Tx: Gulf Publishing Co.
5
Gladwin, N. T. & Walter, I. 1980. Multinationals under fire. New York: John Wiley & Sons.
6
When searching the World Wide Web on "stakeholders" related web site, more that 24'000 sites were
found on www.Google.com along. The Internet has become one of the most powerful and affordable tools for
making strategic alliance amongst NGO's and voluntary groups around the world.
7
The term business diplomacy has also been used with different meaning by Hofstede and London. See
Hofstede, G. 1980. Cultures Consequences: International differences in work-related values. Beverly Hill, CA.
& London: Sage; London, M. 1999. Principled Leadership and Business Diplomacy: Values-based strategies
for management development. Westport, Conn: Quorum Books.
8
For more information on the Ogoni position of the conflict, consult website:
www.gem.co.za/ELA/ogoni.fact.html.
10
Shell’s point of view can be accessed at
www.shellnigeria.com/info/People_env/html_versions/relations_t.htm
11
Reported facts based on publications of Financial Times. 1999. C&W: Bid Sets The Cat Among The
Pigeons. June 3 FT summary staff. 1999. Telecoms: C&W clinches IDC takeover. June 16; Tett, G. &
Montagnono, P. 1999. Japan:Tokyo to Welcome Hostile Foreign Bids. June 23; Nakamoto, M. Telecom(s)
Groups feel Lure of Japan: Foreign Providers are looking to the Region to Provide Growth. 28 June. Global
9/pub/Business Diplomats15.doc
24. 24
Archive, ft.com, Companies News/Asia-Pacific; Financial Times. 1999. Tuesday: Ahead of NTT in race for IDC.
Specials/Telecoms Shake Up. June 9.
12
Financial Times. June 16, 1999. Ibid.
13
Financial Times. 1999. Cable & Wireless: Breaking taboos”. Companies News/Lex. June 10;
14
Financial Times. 1999. IDC: Milestone on Japan’s slow road to reform. Companies News/Asia Pacific,
ft.com. June 10.
15
Jones, M.T. 1997. The Institutional Embeddedness of Foreing Direct Investment: An Empirical Analysis.
Journal of Transnational Mangement Development. 3(1), 51-73.
16
This term was first coined by Reich, R. B. 1990. Who is US. Harvard Business Review, 68(1),4.
17
Wartick, S.L. & Wood, D.J. 1998. International Business & Society, Oxford: Blackwell Publ.
18
Petrick, J.A., Scherer, R.F., Brodzinski, J.D., Quinn, J.F. & Ainian, M.F. 1999. Global Leadership skills and
reputational capital: intangible resources for sustainable competitive advantage. Academy of Management Executive.
13(1):58-69.
19
Kynge, J. 1999. US fears on China Hit Motorola chip Plans. Financial Times. World News: Trade. 3
November.
20
United Nations Conference on Trade and Development. 1998. Ibid., 41.
21
Cantwell, J. 1989. Technological Innovation and Multinational Corporations. Oxford: Basil Blackwell.
22
Saner, R. 1991. What History Teaches Us about Negotiation Behavior, (in Dutch), Negotiation Magazine,
IV(2), and in more depth in Saner, R. 1997. Negotiation Techniques (in German), Berne: Haupt Verlag.
23
Saner, R. 1997. Ibid.
24
Another source book on the history of diplomacy is Bély, L. 1998. L’invention de la diplomatie: Moyen Age-
Temps modernes. Presses Universitaires de France.
25
Gore-Booth, L. (Ed). 1979. Satow’s Guide to Diplomatic Practice, 5th Edition. London: Longman Group Ltd.
3
26
Sharp, P. 1998. Who Needs Diplomats? The Problem of Diplomatic Representation, in Modern Diplomacy.
Kurbalija, J. (Ed). Malta: Mediterranean Academy of Diplomatic Studies. 59.
27
Gore-Booth, L., 1979, Satow’s Guide to Diplomatic Practice, London: Longman, p. 451.
28
A good example of protocol applied to a specific country, here France, is Serres, J. 1992. Manuel Pratique de
Protocole. Editions de la Bièvre, France.
29
Feltham, R.G. 1970. Diplomatic Handbook (1st edition), London: Longman.
30
Nicolson, H. 1938. Diplomacy (1st edition). Cambridge: Oxford University Press. 126.
31
A quote from Reich, R.E. 1991. Who is Them. Harvard Business Review, 69(2):79.
32
Denison, D.R., Hooijberg, R. & Quinn, R.E.. 1995. Paradox and Performance: Toward a Theory of Behavioral
Complexity in Managerial Leadership. Organization Science. 6(5): 524-540; Søndergaard, M. 1989. Bag et moderne
erhvervsdiplomati. Organisatoriske Fragmenter, Handelshøjskolen i Århus. 33.
33
Adler, N.J. & Bartholomew, S. 1992. Ibid.
34
Tung, R. 1987. Expatriate Assignments: Enhancing Success and Minimizing Failure. Academy of Management
Executive. 1(2): 117-115.
9/pub/Business Diplomats15.doc
25. 25
35
Peterson, M.F., Smith, P.B., et al. 1995. Role Conflict, Ambiguity and Overload: A 21 Nation Study,
Academy of Management Journal. 38(2): 429-452.
36
For reference on cognition and international relations, see Greenhalgh, L. & Kramer, R. 1990. Strategic
Choice in Conflicts: the Importance of Relationships in Organizations and Nation-States. Kahn; R.L.& Zald, M.M.
(Eds.). Jossey Bass. 181-220; for detailed reference on cognitive functioning and cross-cultural relations, see Yiu, L.
& Saner, R. 2000. Cognitive Requisites of Global Managers: An Understudied Dimension", Human Resource
Development Quarterly, June.
37
“Such individuals must have a broad, nonparochial view of the company and its operations yet a deep
understanding of their own business, country, or functional tasks.” In Bartlett, C.A., & Ghoshal, S. 1992. What is a
Global Manager?. Harvard Business Review. 70(5): 132.
38
For reference see Leigh-Phippard, H. 1999.The Influence of Informal Groups in Multilateral Diplomacy. in
Innovation in Diplomatic Practice. Melissen, J. (Ed). Macmillan Press. 94-100.
39
Schaefer, M. 1995. Berufsbild Diplomat, Baden-Baden: Nomos Verlag.
40
Simpson, S. 1987. Education in Diplomacy: An Instructional Guide, University Press of America.
41
The Mediterranean Academy of Diplomatic Studies in Malta has compiled an exhaustive list of themes
which form the core of diplomatic training called “Diplomatic Index”, see their web site at
www.diploedu.diplomacy.edu/index/default.thm
42
Four main approaches to diplomatic training can be distinguished, namely, Diplomatic Academies (e.g., Latin-
American Diplomatic Institutes), Schools of Foreign Service (e.g., the State Department's Foreign Service Institute,
Georgetown School of Foreign Service), Institutes of International Affairs (e.g., The Netherlands Institute of
International Relations “Clingendael”), and International Training Organizations (e.g., United Nations Institute for
Training and Research – UNITAR). All together there are about sixty diplomatic training centers in the world. In
Meerts, P. 1991. A Short Guide to Diplomatic Training. Clingendale Institute, lists forty institutes at the time. Since
then, various training institutes have been newly founded around the world. These training institutes provide training
exclusively to the foreign services. University programs are not included.
The currently used diplomatic training programs vary from pre-employment to post-employment training.
The former model is used for example by the Austrian Diplomatic Academy in Vienna42, while the later is
applied by the Spanish Escuela Diplomatica in Madrid and by the In-Service Training Institute of the German
Ministry of Foreign Affairs in Bonn.
43
“Fingerspitzengefühl” means being perceptive of environmental cues (feeling/touching with the tip of one’s
fingers).
44
“Weltbild” means having acquired a philosophical view of the world (worldview). Gruber, K. 1983.
Common Denominators of Good Ambassadors, in The Modern Ambassador. Herz, M. (ed.). Institute for the
Study of Diplomacy, Georgetown University. 62.
45
Laboulaye, F. & Laloy, J. 1983. Qualifications of an Ambassador. in The Modern Ambassador. Herz, M. (ed.).
Institute for the Study of Diplomacy, Georgetown University.
46
Saner, R. 1990. Manifestations of Stress and Its Impact on the Humanitarian Work of the ICRC Delegates.
Journal of the International Society of Political Psychology. 1(4).
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47
Hamel, G. Prahalad, C.K. 1994. Competing for the Future. Boston: Harvard Business School Press.
.
About the Authors
Raymond Saner, PhD has 20 years of experience training and coaching in business and
diplomatic negotiations and conflict resolution in Europe, North America, Asia, Africa and Latin
America. He consults national diplomatic training institutions, intergovernmental organizations
and transnational companies. As director of the Centre for Socio-Economic Development in
Geneva, he also teaches at the Economic Science Centre of Basle University, Switzerland.
Contact: saner@csend.org
Lichia Yiu, EdD has 15 years of consulting and teaching experience in leadership
development, cross-cultural communication and organizational renewal in Asia, North America,
Western Europe, and Africa. She designs and supports learning processes with cross-border
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27. 27
teams. She is a partner of Organizational Consultants Ltd., Hong Kong and President of the
Centre for Socio-Economic Development in Geneva. Contact: yiu@csend.org
Mikael Sondergaard, PhD teaches and researches in the area of international management
with a focus on cross-cultural issues and consults transnational companies in Nordic countries
and in Western Europe. He is an associate professor at the Department of Management of
Odense University in Denmark. Contact: mso@busieco.ou.dk
Appendix:
Business School Education Education at Diplomatic Business Diplomacy Management
Academies (Competencies)
General Management History of Diplomacy Knowledge of diplomatic
instruments
Capacities in influencing of
diplomatic process
Strategic Management Treaty Making Knowledge of key international
business related legal standards
Capacities in influencing standard
setting at key international
organisations (WTO, ILO, UNEP,
WIPO, OECD).
Management Accounting International Law Knowledge of the functioning of
international law & arbitration
Knowledge of the impact of
"Corporate Reporting to
Stakeholders"
Financial Management International Economics Knowledge of the history & logic of
non-US economic theories and
practices
Knowledge of the influence of
international financial institutions
(IMF, WB, Paris Club, London
Club, US FRB, BIS)
Human Resource Management International and Supranational Knowledge of the structure and
Organisations decision making process of
supranational organizations (UN,
EU, NAFTA, ASEAN etc)
Capacity to influence these
supranational organizations through
direct or indirect means
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28. 28
Marketing Regional & Country Studies Knowledge of the interplay between
economics, politics & culture by
region or country
Capacity to promote a proactive
perspective in the region regarding
business diplomacy
International Management Theory of International Relations Knowledge of the decision making
& Contemporary History process of key countries (domestic
and foreign)
Capacity in conducting political risk
analysis regarding key stakeholders
of the investment project
Operations Management Managing Delegations, Embassies Knowledge of the mechanisms of
& Consulates international crisis management and
corresponding role of diplomacy
and government
Capacity to intervene on behalf of
the company
Information Management Interaction with Media Mastering public speaking and
media (key note speeches, TV
interviews, press conferences etc)
Managing a Business Diplomacy
Information System which supports
strategic planning regarding
stakeholder management
Organizational Behavior & Change Negotiation skills (bilateral, Managing & influencing
multilateral, plurilateral) international negotiations (bilateral,
multilateral, plurilateral)
Quantitative Methods Diplomatic Behavior & Protocol Mastering diplomatic practices &
Contemporary History protocol
Mastering analytic tools, e.g.,
stakeholder analysis, scorecard on
stakeholder satisfaction, scenario
planning, etc.
Table 1 Business Diplomacy Management: Key Competencies
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29. Note: This publication has been made available by CSEND.org with the agrement of the author.
The Centre for Socio-Eco-Nomic Development (CSEND) aims at
promoting equitable, sustainable and integrated development through dialogue and
institutional learning.
Diplomacy Dialogue is a branch of the Centre for Socio-Eco-Nomic Development
(CSEND), a non-profit R&D organization based in Geneva, Switzerland since 1993.