market entry and expansion
Keith D. Brouthers
INTRODUCTION
Although business expansion into global markets
has grown rapidly in the past few decades,
research in the area has lagged. Foreign market
entry and expansion entails a number of impor-
tant marketing strategy decisions including
(i) selection of specific target countries, (ii)
structuring of foreign subsidiary units, and (iii)
management of foreign operations. In this article,
we focus on the decision about structuring of
international subsidiary units, often referred to
as entry-mode choice. Research in this area has
tended to focus almost exclusively on firm- and
country-specific characteristics, showing little
interest in the effects of marketing strategy,
and managerial decision-making behavior (see
INTERNATIONAL MARKETING CHANNELS).
Brouthers and Hennart (2007) provide a detailed
review of the entry-mode literature and suggest
that scholars have tended to concentrate on
rational models of strategic choice, ignoring
behavioral aspects. Further, Canabal and White
(2008) in their review note that most interna-
tional entry-mode research has been published
in international business and management jour-
nals with only a few contributions in marketing
research outlets. This may explain why critically
important issues involving marketing strategy
have been virtually ignored by researchers so far.
International entry-mode choice, like other
marketing strategy decisions, is influenced by a
multitude of factors. These can be classified into
three distinct groups (Figure 1): firm/country
characteristics, top management team effects,
and marketing strategy fit. The main theoretical
perspectives that have been applied to the
entry-mode decision – transaction cost analysis,
resource-based view (RBV), and institutional
theory – focus on firm and country character-
istics. These theories do an excellent job of
explaining how differences in country char-
acteristics, such as institutional environments
(Brouthers, 2002), and firm characteristics, like
resource advantages (Brouthers, Brouthers, and
Werner, 2008a), lead to specific entry-mode
choices. What these theories and related
Country -
firm effects
TMT
effects
Marketing
strategy
effects
Figure 1 Dimensions of entry-mode choice.
research studies do not do is to help explain how
marketing strategy issues as well as managerial
decision-making processes and influences play
a part in the entry-mode decision.
In this article, we provide a short overview of
the existing entry-mode research and elaborate
on areas where future marketing research can
make an important contribution. Before we begin
the review, we define some of the key terms and
concepts that lie behind this research area.
KEY TERMS AND CONCEPTS
Entry modes – also referred to as channel choice,
channel selection, modes of entry, or entry struct-
ures– vary along a continuum of risk and control
(Brouthers and Hennart, 2007). At the high end
are wholly owned subsidiary units .
This document summarizes and critically analyzes five major theories on the choice of foreign market entry mode: the stage of development model, transaction cost analysis model, ownership-location-internalization model, organization capacity model, and decision making process model. It discusses the strengths and weaknesses of each theory based on empirical studies testing them. There are inconsistencies between the theories and between theories and empirical results, calling for further research to better understand factors influencing entry mode choice.
This document summarizes a research paper that explored how prices are set in the Greek services sector. The researchers conducted interviews with 170 companies across six services industries. They found that the most common pricing methods were cost-plus pricing and pricing based on competitors' average prices. Service cost and competitors' prices were the most important factors considered when setting prices. However, the researchers note that pricing should consider additional factors like customers and be treated more holistically. The study provides initial insights into pricing practices in Greece but may not generalize to other countries.
This document provides a literature review on the motives and outcomes of mergers and acquisitions (M&A). It discusses several theories that attempt to explain M&A motives, including monopoly theory, efficiency theory, valuation theory, and empire building theory. Common motives for M&A include growth, synergies, economies of scale, increased market power, and improved management efficiency. However, some motives like managerial hubris and agency problems can potentially destroy shareholder value. The document also examines different methodologies used to analyze M&A, including whether they increase, decrease, or have uncertain impacts on shareholder value.
Voola, R., & OCass, A. (2010). Implementing competitive strategie.docxdickonsondorris
Voola, R., & O'Cass, A. (2010). Implementing competitive strategies: The role of responsive and proactive market orientations.European Journal of Marketing, 44(1/2), 245–266. doi: 10.1108/03090561011008691 (ProQuest Document ID: 237032252)
Introduction
Organising marketing activities in ways that successfully enable business strategy implementation is recognised as one of the most difficult challenges facing managers [...] and researchers know little about how marketing activities should be organised to enable business strategy implementation or how this affects performance ([85] Vorhies and Morgan, 2003, p. 100).
A fundamental objective of marketing strategy research is to examine and better understand how firms develop and sustain competitive advantage, and how this leads to better firm performance outcomes ([45] McNaughton et al. , 2002). However, as the above extract from [85] Vorhies and Morgan (2003) indicates, implementation is a critical issue requiring much more attention. With regard to competitive advantage and firm performance, market orientation has been identified as a key issue. As such, market orientation as a firm capability has been studied extensively in the context of how firms develop and sustain competitive advantages. However, there still exists a research gap in understanding how market orientation fits in the implementation of competitive strategies (e.g. [34] Homburg et al. , 2004). In particular, because the relationship between marketing and strategic management is axiomatic ([53] Morgan and Strong, 1998) and the contribution of marketing to corporate strategy is under-researched ([65] Olson et al. , 2005), understanding the relationships between market orientation and competitive strategies is crucial to understanding how market orientation contributes to firm performance ([83] Vijande et al. , 2005). Furthermore, [34] Homburg et al. (2004) argue that although examining the role of market orientation in the relationship between competitive strategies and firm performance is important, understanding the role of market orientation when a firm simultaneously attempts to achieve differentiation and cost-leadership is vital.
Although previous studies have examined the relationships among differentiation strategy, cost-leadership strategy, market orientation and new product activity ([27] Frambach et al. , 2003) and differentiation, market orientation and firm performance ([34] Homburg et al. , 2004), existing research has not simultaneously examined the relationships between differentiation, cost-leadership competitive strategies, responsive market orientation (RMO), proactive market orientation (PMO) and firm performance. The issue of simultaneity is particularly important because in most circumstances, the constructs derive their essence from the conceptual (nomological) network in which they are rooted. Furthermore, in reality, a firm may choose one or adopt both differentiation and cost-leadership competitive st ...
Collaborative and Competitive Actions within Highly Concentrated Industries: ...inventionjournals
This paper focuses on the antecedents of the range of competitive actions taken by firms under game-theoretic circumstances and conditions. Game-theoretic conditions exist in presence of a zero-sum competitive environment where competitors lack information about their competitors’ capabilities, capacities, and intentions. In this study, the Iranian cement industry has been selected as since it represents a highly concentrated industry setting with limited potential for growth and a fierce internal competition. The findings of this qualitative study shed light onto the antecedents and logic of decisions leading to competitive actions such as acquisitions, divestments, buyouts, and new investments during a ten-year period, 1997-2007.
A Comprehensive Literature Review In Competitive Advantages Of BusinessesSarah Adams
This document provides a comprehensive literature review of 59 articles on competitive advantages of businesses from eight fields: strategic management, strategic marketing management, marketing management, information technology, knowledge management, resource-based theory, entrepreneurship, and human resource management. The majority of the reviewed articles found that businesses employ Porter's three strategies - differentiation, focus, and cost leadership - to gain competitive advantages, with differentiation being the most commonly utilized strategy. Simultaneous use of all three strategies was rare. The review identified factors like knowledge management, information technology use, skilled human resources, supplier relationships, and new product development as ways that businesses achieve competitive advantages.
The fundamentals ofstandardizing global marketingstrateg.docxoreo10
The fundamentals of
standardizing global marketing
strategy
Nanda K. Viswanathan
Delaware State University, Dover, Delaware, USA, and
Peter R. Dickson
Florida International University, Miami, Florida, USA
Abstract
Purpose – To examine issues of standardization and adaptation in global marketing strategy and to
explain the dynamics of standardization.
Design/methodology/approach – This is a conceptual research paper that has been developed
based on gaps in prior frameworks of standardization/adaptation. A three-factor model of
standardization/adaptation of global marketing strategy was developed. The three factors include
homogeneity of customer response to the marketing mix, transferability of competitive advantage, and
similarities in the degree of economic freedom.
Findings – The model through the use of feedback effects explains the dynamics of standardization.
Research limitations/implications – Future research needs to empirically test the model. To
enable empirical validation, reliable and valid measures of the three factors proposed in the model need
to be developed. Additionally, the model may be used in future research to delineate the impact a
variable may have on the ability of a firm to follow a standardized global marketing strategy.
Practical implications – The three-factor model aids decisions relating to standardization in a
global marketing context.
Originality/value – The paper furthers the discussion on the issue of standardization. Through the
identification of three factors that impact standardization/adaptation decisions, and the consideration
of feedback effects, the paper provides a foundation for future research addressing the issue.
Keywords Marketing strategy, Standardization, Modelling, International business
Paper type Research paper
Introduction
The increase in world trade, an increasing integration of the world’s major economies,
and the onward march of globalization, will mean that decisions on standardization
and adaptation of marketing strategies will continue to be an important issue
for academic research and marketing practice. In spite of the substantial research on
standardization/adaptation of marketing strategy for over 40 years, the theoretical
foundation for standardization/adaptation research remains weak (Ryans et al., 2003).
There has been with the exception of Jain (1989), Cavusgil et al. (1993) and Johnson and
Arunthanes (1995) little attempt to develop a theoretical framework that would be
informative on standardization issues. In addition, the existing theoretical foundations
of standardization “center on the perception of consumer homogeneity and/or the
movement toward homogeneity” (Ryans et al., 2003). While consumer homogeneity is
an important issue, the dimensions of marketing strategy go beyond a consideration of
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0265-1335.htm
IMR
24,1
46
Received February 2004
Revised February ...
The study of the effects of the pricing policies on an organizations profit: ...EECJOURNAL
The main purpose of this research is to examine the influence of pricing policies on organizations’ profit. The researcher applied a quantitative method to analyze the data in this study, the researcher prepared questionnaire and distributed in the different organizations located in Erbil. The survey was divided into two sections; the first section was demographic analysis which started with respondent’s age, gender, and level of education. The second section of survey consisted of 32 questions concerning pricing policies and its impact on organization profit. 89 participants were involved in the current study; however the researcher used SPSS software in order to analyze the gathered data. Moreover, the researcher aimed to develop the main research hypothesis which stated that there is a positive and significant impact of pricing policies on organization profit. The result of a simple regression analysis demonstrates that the value B for pricing policy is .712 which is greater than .0001 this proves that the main research hypothesis is supported which stated that the there is a positive and significant impact of pricing policy on organization profit.
This document summarizes and critically analyzes five major theories on the choice of foreign market entry mode: the stage of development model, transaction cost analysis model, ownership-location-internalization model, organization capacity model, and decision making process model. It discusses the strengths and weaknesses of each theory based on empirical studies testing them. There are inconsistencies between the theories and between theories and empirical results, calling for further research to better understand factors influencing entry mode choice.
This document summarizes a research paper that explored how prices are set in the Greek services sector. The researchers conducted interviews with 170 companies across six services industries. They found that the most common pricing methods were cost-plus pricing and pricing based on competitors' average prices. Service cost and competitors' prices were the most important factors considered when setting prices. However, the researchers note that pricing should consider additional factors like customers and be treated more holistically. The study provides initial insights into pricing practices in Greece but may not generalize to other countries.
This document provides a literature review on the motives and outcomes of mergers and acquisitions (M&A). It discusses several theories that attempt to explain M&A motives, including monopoly theory, efficiency theory, valuation theory, and empire building theory. Common motives for M&A include growth, synergies, economies of scale, increased market power, and improved management efficiency. However, some motives like managerial hubris and agency problems can potentially destroy shareholder value. The document also examines different methodologies used to analyze M&A, including whether they increase, decrease, or have uncertain impacts on shareholder value.
Voola, R., & OCass, A. (2010). Implementing competitive strategie.docxdickonsondorris
Voola, R., & O'Cass, A. (2010). Implementing competitive strategies: The role of responsive and proactive market orientations.European Journal of Marketing, 44(1/2), 245–266. doi: 10.1108/03090561011008691 (ProQuest Document ID: 237032252)
Introduction
Organising marketing activities in ways that successfully enable business strategy implementation is recognised as one of the most difficult challenges facing managers [...] and researchers know little about how marketing activities should be organised to enable business strategy implementation or how this affects performance ([85] Vorhies and Morgan, 2003, p. 100).
A fundamental objective of marketing strategy research is to examine and better understand how firms develop and sustain competitive advantage, and how this leads to better firm performance outcomes ([45] McNaughton et al. , 2002). However, as the above extract from [85] Vorhies and Morgan (2003) indicates, implementation is a critical issue requiring much more attention. With regard to competitive advantage and firm performance, market orientation has been identified as a key issue. As such, market orientation as a firm capability has been studied extensively in the context of how firms develop and sustain competitive advantages. However, there still exists a research gap in understanding how market orientation fits in the implementation of competitive strategies (e.g. [34] Homburg et al. , 2004). In particular, because the relationship between marketing and strategic management is axiomatic ([53] Morgan and Strong, 1998) and the contribution of marketing to corporate strategy is under-researched ([65] Olson et al. , 2005), understanding the relationships between market orientation and competitive strategies is crucial to understanding how market orientation contributes to firm performance ([83] Vijande et al. , 2005). Furthermore, [34] Homburg et al. (2004) argue that although examining the role of market orientation in the relationship between competitive strategies and firm performance is important, understanding the role of market orientation when a firm simultaneously attempts to achieve differentiation and cost-leadership is vital.
Although previous studies have examined the relationships among differentiation strategy, cost-leadership strategy, market orientation and new product activity ([27] Frambach et al. , 2003) and differentiation, market orientation and firm performance ([34] Homburg et al. , 2004), existing research has not simultaneously examined the relationships between differentiation, cost-leadership competitive strategies, responsive market orientation (RMO), proactive market orientation (PMO) and firm performance. The issue of simultaneity is particularly important because in most circumstances, the constructs derive their essence from the conceptual (nomological) network in which they are rooted. Furthermore, in reality, a firm may choose one or adopt both differentiation and cost-leadership competitive st ...
Collaborative and Competitive Actions within Highly Concentrated Industries: ...inventionjournals
This paper focuses on the antecedents of the range of competitive actions taken by firms under game-theoretic circumstances and conditions. Game-theoretic conditions exist in presence of a zero-sum competitive environment where competitors lack information about their competitors’ capabilities, capacities, and intentions. In this study, the Iranian cement industry has been selected as since it represents a highly concentrated industry setting with limited potential for growth and a fierce internal competition. The findings of this qualitative study shed light onto the antecedents and logic of decisions leading to competitive actions such as acquisitions, divestments, buyouts, and new investments during a ten-year period, 1997-2007.
A Comprehensive Literature Review In Competitive Advantages Of BusinessesSarah Adams
This document provides a comprehensive literature review of 59 articles on competitive advantages of businesses from eight fields: strategic management, strategic marketing management, marketing management, information technology, knowledge management, resource-based theory, entrepreneurship, and human resource management. The majority of the reviewed articles found that businesses employ Porter's three strategies - differentiation, focus, and cost leadership - to gain competitive advantages, with differentiation being the most commonly utilized strategy. Simultaneous use of all three strategies was rare. The review identified factors like knowledge management, information technology use, skilled human resources, supplier relationships, and new product development as ways that businesses achieve competitive advantages.
The fundamentals ofstandardizing global marketingstrateg.docxoreo10
The fundamentals of
standardizing global marketing
strategy
Nanda K. Viswanathan
Delaware State University, Dover, Delaware, USA, and
Peter R. Dickson
Florida International University, Miami, Florida, USA
Abstract
Purpose – To examine issues of standardization and adaptation in global marketing strategy and to
explain the dynamics of standardization.
Design/methodology/approach – This is a conceptual research paper that has been developed
based on gaps in prior frameworks of standardization/adaptation. A three-factor model of
standardization/adaptation of global marketing strategy was developed. The three factors include
homogeneity of customer response to the marketing mix, transferability of competitive advantage, and
similarities in the degree of economic freedom.
Findings – The model through the use of feedback effects explains the dynamics of standardization.
Research limitations/implications – Future research needs to empirically test the model. To
enable empirical validation, reliable and valid measures of the three factors proposed in the model need
to be developed. Additionally, the model may be used in future research to delineate the impact a
variable may have on the ability of a firm to follow a standardized global marketing strategy.
Practical implications – The three-factor model aids decisions relating to standardization in a
global marketing context.
Originality/value – The paper furthers the discussion on the issue of standardization. Through the
identification of three factors that impact standardization/adaptation decisions, and the consideration
of feedback effects, the paper provides a foundation for future research addressing the issue.
Keywords Marketing strategy, Standardization, Modelling, International business
Paper type Research paper
Introduction
The increase in world trade, an increasing integration of the world’s major economies,
and the onward march of globalization, will mean that decisions on standardization
and adaptation of marketing strategies will continue to be an important issue
for academic research and marketing practice. In spite of the substantial research on
standardization/adaptation of marketing strategy for over 40 years, the theoretical
foundation for standardization/adaptation research remains weak (Ryans et al., 2003).
There has been with the exception of Jain (1989), Cavusgil et al. (1993) and Johnson and
Arunthanes (1995) little attempt to develop a theoretical framework that would be
informative on standardization issues. In addition, the existing theoretical foundations
of standardization “center on the perception of consumer homogeneity and/or the
movement toward homogeneity” (Ryans et al., 2003). While consumer homogeneity is
an important issue, the dimensions of marketing strategy go beyond a consideration of
The current issue and full text archive of this journal is available at
www.emeraldinsight.com/0265-1335.htm
IMR
24,1
46
Received February 2004
Revised February ...
The study of the effects of the pricing policies on an organizations profit: ...EECJOURNAL
The main purpose of this research is to examine the influence of pricing policies on organizations’ profit. The researcher applied a quantitative method to analyze the data in this study, the researcher prepared questionnaire and distributed in the different organizations located in Erbil. The survey was divided into two sections; the first section was demographic analysis which started with respondent’s age, gender, and level of education. The second section of survey consisted of 32 questions concerning pricing policies and its impact on organization profit. 89 participants were involved in the current study; however the researcher used SPSS software in order to analyze the gathered data. Moreover, the researcher aimed to develop the main research hypothesis which stated that there is a positive and significant impact of pricing policies on organization profit. The result of a simple regression analysis demonstrates that the value B for pricing policy is .712 which is greater than .0001 this proves that the main research hypothesis is supported which stated that the there is a positive and significant impact of pricing policy on organization profit.
This document is a master's thesis that examines how the nationality of an M&A target company affects the probability of a pre-merger deal failure. Specifically, it analyzes deals proposed by Dutch bidders with targets in the Netherlands, UK, or US from 2003-2015. It reviews literature suggesting cultural differences and regulatory environments may influence deal completion rates. The thesis will use a logit model to test if factors representing the restrictiveness of merger regulation, effectiveness of legislation, and ease of contract enforcement in the target country mediate the relationship between nationality and failure probability. It also analyzes how late-stage mergers are associated with failure likelihood, regardless of nationality. The results aim to provide guidance to companies on country-specific factors
Feedback from peersThanks so much for your response. Very welChereCheek752
Feedback from peers
“Thanks so much for your response. Very well done!
I like the competitive forces model and the broad factor analysis which are models that other students have not really discussed.
All of these models can add value. The important thing if the company has the resources in an ideal world is perhaps use both models or multiple models.
If you know anything about research if you do different types of research focused on the same topic and come up with the same answers then you know you've done a good job!”
__________________________
“Great post, I enjoyed reading about the competitive forces model and the broad factors analysis. I agree with you that this is a great tool to use to include the internal and external factors. Politics should certainly be understood before entering into a foreign country and setting up camp. Learning about the macro-environmental factors would indeed need to be known to understand the impact of the environmental surroundings of where you would intend to expand globally (Corporate Finance Institute, 2021).
The competitive forces model is also extremely pertinent as you mention. Knowing the competition and the current market is crucial to the success of the organization. I appreciate that you talk about how difficult entry gives you a competitive advantage. I don't know if I understood that before, but you make a very good point in that regard. So with the difficult entry the contract agreement, is longer and there are better benefits offered? “
__________________________
PEER Discussion post
After reviewing the response of Deborah, I also collaborate with her opinion that there are still more positive ideas that can lead to improvements in the global market planning strategies. The adoption of technology can lead to various promotions in conjunction with the local production at the international business. Different decisions made by the stakeholders are mostly triggered by the level of competition that exists on the organization's premises. Moreover, the present-day global competition entails some aspects which evaluate the market share. On most occasions, several organization strategies, including the multinational rivals, do not differ looking at the approaches, productivity, and experience.
Following the previous meeting with Deborah, I learned various aspects which as a team, we should all bear in mind, and these aspects entail the most suitable approaches concerning the movement in connection with more formal analysis (Harrison, Freitas, Drinnan, Campos, Masci, di Maria & Whitaker, 2019). With the traditional analysis approaches, one can better understand because the visual elements pictorial are always running in one's mind. Although the formal analysis aspect takes much or longer time to express certain information, it provides evaluations and definitions which don't require clerical explanations (Turkmen, den Hartog, Ranise, & Zannone, 2017).
Following the Tiffany and mike suggestion ...
This document summarizes research on factors that influence the successful implementation of mergers and acquisitions. It reviews literature from economics, finance, strategic management, and behavioral perspectives. Key findings include:
1) Research shows fewer than 20% of mergers and acquisitions achieve their desired objectives due to issues like unrealistic expectations, poor planning, talent loss, and cultural clashes during integration.
2) Significant research has explored factors like organizational culture, personnel morale, and career impacts, but human and organizational dynamics remain less explored than strategic and technological dimensions.
3) A landmark study of over 50 mergers identified problems like underestimating integration challenges, destruction of core competencies, and cultural clashes triggering stress as primary causes of
The document discusses tools for conducting external analysis, including PESTEL, Porter's Five Forces framework, industry life cycles, and strategic group, market, and segment analysis. PESTEL involves analyzing political, economic, social, technological, environmental, and legal factors in the macro-environment. Porter's Five Forces examines competitive rivalry, potential new entrants, substitutes, suppliers, and buyers. Industry analysis also considers life cycles and competitive dynamics. Competitor profiling involves strategic groups and evaluating market segments. External analysis breaks down the external environment to understand industry trends and competitive forces.
This document presents a research model exploring the relationships between geographic scope, product diversification, proprietary assets, and corporate performance of Japanese firms. The model incorporates both antecedents and consequences of geographic scope. Six main hypotheses are developed: 1) Industry profitability is negatively related to product diversification. 2) Product diversification is negatively related to firm performance. 3) Product diversification is negatively related to R&D and advertising intensity. 4) R&D and advertising intensity are positively related to geographic scope. 5) Geographic scope is positively related to firm performance. 6) R&D and advertising intensity are positively related to firm performance. The model will be tested using data on 399 Japanese manufacturing firms.
The impact of management commitment alignment on salespersons' adoption of sales force automation technologies: An empirical investigation by Robert Cascio, Babu John Mariadoss , Nacef Mouri
This document discusses strategic marketing planning. It addresses identifying environmental factors that can influence strategy, identifying market segments through research, and how to approach specific segments. Market research methods can be used to gain insight into customer needs and purchase decisions. Both secondary data sources and primary research like surveys can help identify relevant market segments defined by variables like demographics. How segments are approached depends on understanding consumer wants and needs as revealed through research.
This article examines how the market structure impacts the pricing objectives of service firms. It reviews literature on pricing objectives and market structure factors. The study aims to empirically investigate how market structure influences the pricing objectives pursued by service companies. Data was collected through interviews with 170 service firms across six sectors in Greece. The findings show that firms prioritize objectives around maintaining existing customers and attracting new ones to ensure long-term market position, while also considering financial factors. The impact of market structure on pricing objectives is examined.
The main objective of this study was to establish the effect of Mergers and Acquisition (M&A) on a firm’s competitive advantage in the IT industry. A descriptive research approach was adopted with a target population comprising of all employees atHewlett Packard Company (HP) in Nairobi, Kenya.Horizontal mergers were found to be the most common types of mergers. These mergers weremainly driven by external economies of scale, market power, combined complimentary resources and customer service quality. The findings also established that the major elements of competitive advantage were volume of transactions and markets share. External economies of scale, market power and combined complimentary resources contributed positively to competitive advantage while surplus funds and idle resources did not drive competitive advantage. Based on the study,researchers recommended that decisions on M&A should be based on first understanding which facets of the business will be driven by the M&A in order to derive a competitive advantage. In addition, there is need for companies to do progress evaluation of the M&A specifically to review its impact on competitive advantage.
The document discusses various strategic analysis tools used to evaluate organizations and formulate business strategy, including PEST analysis, SWOT analysis, Porter's five forces model, value chain analysis, and scenario planning. It also covers the processes of strategic planning, formulation, implementation, and evaluation. These tools and processes are then applied in a case study analysis of the mobile network operator Ufone in Pakistan to assess its strengths, weaknesses, opportunities, threats, and overall strategic position.
Strategic fit among business competitive strategy, human resource strategy, a...phobicmistake8593
- The document discusses the strategic fit between a firm's business competitive strategy, human resource strategy, and reward system. It specifically examines Porter's three generic business strategies of cost leadership, differentiation, and focus.
- For each business strategy, the document proposes a corresponding human resource strategy and reward system. The human capital reward system is proposed to fit with a differentiation strategy by encouraging employee development and innovation. Ensuring strategic fit among the three elements can enhance organizational performance and competitive advantage.
This document summarizes a research study that examined how Chinese hotels implement Porter's generic strategies of differentiation and cost leadership, and the impact of these strategies on financial performance and customer satisfaction. The study found that differentiation positively influences customer satisfaction in Chinese hotels, but cost leadership does not significantly impact either financial performance or customer satisfaction. The document provides background on Porter's generic strategies, the Chinese hotel industry, prior research, and defines the variables of organizational performance, financial performance, and customer satisfaction in the hotel industry.
The document provides an overview of various marketing research and analysis tools including PESTEL analysis, SWOT analysis, segmentation, target markets, value propositions, competitive advantages, Hofstede's cultural dimensions, and the marketing mix (4Ps). It discusses how these concepts are used to evaluate business opportunities and develop effective marketing strategies when expanding into global markets. Key factors that must be considered for international market entry such as target markets, entry mode, timing, and exit strategies are also summarized.
This study examines changes over 4 years in inter-firm cooperation and social networks in Chile's salmon farming cluster. It finds that while access to skilled labor and joint product development intensified, most dimensions of cooperation did not significantly change or decreased over time. Contrary to expectations, firms acted more individualistically in areas impacting competitive advantage. Overall cooperation trends less rather than more, despite literature highlighting benefits. Lessons include the need for trade associations to facilitate informal social interactions to potentially foster further cooperation.
This document discusses a study of factors that influence analysts' decisions when conducting fundamental analysis of stocks on the Tehran Stock Exchange. It begins by providing background on fundamental analysis and previous related research. The study aims to identify which of three factors - economy/market, industry, or firm-related - have the greatest influence on analysts' decisions. It uses a questionnaire to collect data from analysts and SPSS software to analyze the results. The results indicate that firm-related factors like earnings per share, profit margins, and price-to-earnings ratios have the highest importance, followed by economy/market factors and then industry factors.
A Review On The State Of Methodological Trends In International Marketing Lit...Dustin Pytko
This document summarizes a review of methodological trends in international marketing literature from 1990 to 2012. The review analyzed 1787 research papers across seven established research streams of international marketing. It found that quantitative research designs were favored, with 1219 papers using quantitative methods and 568 using qualitative methods. In general, the review concluded that while research in international marketing has grown, the methodological domain still lacks a significant theoretical basis to guide research in this area.
This document summarizes a master's thesis project that examines how organizations structure and produce rational investment decisions. Specifically, it looks at two industries - manufacturing and investment - to compare how they define and standardize rationality in their investment processes. The study uses a qualitative approach and theoretical framework of performativity to understand how economic theory, tools, actors and other factors work together to construct rational investment decisions in practice. It aims to provide new insights into how normative economic theory is applied to and shapes real-world investment activities.
Porters (1980) Generic Strategies as Determinants of Str.docxgertrudebellgrove
Porter's (1980) Generic Strategies as Determinants of Strategic Group Membership and
Organizational Performance
Author(s): Gregory G. Dess and Peter S. Davis
Source: The Academy of Management Journal, Vol. 27, No. 3 (Sep., 1984), pp. 467-488
Published by: Academy of Management
Stable URL: https://www.jstor.org/stable/256040
Accessed: 21-01-2020 17:35 UTC
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide
range of content in a trusted digital archive. We use information technology and tools to increase productivity and
facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at
https://about.jstor.org/terms
Academy of Management is collaborating with JSTOR to digitize, preserve and extend access
to The Academy of Management Journal
This content downloaded from 173.67.27.43 on Tue, 21 Jan 2020 17:35:10 UTC
All use subject to https://about.jstor.org/terms
?Academy of Management Journal
1984, Vol. 27, No. 3, 467-488.
Porter's (1980) Generic Strategies
as Determinants of
Strategic Group Membership
and Organizational Performance1
GREGORY G. DESS
Florida State University
PETER S. DAVIS
University of Oregon
A multimethod, multivariate analysis of "intended"
strategies provides empirical support for the presence of
strategic groups based upon Porter's (1980) generic strat-
egies. Variations in intraindustry profitability and growth
are found to be related to strategic group membership.
Firms identified with at least one generic strategy outper-
formed firms identified as "stuck in the middle."
The primary purpose of this paper is to demonstrate the viability and
usefulness of categorizing firms within an industry into strategic groups
on the basis of their intended strategies. These intended strategies may be
identified on the basis of Porter's (1980) generic strategies-differentia-
tion, overall low cost, and focus. This study consists of three distinct but
interrelated phases. Phase 1, the field study, examines the relationship be-
tween a firm's "intended or espoused" (Mintzberg, 1978) strategy-rep-
resented by the competitive methods (e.g., competitive pricing) considered
most important by the firm's top management team-and the presence of
strategic orientations within an industry. These strategic orientations are
classified on the basis of which of the three alternative generic strategies
they appear to represent most closely. Phase 2 consists of a panel of ex-
perts who assess the importance of each of the identified competitive
methods for each generic strategy. The use of this panel serves to corroborate
the researchers' inferences drawn from the field study. Phase 3 uses the
perceptions of the chief executive officers to cluster firms that exhibit a
'The authors wish to express ...
Milestones Navigating Late Childhood to AdolescenceFrom the m.docxjessiehampson
Milestones: Navigating Late Childhood to Adolescence
From the movie, Lila, Eight to Thirteen in this week's materials, identify 2–3 developmental milestones Lila reaches, and assess whether or not you think she successfully navigates her way through them as she prepares for adolescence. Support your assertions with evidence from your text and this week's materials.
.
Migration and RefugeesMany immigrants in the region flee persecu.docxjessiehampson
Migration and Refugees
Many immigrants in the region flee persecution and then return after they are liberated. For example, 700,000 Jews were allowed to leave the former Soviet Union and enter Israel in the 1990s. There has also been a migration of Palestinian people. Discuss the following:
Why do you think that Israel is such an important place for the Jews?
What is the importance of the area to the Palestinians?
What do you think the impact would be on you and your families if you participated in such long-distance migration?
No references needed, need response within 3 hours!
.
More Related Content
Similar to market entry and expansionKeith D. BrouthersINTRODUCTI.docx
This document is a master's thesis that examines how the nationality of an M&A target company affects the probability of a pre-merger deal failure. Specifically, it analyzes deals proposed by Dutch bidders with targets in the Netherlands, UK, or US from 2003-2015. It reviews literature suggesting cultural differences and regulatory environments may influence deal completion rates. The thesis will use a logit model to test if factors representing the restrictiveness of merger regulation, effectiveness of legislation, and ease of contract enforcement in the target country mediate the relationship between nationality and failure probability. It also analyzes how late-stage mergers are associated with failure likelihood, regardless of nationality. The results aim to provide guidance to companies on country-specific factors
Feedback from peersThanks so much for your response. Very welChereCheek752
Feedback from peers
“Thanks so much for your response. Very well done!
I like the competitive forces model and the broad factor analysis which are models that other students have not really discussed.
All of these models can add value. The important thing if the company has the resources in an ideal world is perhaps use both models or multiple models.
If you know anything about research if you do different types of research focused on the same topic and come up with the same answers then you know you've done a good job!”
__________________________
“Great post, I enjoyed reading about the competitive forces model and the broad factors analysis. I agree with you that this is a great tool to use to include the internal and external factors. Politics should certainly be understood before entering into a foreign country and setting up camp. Learning about the macro-environmental factors would indeed need to be known to understand the impact of the environmental surroundings of where you would intend to expand globally (Corporate Finance Institute, 2021).
The competitive forces model is also extremely pertinent as you mention. Knowing the competition and the current market is crucial to the success of the organization. I appreciate that you talk about how difficult entry gives you a competitive advantage. I don't know if I understood that before, but you make a very good point in that regard. So with the difficult entry the contract agreement, is longer and there are better benefits offered? “
__________________________
PEER Discussion post
After reviewing the response of Deborah, I also collaborate with her opinion that there are still more positive ideas that can lead to improvements in the global market planning strategies. The adoption of technology can lead to various promotions in conjunction with the local production at the international business. Different decisions made by the stakeholders are mostly triggered by the level of competition that exists on the organization's premises. Moreover, the present-day global competition entails some aspects which evaluate the market share. On most occasions, several organization strategies, including the multinational rivals, do not differ looking at the approaches, productivity, and experience.
Following the previous meeting with Deborah, I learned various aspects which as a team, we should all bear in mind, and these aspects entail the most suitable approaches concerning the movement in connection with more formal analysis (Harrison, Freitas, Drinnan, Campos, Masci, di Maria & Whitaker, 2019). With the traditional analysis approaches, one can better understand because the visual elements pictorial are always running in one's mind. Although the formal analysis aspect takes much or longer time to express certain information, it provides evaluations and definitions which don't require clerical explanations (Turkmen, den Hartog, Ranise, & Zannone, 2017).
Following the Tiffany and mike suggestion ...
This document summarizes research on factors that influence the successful implementation of mergers and acquisitions. It reviews literature from economics, finance, strategic management, and behavioral perspectives. Key findings include:
1) Research shows fewer than 20% of mergers and acquisitions achieve their desired objectives due to issues like unrealistic expectations, poor planning, talent loss, and cultural clashes during integration.
2) Significant research has explored factors like organizational culture, personnel morale, and career impacts, but human and organizational dynamics remain less explored than strategic and technological dimensions.
3) A landmark study of over 50 mergers identified problems like underestimating integration challenges, destruction of core competencies, and cultural clashes triggering stress as primary causes of
The document discusses tools for conducting external analysis, including PESTEL, Porter's Five Forces framework, industry life cycles, and strategic group, market, and segment analysis. PESTEL involves analyzing political, economic, social, technological, environmental, and legal factors in the macro-environment. Porter's Five Forces examines competitive rivalry, potential new entrants, substitutes, suppliers, and buyers. Industry analysis also considers life cycles and competitive dynamics. Competitor profiling involves strategic groups and evaluating market segments. External analysis breaks down the external environment to understand industry trends and competitive forces.
This document presents a research model exploring the relationships between geographic scope, product diversification, proprietary assets, and corporate performance of Japanese firms. The model incorporates both antecedents and consequences of geographic scope. Six main hypotheses are developed: 1) Industry profitability is negatively related to product diversification. 2) Product diversification is negatively related to firm performance. 3) Product diversification is negatively related to R&D and advertising intensity. 4) R&D and advertising intensity are positively related to geographic scope. 5) Geographic scope is positively related to firm performance. 6) R&D and advertising intensity are positively related to firm performance. The model will be tested using data on 399 Japanese manufacturing firms.
The impact of management commitment alignment on salespersons' adoption of sales force automation technologies: An empirical investigation by Robert Cascio, Babu John Mariadoss , Nacef Mouri
This document discusses strategic marketing planning. It addresses identifying environmental factors that can influence strategy, identifying market segments through research, and how to approach specific segments. Market research methods can be used to gain insight into customer needs and purchase decisions. Both secondary data sources and primary research like surveys can help identify relevant market segments defined by variables like demographics. How segments are approached depends on understanding consumer wants and needs as revealed through research.
This article examines how the market structure impacts the pricing objectives of service firms. It reviews literature on pricing objectives and market structure factors. The study aims to empirically investigate how market structure influences the pricing objectives pursued by service companies. Data was collected through interviews with 170 service firms across six sectors in Greece. The findings show that firms prioritize objectives around maintaining existing customers and attracting new ones to ensure long-term market position, while also considering financial factors. The impact of market structure on pricing objectives is examined.
The main objective of this study was to establish the effect of Mergers and Acquisition (M&A) on a firm’s competitive advantage in the IT industry. A descriptive research approach was adopted with a target population comprising of all employees atHewlett Packard Company (HP) in Nairobi, Kenya.Horizontal mergers were found to be the most common types of mergers. These mergers weremainly driven by external economies of scale, market power, combined complimentary resources and customer service quality. The findings also established that the major elements of competitive advantage were volume of transactions and markets share. External economies of scale, market power and combined complimentary resources contributed positively to competitive advantage while surplus funds and idle resources did not drive competitive advantage. Based on the study,researchers recommended that decisions on M&A should be based on first understanding which facets of the business will be driven by the M&A in order to derive a competitive advantage. In addition, there is need for companies to do progress evaluation of the M&A specifically to review its impact on competitive advantage.
The document discusses various strategic analysis tools used to evaluate organizations and formulate business strategy, including PEST analysis, SWOT analysis, Porter's five forces model, value chain analysis, and scenario planning. It also covers the processes of strategic planning, formulation, implementation, and evaluation. These tools and processes are then applied in a case study analysis of the mobile network operator Ufone in Pakistan to assess its strengths, weaknesses, opportunities, threats, and overall strategic position.
Strategic fit among business competitive strategy, human resource strategy, a...phobicmistake8593
- The document discusses the strategic fit between a firm's business competitive strategy, human resource strategy, and reward system. It specifically examines Porter's three generic business strategies of cost leadership, differentiation, and focus.
- For each business strategy, the document proposes a corresponding human resource strategy and reward system. The human capital reward system is proposed to fit with a differentiation strategy by encouraging employee development and innovation. Ensuring strategic fit among the three elements can enhance organizational performance and competitive advantage.
This document summarizes a research study that examined how Chinese hotels implement Porter's generic strategies of differentiation and cost leadership, and the impact of these strategies on financial performance and customer satisfaction. The study found that differentiation positively influences customer satisfaction in Chinese hotels, but cost leadership does not significantly impact either financial performance or customer satisfaction. The document provides background on Porter's generic strategies, the Chinese hotel industry, prior research, and defines the variables of organizational performance, financial performance, and customer satisfaction in the hotel industry.
The document provides an overview of various marketing research and analysis tools including PESTEL analysis, SWOT analysis, segmentation, target markets, value propositions, competitive advantages, Hofstede's cultural dimensions, and the marketing mix (4Ps). It discusses how these concepts are used to evaluate business opportunities and develop effective marketing strategies when expanding into global markets. Key factors that must be considered for international market entry such as target markets, entry mode, timing, and exit strategies are also summarized.
This study examines changes over 4 years in inter-firm cooperation and social networks in Chile's salmon farming cluster. It finds that while access to skilled labor and joint product development intensified, most dimensions of cooperation did not significantly change or decreased over time. Contrary to expectations, firms acted more individualistically in areas impacting competitive advantage. Overall cooperation trends less rather than more, despite literature highlighting benefits. Lessons include the need for trade associations to facilitate informal social interactions to potentially foster further cooperation.
This document discusses a study of factors that influence analysts' decisions when conducting fundamental analysis of stocks on the Tehran Stock Exchange. It begins by providing background on fundamental analysis and previous related research. The study aims to identify which of three factors - economy/market, industry, or firm-related - have the greatest influence on analysts' decisions. It uses a questionnaire to collect data from analysts and SPSS software to analyze the results. The results indicate that firm-related factors like earnings per share, profit margins, and price-to-earnings ratios have the highest importance, followed by economy/market factors and then industry factors.
A Review On The State Of Methodological Trends In International Marketing Lit...Dustin Pytko
This document summarizes a review of methodological trends in international marketing literature from 1990 to 2012. The review analyzed 1787 research papers across seven established research streams of international marketing. It found that quantitative research designs were favored, with 1219 papers using quantitative methods and 568 using qualitative methods. In general, the review concluded that while research in international marketing has grown, the methodological domain still lacks a significant theoretical basis to guide research in this area.
This document summarizes a master's thesis project that examines how organizations structure and produce rational investment decisions. Specifically, it looks at two industries - manufacturing and investment - to compare how they define and standardize rationality in their investment processes. The study uses a qualitative approach and theoretical framework of performativity to understand how economic theory, tools, actors and other factors work together to construct rational investment decisions in practice. It aims to provide new insights into how normative economic theory is applied to and shapes real-world investment activities.
Porters (1980) Generic Strategies as Determinants of Str.docxgertrudebellgrove
Porter's (1980) Generic Strategies as Determinants of Strategic Group Membership and
Organizational Performance
Author(s): Gregory G. Dess and Peter S. Davis
Source: The Academy of Management Journal, Vol. 27, No. 3 (Sep., 1984), pp. 467-488
Published by: Academy of Management
Stable URL: https://www.jstor.org/stable/256040
Accessed: 21-01-2020 17:35 UTC
JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide
range of content in a trusted digital archive. We use information technology and tools to increase productivity and
facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]
Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at
https://about.jstor.org/terms
Academy of Management is collaborating with JSTOR to digitize, preserve and extend access
to The Academy of Management Journal
This content downloaded from 173.67.27.43 on Tue, 21 Jan 2020 17:35:10 UTC
All use subject to https://about.jstor.org/terms
?Academy of Management Journal
1984, Vol. 27, No. 3, 467-488.
Porter's (1980) Generic Strategies
as Determinants of
Strategic Group Membership
and Organizational Performance1
GREGORY G. DESS
Florida State University
PETER S. DAVIS
University of Oregon
A multimethod, multivariate analysis of "intended"
strategies provides empirical support for the presence of
strategic groups based upon Porter's (1980) generic strat-
egies. Variations in intraindustry profitability and growth
are found to be related to strategic group membership.
Firms identified with at least one generic strategy outper-
formed firms identified as "stuck in the middle."
The primary purpose of this paper is to demonstrate the viability and
usefulness of categorizing firms within an industry into strategic groups
on the basis of their intended strategies. These intended strategies may be
identified on the basis of Porter's (1980) generic strategies-differentia-
tion, overall low cost, and focus. This study consists of three distinct but
interrelated phases. Phase 1, the field study, examines the relationship be-
tween a firm's "intended or espoused" (Mintzberg, 1978) strategy-rep-
resented by the competitive methods (e.g., competitive pricing) considered
most important by the firm's top management team-and the presence of
strategic orientations within an industry. These strategic orientations are
classified on the basis of which of the three alternative generic strategies
they appear to represent most closely. Phase 2 consists of a panel of ex-
perts who assess the importance of each of the identified competitive
methods for each generic strategy. The use of this panel serves to corroborate
the researchers' inferences drawn from the field study. Phase 3 uses the
perceptions of the chief executive officers to cluster firms that exhibit a
'The authors wish to express ...
Similar to market entry and expansionKeith D. BrouthersINTRODUCTI.docx (20)
Milestones Navigating Late Childhood to AdolescenceFrom the m.docxjessiehampson
Milestones: Navigating Late Childhood to Adolescence
From the movie, Lila, Eight to Thirteen in this week's materials, identify 2–3 developmental milestones Lila reaches, and assess whether or not you think she successfully navigates her way through them as she prepares for adolescence. Support your assertions with evidence from your text and this week's materials.
.
Migration and RefugeesMany immigrants in the region flee persecu.docxjessiehampson
Migration and Refugees
Many immigrants in the region flee persecution and then return after they are liberated. For example, 700,000 Jews were allowed to leave the former Soviet Union and enter Israel in the 1990s. There has also been a migration of Palestinian people. Discuss the following:
Why do you think that Israel is such an important place for the Jews?
What is the importance of the area to the Palestinians?
What do you think the impact would be on you and your families if you participated in such long-distance migration?
No references needed, need response within 3 hours!
.
Min-2 pagesThe goal is to develop a professional document, take .docxjessiehampson
Min-2 pages
The goal is to develop a professional document, take a stake in your company (its a t-shirt and apparel company; see attached) as a business owner, and develop a business plan with the aim of securing financing to expand one’s business for an established firm.
Complete the following: (using the business plan working document)
10.0 Financials Plan
*Annotated plan has additional details if you have questions or need explanation
.
Mingzhi Hu
First Paper
3/5/2020
POLS 203
Application of Realism Theory on Civil war in Syria and International Relations
International relation can be best understood through the various schools of thought or
rather theories. They are significant in giving a comprehensive detail of the constructs that make
international relations. Realism theory still remains one of the most influential tools in
understanding events related to international relations. This is because it provides a pragmatic
approach in examining current events in the sphere of international relations (Maghroori, pg. 17).
Realism is divided into three subdivisions, seeking to explain causes of state conflict. This
include classical realism that argues that the conflict comes from the nature of man, neorealist
which associates conflict the elements of the state, and neoclassical realism which associates it to
both human nature and elements of the state. This school of thought is grounded on some
fundamental principles that make the core of its arguments.
The first assumption in realism is the idea that a country, usually referred to as a state,
serves as the main actor in international relations. It acknowledges the fact that there are other
actors like individuals and organizations, which have limited influence (Maghroori 11).
Secondly, the state is considered a unitary player, which is expected to work harmoniously, with
regard to matters of national interest. In addition, realists believe that the people who make
decisions are rational players, since this rationality is required in pursuing the interest of the
nation. In essence, the leaders are believed to understand these assumptions regardless of their
Laci Hubbard-Mattix
90000004849605
But selfish
Laci Hubbard-Mattix
90000004849605
Laci Hubbard-Mattix
90000004849605
What do you mean by "work harmoniously"
Laci Hubbard-Mattix
90000004849605
It is not clear what this sentence means.
political position, so ensure their sustainability and continuity. Consequently, it is assumed that
states exist in an anarchy context, where there is no single international leader. In this
theorization, the role of nature in influencing human action is not ignored. It asserts that nature
influence people to continue acting in repetitive tendencies. In this assumption, it comes out that
people desire power because of the egoistic nature. The innate selfishness of human beings,
mistrust and their thirst for power explains the unpredicted consequences that can result from
their actions (Maghroori 20). Such human tendencies can explain the unending wars among
nations. Bearing the fact that nations are governed by human beings, their nature contributes
largely to their behavioral tendencies, which in turn influence its security.
Realist therefore assume that leaders have the responsibility to promote the security of
their country in all fronts. This can be realized through consta.
Miller, 1 Sarah Miller Professor Kristen Johnson C.docxjessiehampson
Miller, 1
Sarah Miller
Professor Kristen Johnson
CHID 230
2 April 2019
The Myth of Disability as Isolating in Tim Burton’s Edward Scissorhands
Jay Timothy Dolmage discusses the common disability myths that condition our
understanding of disability in his work Disability Rhetoric. He argues that these myths create the
perception that disabled people are “others”, through the portrayal of them as lesser, surplus, or
improper (Dolmage, 31). One of the myths that Dolmage examines is disability as isolating or
individualizing, which is perpetrated through narratives of disabled people living in isolation,
rarely having romantic relationships or friendships, and often being left alone at the end
(Dolmage, 43). This myth can be seen in the film Edward Scissorhands, directed by Tim Burton.
Edward is a human being created by an inventor, yet the inventor’s death before his completion
leaves him with scissor blades for hands. Edward lives in a gothic mansion atop a hill,
completely in isolation until local Avon saleswoman Peg Boggs visits. She is initially frightened
by his appearance, yet decides to take him home with her upon the realization that he is
harmless. Edward’s disability causes his transition into society to be largely unsuccessful, as he
is objectified and used by other people for their benefit, and at the end of the film he is forced to
return to living in isolation after their perception of him turns to one of fear and scorn.
Edward’s isolation from society is symbolically portrayed through many film design
techniques. The mansion in which he lives at the beginning and the end of the film starkly
contrasts the community in which the able-bodied society lives. The mansion is gothic, dark, and
partially in ruins, whereas the rest of the houses are brightly colored in pinks, yellows, and
Miller, 2
greens, all with perfectly manicured green lawns. His appearance also separates him from the
rest of society, as he has very pale skin, dark under-eyes, black untamed hair, and wears gothic
industrial clothes. The able-bodied individuals often wear colorful or light clothes and appear
quite “ordinary”. The contrast created between Edward and society through set, clothing,
makeup, and hair design work to portray Edward and his disability as unusual, creepy, and
“other”. Peg even attempts to “normalize” his appearance by giving him different clothes to wear
and attempting to cover his scars with makeup, in the hopes that it will ease his transition into the
community. This film phenomenon is discussed by Martin F. Norden in his book The Cinema of
Isolation: A History of Physical Disabilities in the Movies. He argues that filmmakers will
separate disabled characters from their able-bodied peers not only through the storyline, but also
through a number of design elements. He also states that this technique allows filmmakers to
reflect an able-bodied point of view and reduce d.
Migrating to the Cloud Please respond to the following1. .docxjessiehampson
"Migrating to the Cloud" Please respond to the following:
1. Imagine that you are a CIO and you have been tasked to examine the process of moving from one host server or storage location to another. Predict two foreseen challenges of migrating an application to the cloud in a live migration and high- availability setting. Propose a preventative measure or a solution for each of these challenges.
2. Imagine that you are the CIO for a midsized organization in this industry. Determine, in 10 or less steps, the timeline for a live migration to the cloud in your organization. Determine the three greatest risks in this deployment.
.
Mike, Ana, Tiffany, Josh and Annie are heading to the store to get.docxjessiehampson
Mike, Ana, Tiffany, Josh and Annie are heading to the store to get some snacks. Mike has $1, Ana has $2, Tiffany has $3, Josh has $4, and Annie has $5.
What's the average (mean) amount of cash the five kids have? What's the median? A few days later, Annie's family won the lottery, and the kids go together to the store to get some snacks again. This time Mike has $1, Ana has $2, Tiffany has $3, Josh has $4, and Annie has wad of cash totaling $5,000.
What's the average (mean) amount of cash the five kids have this time? What's the median?
From part a, how have the mean and the median changed?
Which one - the mean or the median - is a better reflection of how much money they have together? Take you time before answering.
.
Michelle Wrote; There are several different reasons why an inter.docxjessiehampson
Michelle Wrote;
There are several different reasons why an intervention fails, such as the wrong intervention being selected or trying to solve the wrong problem. It is important that when performing and intervention that every thing have been severely observed and taken into consideration. I worked with an organization that was a travel agency, and they operated off of the commission that was collected from the booking that are processed, but they also provided a discount to the members that was taken out of the commission total. The issue was that when they initially opened the department there was no budget plan done and no guidelines were given, the agents were told to use discretion, and all though the department was a huge success in booking reservations they were still failing, because they were not withholding enough commission for the organization to operate under. Where the intervention process failed is that they never had formal training, which would have been a focus group to define the exact percentage to give to customer and the amount the organization needed to cover their overhead. During the meeting process there should have been definite guidelines to lead employees and managers from the accounting department so that the employees did not need to play the guessing game. Although they had the meeting nothing changed, because the problem was not solved with the employees and managers and was not addressed by the accounting department. The business is now in danger of folding because of the poor communication practices.
William Wrote:
Although what I am going to talk about is not my workplace but the place that I volunteer my time to sit on the board of directors for a non profit agency. As a board member we oversee the agency as a whole but we also break down into small committee groups to address needs as they arise. One of the committees that I am on is the planning committee. A change that was implemented by administration, program staff, and the board was all departments would start entering all their own data. At the time the agency had two data entry personal that was entering all agency data. So the change we made was that instead of hiring another data entry person we would require all programs to enter their own data into the collection software. This ended up being a failure that could have been huge had we not pulled reports the first two quarters of the year. What we found was some programs were right on target with getting their information entered with the first quarter. The Executive Director addressed this with staff. When the second quarter reports were pulled the data did not get any better. As an agency this failed due to program staff just did not have the appropriate time to take on more data entry. The agency ended up where we should have to start off, hiring another data entry staff member. I will say with this failure it actually turned into a very positive experience over all.
.
Midterm Lad Report 7
Midterm Lab Report
Introduction
Cellular respiration refers to all the metabolic processes and chemical reactions that take place in living organisms, particularly at the cellular level. These processes focus on the extraction of energy from nutrients. It is also responsible for converting the biochemical energy into 'adenosine triphosphate' (ATP) by the breakdown of sugars in the cells (Bennet 58). Cellular respiration is also responsible for the process by which cells release chemical energy required for conducting cellular activities. The reactions and processes facilitate the release of waste products from the cells. This experiment seeks to conduct a study of the processes and reactions involved during cellular respiration. The experiment will include several activities, such as having a study on the amount of Carbon dioxide produced during the experiment.
The number of levels of the growth of a yeast medium as a dependent variable will also be monitored during the experiment. There are other several independent variables associated with the experiment. These independent variables include sugar and temperature, among others, and their role in the experiment were also monitored. The experiment design involved the use of airtight balloons capped over reaction chambers that were used to collect the Carbon dioxide produced during the experiment. The reaction chambers contained sugars and yeast medium, which facilitated the reactions. Thermometers and pH scale were used to monitor the changes in temperature and acidity levels during the experiment. The paper involves a lab design that institute steps such as arranging the bottles used on the experiment. Notably, a proper arrangement to make sure that all the carbon dioxide released during the respiration process is well tapped in the bottles for correct lab results
Methodology
The actual procedure for experimenting involved taking measurements and recording of all observations made during the experiment. For accurate results, measures were taken three times, and a mean measurement was calculated and recorded. Winzler asserts that the mean obtained from the measurements should be used to calculate the standard deviation, which in turn facilitated the calculation of uncertainty (276). Below are the steps for conducting the experiment. It is essential to read the instructions carefully safety and accuracy during the experiment. Notably, all the lab and experiment results were well observed and thus making sure that there are limited errors in the whole process.
Consequently, all the steps required in the lab report were also clearly followed to help in getting the correct data and even not to affect the whole experiment process. The experiment involved setting the apparatus as per the set standard and the requirement. As per this concept, all the apparatus were set in a proper way to avoid vague results. Notably, to get the correct measurement and results, it is import.
MicroEssay Identify a behavioral tendency that you believe.docxjessiehampson
MicroEssay
Identify a behavioral tendency that you believe you have inherited (one that is determined, at least in part, by your genetic make-up). Explain the ways you think this trait has been affected by your environment by applying the different types of gene x environment correlations to your example (passive, evocative, and active)? What does this suggest about the nature-nurture debate?
.
MILNETVisionMILNETs vision is to leverage the diverse mili.docxjessiehampson
MILNET
Vision
MILNETs vision is to leverage the diverse military experience of Crawford employees to create awareness opportunities that help forester an appreciation, understand, and respect for the military culture and members we serve
Benefits
· Know our Members
· Support recruiting and retention
· Facilitate transition from military to Crawford
· Centralized source to connect with peer veterans
· Provide Member Experience, Marketing, and other Crawford initiatives and expert knowledge base.
MILNET Leadership Team (Volunteer position)
· Event & Volunteer Lead- Plan and execute mandatory enterprise events
· Technology Lead- Maintain MILNET budget throughout the year and reports overview or expenses monthly
· MILNET Spouse Lead- Ensures connect of sites are up to date/accurate, to include Veteran/Military Spouse Registration
· Secretary-Manages relationships by identifying opportunism for partnership
· Communications/Marketing Lead- Communicates to the MILNET community regularly via multiple channels (Email, Internal Social) regarding upcoming events, announcement, and other communications.
Background
Grandfather Air force
Parents- Army
Myself- Army
Spouse Army
Skills
Knowledgeable
Passionate
Qualified
Education
-Associates Accounting
-Bachelor’s in business and HR
-MRA w/ HR concentration
1 – Paragraph for each question (Professional answers)
Question 1- What is your visions of MILNET?
Question 2-How would your selection impact the Leadership Team?
.
midtermAnswer all question with proper number atleast 1 and half.docxjessiehampson
midterm
Answer all question with proper number atleast 1 and half page
APA FORMAT SIZE 12
1. Why is culture important to political scientists?
2. How is political science an interdisciplinary major?
3. How can politics be treated as a science?
4. Describe how modern liberalism differs from classical liberalism and explain how modern conservatism related to classical liberalism?
5. Explain how nationalism can be dangerous to a nation. Use both theoretical ideas and concrete examples to support your claims
6.
Evaluate the "end of ideology" argument by considering the facts that fit and contradict this view on today's world
7. What are the means by which power is institutionalized? What makes for good institutions? Provide examples from the United States and one other country
8. Identify the purposes of constitutions and explain why they are necessary
9. Describe how the principle of separation of powers is manifested in the U.S. Constitution and explain how this principle has evolved over time in the United States.
10. Bonus Question: What are the 10 Bill of Rights
.
Midterm QuestionIs the movement towards human security a true .docxjessiehampson
Midterm Question
Is the movement towards human security a true paradigm shift? In answering this question make sure to consider which of the authors whom you have read in Weeks one to four of the course support your view and which do not. *The sole use of attached readings is required for the midterm*
Midterm Assignment – Instructions (Read Carefully)
In university courses, assignments (or assessments) are meant to give students the opportunity to demonstrate what they have been learning in the course – and give instructors evidence that such learning is occurring within the classroom. Because of these objectives, it is imperative to incorporate the specifics of what you’ve been studying in the course into your writing assignments. You accomplish this by answering the Midterm question in the assessment via the course objectives and readings from the course. The midterm will cover the following objectives:
1. Describe the role of rapid globalization in changing perceptions of security
2. Identify key threats to human security (food security, personal security, environmental security)
3. Apply the concepts of human security
4. Compare and contrast traditional international relations approaches to security with the doctrine of human security.
Additional Instructions
To answer the Midterm question you will write an analytical essay. The analytical essay is a practical approach to solving a problem. So think of this essay question as you would an assignment from your boss: “I need you to take a look at this problem and solve it for me using things from your IR toolkit (what you have learned, or know). Present a well-written, concise answer to me in four pages. I need it by tomorrow morning.” This is how it happens in the real world, and this is what we want to prepare you to do. To achieve this structure of the essay please keep the following tips in mind:
1. Remember that the analytical essay is highly-structured. Each paragraph should look like the others in terms of style and substance. Writing to the limit of four pages is an art and something you need to learn to do. So, don’t write fewer than four pages and don’t write more. You may need to write over just a little and then edit away the extra parts of the essay to reach the concise four pages.
2. Review your submission and make sure that you have covered the requirements of the assignment using only material from the lessons and readings.
Format for the Essay:
1. Do not use a cover page. Instead, create a header with your name, assignment name, and date. To do this in Word, go to “insert” and then “header.” Do the same thing to insert a ‘footer’ and include page numbers. If you need help, use the ‘help’ function to learn more within Word.
2. Your submission should be four pages (no more, no less) and look like this:
a. Introduction: Introduce your topic & include a thesis. To help you set up your analytical essay include three reasons why you agree or disagree with the midterm quest.
MGT/526 v1
Wk 2 – Apply: Organizational Analysis
MGT/526 v1
Page 2 of 2
Wk 2 – Apply: Organizational AnalysisInstructions
Complete the worksheet based on your chosen organization. Use Business Source Complete and your selected company’s website, annual report, and other available sources. Part 1: Organization Information
Organization
Define your chosen company and its industry.
Mission and Vision
Identify the mission and vision of the organization.
Mission
Vision
Organizational Initiatives
Outline 1-2 major initiative for this organization. What are they currently doing to support these initiatives?
Organizational Plans
Describe the plans employed by the organization. Determine which types of managers create each type of plan.
Type of Plan
Description
Type of Manager
SWOT Analysis
There are various factors within the external environment of an organization that impacts its strategy.
Analyze the organization’s SWOT analysis. Identify the internal and external factors. Include a link to the SWOT analysis in the Reference section of this worksheet.
Internal Factors
External Factors
Part 2: Evaluation
Evaluate if the mission, vision, planning process, and SWOT analysis meets the current needs of the organization. Include the following in your evaluation:
· Describe the unmet need, (not limited to product or service, can be new demographic, new mode of delivery, etc.).
· Analyze your competitive advantages.
· Based upon the SWOT analysis, is there another business that is doing something similar that can be referred to? Provide examples.
· If there is not another business, describe how what you’re doing is a unique product or service offering.
· Propose a competitive business initiative to address the unmet need.
· Create a high-level timeline and operational steps necessary to implement your solution. References
Include a link to theSWOT analysis.
Copyright 2020 by University of Phoenix. All rights reserved.
Copyright 2020 by University of Phoenix. All rights reserved.
COUN 6785: Social Change in Action:
Prevention, Consultation, and Advocacy
Social Change Portfolio
M. Negrón
Contents
Introduction
Scope and Consequences
Social-ecological Model
Theories of Prevention
Diversity and Ethical Considerations
Advocacy
INTRODUCTIONAdressing Teen Pregnancy in Pittsburg, California
In more recent years, there has been an effort in my community to address teen pregnancy due to its growing rates. Over the years teen pregnancy rates have continued to rise in Contra Costa County as well as surrounding counties. Unfortanately, the town I come from is a small town within Contra Costa County so resources are limited. In order to address teen pregnancy there needs to be easier access to resources to prevent teen pregnancy from occurring. Teen pregnancy can lead to a number of different problems such as low socioeconomic status, greater chance of contracting a sexually transmitted infec.
Microsoft Word Editing Version 1.0Software Requirement Speci.docxjessiehampson
This document provides a software requirements specification for Microsoft Word 2016. It includes an introduction, purpose, scope, definitions, and overview. Use cases are defined for signing in, opening, creating new files, saving, saving as, exporting, printing, and changing fonts. Requirements cover performance, usability, supportability, configurability, and recoverability. The 8 use cases are then described in more detail with normal and alternate flows and screenshots.
Microsoft Windows implements access controls by allowing organiz.docxjessiehampson
Microsoft Windows implements access controls by allowing organizations to define users, groups, and object DACLs that support their environment. Organizations define the rules, and Windows enables those rules to be enforced.
Answer the following question(s):
Do you think access controls are implemented differently in a government agency versus a typical information technology company? Why or why not?
2. Do you think access controls differ among private industries, such as retail, banking, and manufacturing? Why or why not?
.
MGT520
Critical Thinking Writing Rubric - Module 10
Exceeds
Expectation
Meets Expectation Below Expectation Limited Evidence
Content, Research, and Analysis
21-25 Points 16-20 Points 11-15 Points 6-10 Points
Requirements Exceeds
Expectation -
Includes all of the
required
components as
specified in the
assignment.
Meets Expectation-
Includes most of
the required
components as
specified in the
assignment.
Below Expectation-
Includes some of
the required
components as
specified in the
assignment.
Limited Evidence -
Includes few of the
required
components as
specified in the
assignment.
21-25 Points 16-20 Points 11-15 Points 6-10 Points
Content Exceeds
Expectation -
Demonstrates
substantial and
extensive
knowledge of the
materials, with no
errors or major
omissions.
Meets Expectation-
Demonstrates
adequate
knowledge of the
materials; may
include some
minor errors or
omissions.
Below Expectation-
Demonstrates fair
knowledge of the
materials and/or
includes some
major errors or
omissions.
Limited Evidence -
Fails to
demonstrate
knowledge of the
materials and/or
includes many
major errors or
omissions.
25-30 Points 19-24 Points 13-18 Points 7-12 Points
Analysis Exceeds
Expectation -
Provides strong
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Meets Expectation-
Provides adequate
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Below Expectation-
Provides poor
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
Limited Evidence -
Provides little or no
thought, insight,
and analysis of
performance
management
system, concepts
and applications.
13-15 Points 10-12 Points 7-9 Points 4-6 Points
Sources Exceeds
Expectation -
Sources go above
and beyond
required criteria,
and are well
chosen to provide
effective
substance and
perspectives on
the issue under
examination.
Meets Expectation-
Sources meet
required criteria
and are adequately
chosen to provide
substance and
perspectives on the
issue under
examination.
Below Expectation-
Sources meet
required criteria,
but are poorly
chosen to provide
substance and
perspectives on the
issue under
examination.
Limited Evidence -
Source selection
and integration of
knowledge from
the course is
clearly deficient.
Mechanics and Writing
5 Points 4 Points 3 Points 1-2 Points
Demonstrates Exceeds Meets Expectation- Below Expectation- Limited Evidence -
MGT520
Critical Thinking Writing Rubric - Module 10
college-level
proficiency in
organization,
grammar and
style.
Expectation -
Project is clearly
organized, well
written, and in
proper format as
outlined in the
assignment. Strong
sentence and
paragraph
structure; contains
no errors in
grammar, spelling,
APA style, or APA
citations and
references..
Midterm PaperThe Midterm Paper is worth 100 points. It will .docxjessiehampson
Midterm Paper
The Midterm Paper is worth 100 points. It will consist of a 500 word written description and analysis of a work of art using terminology from Chapters 2-5.
For this assignment, you are to discuss the form, content, and subject matter of a work of art chosen from the list provided. This is an exercise in recognizing visual elements and principles of design in works of art and demonstrating an understanding of how they relate to each other to create meaning. This paper is about looking and seeing. This is not a research paper; you will not need to do additional research. Please follow the outline provided below.
First: Select a work of art
Select one of the following listed works of art:
Circle of Diego Quispe Tito.
The Virgin of Carmel Saving Souls in Purgatory
. Late 17th century. Fig. 1.22, pg. 17.
Henri Matisse.
Large Reclining Nude
. 1935. Fig. 4.24, pg. 85.
Faith Ringgold.
Tar Beach
. 1988. Fig. 13.18, pg. 219.
Henry Ossawa Tanner.
The Banjo Lesson
. 1893. Fig. 21.15, pg. 373
Andy Warhol.
Marilyn Diptych
. 1962. Fig. 24.23, pg. 447.
Format
Describe the use of each visual element and principle of design in the order they are listed in the outline. You can simply list each term and address how it is used in the painting. If you write in paragraph form be sure to identify each term clearly. Any term not addressed will receive 0 points. Provide specific examples. For example, don’t just say “there are lines,” give specific examples of how line is used in the piece you’ve selected.
Papers should be 500 words minimum (not including images), double-spaced, 10 or 12 point, with 1" margins. The preferred format is Microsoft Word (.doc or .docx). If these formats are not available, other acceptable formats are ASCII (.txt), rich text format (.rtf), Open Office (.odt), and PDF. Make sure you proofread your papers for incorrect grammar, spelling, punctuation, and other errors.
The Midterm Paper is due at 11:59 pm CT Sunday of Week 4.
Midterm Paper Outline
Introduction (First Paragraph)
In the first paragraph, called the introduction, you will include:
An identification of the work of art you selected: The name of the artist, title (which is underlined or italicized every time you use the title in your paper), date, and medium.
Your initial interpretation of the subject based on your initial observations.
Description
Describe how each of the following is used in the piece you selected.
Visual Elements
:
Line: what types of lines do you see in the piece? Provide examples.
Shape: what types of shapes do you see? Provide examples.
Mass: How is mass implied?
Space: How is the illusion of space created in the piece?
Time and Motion: Are time and motion evident in tis piece? How so?
Light: How is light used here?
Color: How does the artist use color?
Texture: How does the artist create the illusion of texture, or incorporate actual texture
Principles of Design
Unity and Variety: In what way is this pi.
Miami Florida is considered ground zero for climate change, in parti.docxjessiehampson
Miami Florida is considered ground zero for climate change, in particular rising seas will not only drown coastal sections of the city but will disrupt our local supply of drinking water.
Based on what you have learned so far from this class, discuss the following:
Explain where the drinking water from South Florida primarily comes from and why would rising sea levels disrupt this supply?
What efforts can be made and are being made to mitigate the effects of rising seas on our drinking water?
If you were a local politician, what advice would you give to state and federal officials on the best way to ensure residents in South Florida had a steady supply of drinking water for many years to come?
.
MGT230 v6Nordstrom Case Study AnalysisMGT230 v6Page 2 of 2.docxjessiehampson
MGT/230 v6
Nordstrom Case Study Analysis
MGT/230 v6
Page 2 of 2
Nordstrom Case Study Analysis
Nordstrom—“High Touch” with “High Tech”
How does Nordstrom stay profitable despite dips in consumer spending, changing fashion trends, and intense competition among retailers? One answer: Acute attention to detail and well-laid plans.
All in the Family
The fourth generation of family members that runs Nordstrom has brought the store’s time-honored and successful retail practices into a new era. “Nordstrom, it seems, is that rarity in American business: an enterprise run by a founding family that hasn’t wrecked it,” says one business writer. The company provides a quality customer experience via personalized service, a compelling merchandise offering, a pleasant shopping environment, and increasingly better management of its inventory.
Secret of Success
The secret of this company’s success lies in its strategic planning efforts and the ability of its management team to set broad, comprehensive, and longer-term action directions, all of which are focused on the customer experience. The current generation of Nordstrom family members was quick to spearhead an ultramodern multimillion-dollar, Web-based inventory management system. This upgrade helped the company meet two key goals: (1) correlate purchasing with demand to keep inventory as lean as possible, and (2) give customers and sales associates a comprehensive view of Nordstrom’s entire inventory, including every store and warehouse.
Demand Planning
Instead of relying on one-day sales, coupon blitzes, or marking down entire lines of product, Nordstrom discounts only certain items. “Markdown optimization” software assists in planning more profitable sale prices. According to retail analyst, Patricia Edwards, this helps Nordstrom calculate what will sell better at different discounts and forecast which single items should be marked down. If a style is no longer in demand, the company can ship it off to its Nordstrom Rack outlet stores. It’s all part of Nordstrom’s long-term investment in efficiency. “If we can identify what is not performing and move it out to bring in fresh merchandise,” says Pete Nordstrom, “that’s a decision we want to make.”
Inventory Planning
Although inventory naturally fluctuates, Nordstrom associates can easily locate any item in another store or verify when it will return to stock. Customers on their smart phones and associates behind sales counters see the same thing—the entire inventory of Nordstrom’s stores is presented as one selection, which the company refers to as perpetual inventory. “Customer service is not just a friendly, helpful, knowledgeable salesperson helping you buy something,” says Robert Spector, retail expert and author of The Nordstrom Way. “Part of customer service is having the right item at the right size at the right price at the right time. And that’s something perpetual inventory will help with.”
The upgraded inventory management system was an .
Temple of Asclepius in Thrace. Excavation resultsKrassimira Luka
The temple and the sanctuary around were dedicated to Asklepios Zmidrenus. This name has been known since 1875 when an inscription dedicated to him was discovered in Rome. The inscription is dated in 227 AD and was left by soldiers originating from the city of Philippopolis (modern Plovdiv).
A Free 200-Page eBook ~ Brain and Mind Exercise.pptxOH TEIK BIN
(A Free eBook comprising 3 Sets of Presentation of a selection of Puzzles, Brain Teasers and Thinking Problems to exercise both the mind and the Right and Left Brain. To help keep the mind and brain fit and healthy. Good for both the young and old alike.
Answers are given for all the puzzles and problems.)
With Metta,
Bro. Oh Teik Bin 🙏🤓🤔🥰
A Visual Guide to 1 Samuel | A Tale of Two HeartsSteve Thomason
These slides walk through the story of 1 Samuel. Samuel is the last judge of Israel. The people reject God and want a king. Saul is anointed as the first king, but he is not a good king. David, the shepherd boy is anointed and Saul is envious of him. David shows honor while Saul continues to self destruct.
🔥🔥🔥🔥🔥🔥🔥🔥🔥
إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
💀💀💀💀💀💀💀💀💀💀
تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
🔥🔥🔥🔥🔥🔥🔥🔥🔥
THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
How to Download & Install Module From the Odoo App Store in Odoo 17Celine George
Custom modules offer the flexibility to extend Odoo's capabilities, address unique requirements, and optimize workflows to align seamlessly with your organization's processes. By leveraging custom modules, businesses can unlock greater efficiency, productivity, and innovation, empowering them to stay competitive in today's dynamic market landscape. In this tutorial, we'll guide you step by step on how to easily download and install modules from the Odoo App Store.
How to Manage Reception Report in Odoo 17Celine George
A business may deal with both sales and purchases occasionally. They buy things from vendors and then sell them to their customers. Such dealings can be confusing at times. Because multiple clients may inquire about the same product at the same time, after purchasing those products, customers must be assigned to them. Odoo has a tool called Reception Report that can be used to complete this assignment. By enabling this, a reception report comes automatically after confirming a receipt, from which we can assign products to orders.
Gender and Mental Health - Counselling and Family Therapy Applications and In...PsychoTech Services
A proprietary approach developed by bringing together the best of learning theories from Psychology, design principles from the world of visualization, and pedagogical methods from over a decade of training experience, that enables you to: Learn better, faster!
Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
market entry and expansionKeith D. BrouthersINTRODUCTI.docx
1. market entry and expansion
Keith D. Brouthers
INTRODUCTION
Although business expansion into global markets
has grown rapidly in the past few decades,
research in the area has lagged. Foreign market
entry and expansion entails a number of impor-
tant marketing strategy decisions including
(i) selection of specific target countries, (ii)
structuring of foreign subsidiary units, and (iii)
management of foreign operations. In this article,
we focus on the decision about structuring of
international subsidiary units, often referred to
as entry-mode choice. Research in this area has
tended to focus almost exclusively on firm- and
country-specific characteristics, showing little
interest in the effects of marketing strategy,
and managerial decision-making behavior (see
INTERNATIONAL MARKETING CHANNELS).
Brouthers and Hennart (2007) provide a detailed
review of the entry-mode literature and suggest
that scholars have tended to concentrate on
rational models of strategic choice, ignoring
behavioral aspects. Further, Canabal and White
(2008) in their review note that most interna-
tional entry-mode research has been published
in international business and management jour-
nals with only a few contributions in marketing
research outlets. This may explain why critically
2. important issues involving marketing strategy
have been virtually ignored by researchers so far.
International entry-mode choice, like other
marketing strategy decisions, is influenced by a
multitude of factors. These can be classified into
three distinct groups (Figure 1): firm/country
characteristics, top management team effects,
and marketing strategy fit. The main theoretical
perspectives that have been applied to the
entry-mode decision – transaction cost analysis,
resource-based view (RBV), and institutional
theory – focus on firm and country character-
istics. These theories do an excellent job of
explaining how differences in country char-
acteristics, such as institutional environments
(Brouthers, 2002), and firm characteristics, like
resource advantages (Brouthers, Brouthers, and
Werner, 2008a), lead to specific entry-mode
choices. What these theories and related
Country -
firm effects
TMT
effects
Marketing
strategy
effects
Figure 1 Dimensions of entry-mode choice.
research studies do not do is to help explain how
marketing strategy issues as well as managerial
decision-making processes and influences play
3. a part in the entry-mode decision.
In this article, we provide a short overview of
the existing entry-mode research and elaborate
on areas where future marketing research can
make an important contribution. Before we begin
the review, we define some of the key terms and
concepts that lie behind this research area.
KEY TERMS AND CONCEPTS
Entry modes – also referred to as channel choice,
channel selection, modes of entry, or entry struct-
ures– vary along a continuum of risk and control
(Brouthers and Hennart, 2007). At the high end
are wholly owned subsidiary units where a firm
owns 95% or more of the equity of the entity, and
has made a large financial commitment, which
exposes the firm to high risks, but also provides
the firm with total control over the foreign
operation. At the other extreme, are nonequity
license agreements, where firms sell the right
to use their product/process to a foreign-based
firm, and exporting modes (see STRATEGIC
EXPORT MARKETING–ACHIEVING SUCCESS
IN A HARSH ENVIRONMENT). At this end
of the spectrum, the firm has made only a
small financial commitment and is therefore
exposed to very low risk, but it also has little
control over the foreign operation. Between
these extremes are multiple variations including
equity joint ventures (including majority,
equal, and minority ownership), nonequity
cooperative agreements (also commonly called
Wiley International Encyclopedia of Marketing, edited by
5. coincide.
EXISTING RESEARCH
Firm and country characteristics. Most of
the literature in entry-mode choice has been
published since 1990. The growth in entry-mode
(channel choice) scholarship since 1990 has
provided researchers and managers with a better
understanding of how firms choose between
various entry-mode types. This research tends
to use theories that focus attention on firm- or
country-specific characteristics. For example,
in Canabal and White’s (2008) review they note
that of the 10 most widely used independent
variables, 6 are firm-specific (including inter-
national experience and firm size), and 4 are
country-specific (including cultural distance
and host-country risk).
Three main theoretical perspectives drive the
study of entry-mode choice: transaction cost
economics (TCE), institutional theory, and the
RBV (Brouthers and Hennart, 2007). TCE is
the most widely applied theoretical perspective
and captures both firm- and country-specific
influences. TCE suggests that managers have
limited cognitive abilities and hence are
concerned with safeguarding their investments
against issues arising from incomplete contracts
and opportunism. This concern is amplified
when the investment involves specific assets (a
firm-specific attribute) as well as internal uncer-
tainties (a firm-specific attribute) and external
uncertainties (a country-specific attribute).
6. These three characteristics of the transaction
then influence the mode-choice decision.
Two recent meta-analyses of TCE entry-
mode studies have found that asset specificity,
internal uncertainties (also referred to as behav-
ioral uncertainties), and external uncertainties
(sometime referred to as host-country risk) all
have a significant impact on entry-mode choice;
providing strong support for the transaction cost
perspective (Geyskens, Steenkamp, and Kumar,
2006; Zhao, Luo, and Suh, 2004). Further, these
studies tend to show that foreign subsidiary
performance is better when the mode used
is predicted by transaction cost theory. This
suggests that TCE can provide a good foundation
for managers to develop a tool for determining
the structure of new foreign subsidiary units that
will result in greater success.
Furthermore, although TCE entry-mode
choice models have been extensively tested on
both service-based and product-based firms,
normally, studies examine only product- or
service-based firms, or include a dummy
variable to ‘‘control’’ for this industry type.
But these studies offer little insight into how
decision-making and mode choice may differ
between service providers that expand abroad
and firms expanding to sell tangible products.
There has been some progress in this area using
TCE, but much more work is needed.
Probably, the most influential research study
comparing service and manufacturing firm mode
choice is the one by Erramilli and Rao (1993).
7. They suggest that because services and manufac-
tured products differ, transaction cost decision
models of entry-mode choice need to be modified
to take these differences into account. They go on
to provide a theoretical extension to transaction
market entry and expansion 3
cost theory and test the revised theory empir-
ically. Yet recently, Brouthers and Brouthers
(2003) looked at the same issue and suggested
that no adjustment to transaction cost theory
was needed. They maintain that service- and
product-based firms simply are influenced to
a greater (lesser) extent by the basic transac-
tion cost factors. They extend this work by
suggesting the real difference between service-
and product-based firms is associated with how
risk and trust propensity influence mode choice
and transaction-cost- based decisions.
In addition to transaction cost research, other
studies have used an institutional theory perspec-
tive focusing on country-specific factors that may
influence the mode-choice decision (Brouthers
and Hennart, 2007). Institutional theory suggests
that each country is composed of a unique
combination of normative, cognitive, and regu-
lative factors that impact the way business is
carried out and how managers, employees, and
customers behave. One stream of research in
this area suggests that the institutional environ-
ment produces an isomorphic effect where firms
simply replicate existing entry-mode structures
8. to conform to industry or country standards.
A second stream in this area suggests that the
individual dimensions of the institutional envi-
ronment (or the distance between home country
and target country dimensions) have differing
effects on mode choice; either creating opportu-
nities for entry or restricting access to resources,
customers, or distribution channels.
Originally conceptualized as national cultural
distance and country risk, entry-mode studies
tend to provide growing guidance on how the
institutional environment impacts mode choice.
The only meta-analysis in this area explores
national cultural distance research (Tihanyi,
Griffith, and Russell, 2005). This study finds
that cultural distance does not tend to have a
direct effect on mode choice but that it only
has an impact on entry-mode choice for firms
coming from high risk propensity countries (like
the USA and the UK). This suggests that the
cultural component of the institutional envi-
ronment may have different effects for firms
from different home countries entering different
host countries. Other aspects of the institutional
environment such as host-country risk and legal
restrictions have also been examined, but as
yet no meta-analysis exists (see Brouthers and
Hennart, 2007 for a summary of these studies).
In general, research using institutional theory
has provided managers with an understanding
of how home- and host-country institutional
factors influence the choice of entry mode and
the success of foreign subsidiary units.
9. The third most widely used theoretical
perspective, the RBV, focuses on firm-specific
factors and generally suggests that firms are a
collection of resources and capabilities (knowl-
edge and processes) that can be combined in
different ways to create a competitive advantage.
This advantage can be used to help the firm
enter foreign markets and overcome the liability
of foreignness. Compared to both transaction
cost and institutional-theory-based research,
far fewer studies have examined entry-mode
choice using the RBV because of the difficulty
in defining and measuring resources, many
of which, like tacit knowledge, are intangible
(Brouthers and Hennart, 2007).
One of the more frequently explored resources
that has been examined is experience. Scholars
like Anderson and Coughlan (1987) and Delios
and Henisz (2000) have noted that different
types of experience may provide different bene-
fits to the firm that can have an important
impact on entry-mode choice (either in combi-
nation with transaction cost factors as noted
by Anderson and Coughlan (1987) or moder-
ated by the institutional environment as noted
by Delios and Henisz (2000)). Some studies
taking an RBV perspective tend to look at
how foreign entry, and hence mode choice,
can be used to exploit existing resources in
new foreign markets while other research exam-
ines how the mode choices of firms can be
used to help them scout for new resources
to enhance the firm’s existing stock. Research
using this perspective has highlighted the impor-
tance of linking the type of resource advantage
10. and motive for foreign expansion (exploitation
of existing resource-based advantages or explo-
ration for new resource-based advantages) with
an appropriate subsidiary structure (Brouthers
and Hennart, 2007).
In addition to studies using a single theoret-
ical perspective, scholars often develop studies
that combine multiple theories. For example,
Brouthers, Brouthers, and Werner (2008a)
4 market entry and expansion
combine the RBV and institutional theory to
examine their joint impact on mode choice.
They find that resource-based advantages do
not always have the same value in foreign
markets as in the home market. Therefore,
firms may need to vary their mode choice to get
the most value out of existing resource-based
advantages when entering foreign markets.
Brouthers (2002) among others (Brouthers and
Hennart (2007)) explore the mutual effects
of TCE and institutional theory. They find
that institutional theory helps extend TCE
by clarifying additional external uncertainties
that firms may face when entering new foreign
markets. As Brouthers (2002) indicates, by
considering both transaction cost characteristics
as well as institutional factors, firms may make
more informed mode-choice decisions that
result in better performing foreign subsidiary
units. Many other studies have combined
aspects of two or more theoretical perspectives
11. to examine the international entry-mode choices
of firms. The one thing these studies all have
in common is that they concentrate on theories
that focus on firm- and country-specific aspects
of the mode-choice decision (see Brouthers and
Hennart (2007) for more details).
In sum, despite the growth in studies exami-
ning mode (channel) choice, most have used
theoretical perspectives that focus on country-
and firm-specific aspects of the decision.
Although very helpful to managers, this rese-
arch is limited because it means that we still have
little understanding of how issues like marketing
strategy or managerial biases influence the
mode-choice decision.
POTENTIAL FOR FUTURE RESEARCH
There are now almost 200 studies providing
theoretical and/or empirical examination of
the issue of firm expansion and mode choice.
Recently researchers have been questioning
the need for further research in this area.
Yet despite the growth in research there is
still much to be learned. We now discuss two
areas of research that have the potential to
make a significant contribution to improving
international performance through a better
understanding of the method of entry-mode
choice.
Marketing strategy. Marketing strategy deals
with a wide range of decisions that can influ-
ence the performance of the firm (see GLOBAL
MARKETING STRATEGY; GLOBAL MAR-
12. KETING STRATEGY: PERSPECTIVES AND
APPROACHES). Yet, when examining inter-
national expansion, researchers tend to ignore
the marketing strategy implications of mode
choice. Some research does address strategy
issues. For example, Bradley and Gannon
(2000) look at how market concentration versus
diversification strategies impact mode choice
while Sanchez-Peinado, Pla-Barber, and Hebert
(2007) examine the impact of global versus
multidomestic strategy, follow-the-leader stra-
tegies, and market-seeking strategies on mode
choice. In these and related papers, researchers
have found mixed support; strategies appear to
provide an important impact on mode choice
but the way that impact is felt is not entirely
clear (Brouthers and Hennart, 2007).
Other marketing strategy issues have not
found their way into entry-mode research despite
their importance to the firm. For example,
variations in product/service mix may have an
influence on mode choice (see MARKETING
MIX; MANAGING THE GLOBAL PRODUCT
PORTFOLIO). Specific entry-mode types may
enhance (detract from) the marketing effort
in new foreign markets simply because of the
product/service mix being offered. Normally
firms do not use the same product/service
mix in each foreign market as they use at
home. These differences may call for different
skills and knowledge, which may impact the
mode-choice decision because different modes
of entry provide firms with varying degrees of
access to skills and knowledge.
13. Further, the marketing strategy of using
standardized or adapted products/services in
foreign markets may also influence mode choice
(see STANDARDIZATION/ADAPTATION OF
INTERNATIONAL MARKETING STRATEGY).
Standardization, for example, may require few
country-specific adjustments to the production
process but extensive knowledge and skills
in marketing the product/service to the
final customer, hence influencing the mode
choice for the production operation differently
from the sales function. Likewise, adaptation
of products/services may require extensive
market entry and expansion 5
country-specific production knowledge but
might build on existing marketing skills. These
differences may have a significant influence on
mode choice and the effectiveness of the foreign
operation.
Market orientation is now recognized as
critically important in domestic markets, yet
there is little understanding about the best way
to extend this orientation to foreign markets
(see MARKET ORIENTATION). A firm whose
competitive advantage relies on its market
orientation may need to think carefully about
how to be successful in foreign markets. For
example, is it more effective to use wholly
owned subsidiaries and keep control of foreign
operations when market orientation is important
or does sharing ownership through joint
14. ventures or license agreements help firms more
effectively service foreign customers?
Branding strategy is also not considered in
the mode-choice decision, yet brands are often
one of the most powerful marketing tools a firm
may possess (see BRAND STRATEGY; GLOBAL
BRANDING: THREE KEYS FOR GLOBAL
BRAND SUCCESS). Brands and brand strategy
may significantly impact mode choice because
brands may be better protected through some
modes than through others. In addition, some
mode types may make it easier for firms to
obtain additional brands or expand brands to
related products/services. Hence brand strategy
may be another important determinant of the
mode-choice decision.
As we have briefly outlined above, marketing
strategy issues form an important and integral
part of a firms success, yet there is little under-
standing about the impact of marketing strategies
on foreign market entry-mode decisions or how
mode structure influences a firm’s ability to
effectively implement their chosen strategy.
Top management team. As we know from
decision-making research the characteristics of
the decision maker or decision-making team play
a critically important part in determining what
choices are made (Wubben and Wangenheim,
2008). However, in the entry-mode literature
managerial influences are seldom included.
There are a few recent papers that have started
to look at the decision-making process using
real-options theory (Brouthers, Brouthers,
15. and Werner, 2008b) and others that have
examined manager characteristics (Brouthers
and Hennart, 2007). But much more work needs
to be done in this area.
For example, network theory has recently
been used to help explain why managers make
certain decisions (Rindfleisch and Moorman,
2001). Networks are the groups of individuals,
both personal and professional, with whom the
manager interacts, exchanges information, and
shares resources. Researchers need to examine
network connections, inside and outside the firm,
to gain an understanding of how network rela-
tionships may influence the mode-choice deci-
sion. For example, do some networks discourage
the use of specific entry-mode types or do some
networks enhance the opportunity to use other
mode types?
Organizational culture may also have a signifi-
cant influence on the foreign market entry-mode
choice decision. Firms may have cultural-based
beliefs and values that eliminate certain mode
choices from consideration or that influence the
type of information that managers consider rele-
vant to the mode-choice decision. Organizational
cultural values can have an important impact
on the decision-making process and outcome
(Deshpande and Webster, 1989), yet entry-mode
scholars have tended to ignore the impact of
organizational culture in studies of entry-mode
choice.
Furthermore, because foreign market expan-
16. sion decisions are made at different levels of the
firm, depending often on firm size, it is impor-
tant that we obtain market entry decision data
from the correct respondents. Studies looking at
the impact of top managers in very large organi-
zations, for example, may not be examining the
right level of analysis. It is often the case in larger
firms that SBU managers or product managers
make these important expansion decisions. At
present both marketing executives and middle
managers have been conspicuously absent from
entry-mode research. Obtaining data from these
sources may be difficult but the value added
could greatly increase our knowledge of how
these decisions are really made.
As researchers in other areas have noted,
managerial biases can have an important impact
on the decisions they make. Those interested
in foreign market expansion can help us gain
6 market entry and expansion
a better understanding of entry-mode choice
by exploring the impact of factors that create
biases in managerial decisions hence prohibiting
managers from making the best entry structure
decisions.
CONCLUSIONS
Although foreign market entry-mode scholar-
ship has seen strong growth in recent years, there
are still many unanswered questions. Even some
17. of the most widely explored issues need further
work as answers are still elusive as to the best
way to make the entry-mode decision. Marketing
practitioners and researchers can make an impor-
tant contribution to our knowledge of market
entry and expansion by focusing on how impor-
tant marketing strategy issues and managerial
biases influence these decisions.
In this article, we reviewed past research and
highlighted several areas where new research is
needed and where current research has failed
us. By focusing on newer issues like market
orientation, brand strategy, and product mix,
researchers can help bring greater realism to our
decision-making models. In addition, by gath-
ering information from the appropriate level of
manager in the firm and considering how issues
like network relationships and organizational
culture influence managerial decisions, future
research can improve decision-making models
that will help firms make better decisions in the
future.
Finally, there are still enormous challenges
ahead for researchers to gain a greater under-
standing of how market entry and expansion
decisions are made. This expanded research can
help facilitate better managerial practices and
improve international performance for firms.
Marketing scholars can have a substantial impact
on this research by examining marketing issues
and the influence of marketing managers in
taking effective mode-choice decisions.
Bibliography
18. Anderson, E. and Coughlan, A.T. (1987) International
market entry and expansion via independent or inte-
grated channels of distribution. Journal of Marketing,
51, 71–82.
Bello, D.C. and Lohtia, R. (1995) Export channel design:
the use of foreign distributors and agents. Journal of
the Academy of Marketing Science, 23 (2), 83–93.
Bradley, F. and Gannon, M. (2000) Does the firm’s
technology and marketing profile affect foreign market
entry? Journal of International Marketing, 8 (4), 12–36.
Brouthers, K.D. (2002) Institutional, cultural and trans-
action cost influences on entry mode choice and
performance. Journal of International Business Studies,
33 (2), 203–221.
Brouthers, K.D. and Brouthers, L.E. (2003) Why service
and manufacturing entry mode choices differ: the
influence of transaction cost factors, risk and trust.
Journal of Management Studies, 40 (5), 1179–1204.
Brouthers, K.D., Brouthers, L.E., and Werner, S.
(2008a) Resource-based advantages in an international
context. Journal of Management, 34 (2), 189–217.
Brouthers, K.D., Brouthers, L.E., and Werner, S. (2008b)
Real options, international entry mode choice and
performance. Journal of Management Studies, 45 (5),
936–960.
Brouthers, K.D. and Hennart, J.F. (2007) Boundaries
of the firm: insights from international entry mode
research. Journal of Management, 33, 395–425.
19. Canabal, A. and White, G.O. (2008) Entry mode research:
past and future. International Business Review, 17,
267–284.
Delios, A. and Henisz, W.J. (2000) Japanese firms’ invest-
ment strategies in emerging economies. Academy of
Management Journal, 43 (3), 305–323.
Deshpande, R. and Webster, F.E. (1989) Organizational
culture and marketing: defining the research agenda.
Journal of Marketing, 53, 3–15.
Erramilli, M.K. and Rao, C.P. (1993) Service
firms’ international entry-mode choice: a modi-
fied transaction-cost analysis approach. Journal of
Marketing, 57, 19–38.
Geyskens, I., Steenkamp, J.B.E.M., and Kumar, N.
(2006) Make, buy or ally: a transaction cost theory
meta-analysis. Academy of Management Journal, 49
(3), 519–543.
Rindfleisch, A. and Moorman, C. (2001) The acquisi-
tion and utilization of information in new product
alliances: a strength-of-ties perspective. Journal of
Marketing, 65, 1–18.
Sanchez-Peinado, E., Pla-Barber, J., and Hebert, L.
(2007) Strategic variables that influence entry mode
choice in service firms. Journal of International
Marketing, 15 (1), 67–91.
Tihanyi, L., Griffith, D., and Russell, C.J. (2005) The
effect of cultural distance on entry mode choice,
international diversification and MNE performance:
20. a meta-analysis. Journal of International Business
Studies, 36 (3), 270–283.
market entry and expansion 7
Wubben, M. and Wangenheim, F.V. (2008) Instant
customer base analysis: managerial heuristics often
‘get it right’. Journal of Marketing, 72, 82–93.
Zhao, H., Luo, Y., and Suh, T. (2004) Transaction cost
determinants and ownership-based entry mode
choice: a meta-analytical review. Journal of Interna-
tional Business Studies, 35 (6), 524–544.
Title
ABC/123 Version X
1
Research Analysis
PSYCH/650 Version 2
1
University of Phoenix MaterialResearch Analysis
Terms
Definitions
Peer-reviewed study
Peer review refers to a study that has been accepted by a
standard journal using blind review by peers in the field. This
means that every study should have a fair access to publication
21. based upon quality of the study.
Type of study
Types of studies can include experimental, case study,
longitudinal, cross-sectional, survey, and so forth.
Measurement or assessment tools
A measurement tool is a means that the researchers used to
measure or assess the variables under study. Did the study
develop assessment tools? Did the study use objective
measurement tools? Can the measurement tools be found and
used by another researcher? Are the instruments valid and
reliable?
Number of participants
This refers to how many participants were in the study.
How they were selected
Selection process can include the means of recruitment of
participants; what was the sampling method or strategy?
Describe the population. This could be clients or college
students. Indicate sample size.
Number of groups
Was there a control group? The control group does not receive
the treatment. Do these participants have the same
characteristics and diagnosis as the experimental group
participants?
How they were assigned
Were they matched or randomly assigned to one the conditions,
or groups, in the study?
23. markets in Asia, South America, and Europe.
While traditionally associated with the fast food
restaurant sector, franchising has been increas-
ingly employed by companies in a range of
sectors, including retailing, hotels, car hire, and
industrial services. The term franchising has been
used to describe a wide variety of business activ-
ities, but the contemporary franchise system
commonly in use is known as business format fran-
chising. There are clear advantages to adopting
franchising as an international expansion vehicle
and these are linked to the relatively low financial
resources, lower risk, and the local knowledge
offered by the franchisee.
INTERNATIONAL EXPANSION
The United States has traditionally been the
world’s single largest franchise market.
However, franchising is now used widely by
US and non-US companies as a strategy for
growth in both developed economies and
emerging markets. Market saturation has
been cited as a key factor for franchisors in
the United States, Canada, Western Europe,
and Japan (Hoffman and Preble, 2004), and
international expansion has generally occurred
in markets geographically and culturally close
(see MARKETING ASPECTS OF PSYCHIC DIST-
ANCE; MARKETING ASPECTS OF CULTURAL
DISTANCE) to the home market. For instance,
Canada has been the preferred first destination
for US franchisors (see, for instance, Walker and
Etzel, 1973; Hackett, 1976; Walker and Cross,
1989). Evidence has been found to support the
notion that franchising organizations only make
24. international moves after reaching a significant
level in their domestic operations (Walker, 1989;
Aydin and Kacker, 1990; Welch, 1990). An
initial domestic presence is viewed as crucial
for successful international expansion in that it
aids the learning process that will be useful for
later international expansion and that it creates
a widespread network that, by itself, becomes a
very tangible statement to potential franchisees,
both local and foreign. However, an exception
to this ‘‘rule’’ can be seen in the case of retailing
companies (see INTERNATIONAL RETAILING).
As service sector companies have developed
franchise operations in their respective domestic
markets, some retail companies only employ
franchising as a strategy in international
markets. In other words, franchising is adopted
as an alternative strategy to the core operating
presence developed within the domestic market
(Quinn and Alexander, 2002).
EMERGING MARKET OPPORTUNITIES
The fundamentally expansionist nature of fran-
chising would suggest that foreign markets will
be perceived as providing favorable opportu-
nities for growth, regardless of the level of
development of the domestic market (see, for
instance, Hackett, 1976; Hopkins, 1996). It is
increasingly the case that franchisors are looking
for opportunities in emerging markets (Welsh
et al., 2006) and franchising is being seen as
one way for nations to grow their economies.
This is the case in Asian markets such as
China and Singapore (Choo et al., 2007; Wang
26. operation in the foreign market is carried out
by the foreign franchisee, thereby reducing the
demands on the franchisor. However, control
of the quality of the network’s operations is
crucial and difficult to maintain (Quinn and
Doherty, 2000). The international franchisor
will seek to maintain quality and standards
through provision of adequate support, in terms
of personnel and resources. There is the danger
that franchisors may, in practice, underestimate
the social, economic, and cultural differences
of another country, particularly given the stan-
dardization ethos of franchising. This scenario
becomes more likely as franchisors seek to avail of
the growing opportunities in emerging markets
that are generally culturally and geographically
distant from the domestic market. Conflict
can arise because of the considerable cultural
distance (also see MARKETING ASPECTS OF
CULTURAL DISTANCE) between the two
parties, which increases their tendency to see
the same situation in quite different ways. Thus,
the strength of the relationship between the
franchise partners is of paramount importance.
Bibliography
Anttonen, N., Tuunanen, M., and Alon, A. (2005) The
international business environments of franchising in
Russia. Academy of Marketing Science Review, 5, 1–18.
Aydin, N. and Kacker, M. (1990) International outlook
for US-based franchisors. International Marketing
Review, 7 (2), 43–53.
Choo, S., Mazzarol, T., and Soutar, G. (2007) The
27. selection of international retail franchisees in East
Asia. Asia Pacific Journal of Marketing and Logistics,
19 (4), 380–397.
Hackett, D.W. (1976) The international expansion of US
franchise systems – status and strategies. Journal of
International Business, 7 (1), 65–75.
Hoffman, R.C. and Preble, J.F. (2004) Global fran-
chising: current status and future challenges. Journal
of Services Marketing, 18 (2), 101–113.
Hopkins, D.M. (1996) International franchising: stan-
dardisation versus adaptation to cultural differences.
Franchising Research: An International Journal, 1 (1),
15–24.
Quinn, B. and Alexander, N. (2002) International retail
franchising: a conceptual framework. International
Journal of Retail and Distribution Management, 30 (5),
264–276.
Quinn, B. and Doherty, A.M. (2000) Power and control
in international retail franchising: evidence from
theory and practice. International Marketing Review,
17 (4/5), 354–372.
Walker, B.J. (1989) A Comparison of International vs
Domestic Expansion by US Franchise Systems, Interna-
tional Franchise Association, Washington, DC.
Walker, B.J. and Cross, J. (1989) A progress report on
the scope of international expansion by US franchise
systems. Proceedings of the Annual Conference of the
Society of Franchising, 29–31 January, Bal Harbour.
28. Walker, B.J. and Etzel, M.J. (1973) The internationalisa-
tion of US franchise systems: progress and procedure.
Journal of Marketing, 37 (2), 38–46.
Wang, Z., Zhu, M., and Terry, A. (2008) The develop-
ment of franchising in China. Journal of Marketing
Channels, 15 (2/3), 167–184.
Welch, L.S. (1990) Internationalisation by Australian
franchisors. Asia Pacific Journal of Management, 7 (2),
101–121.
Welsh, D.H.B., Alon, A., and Falbe, C.M. (2006) An
examination of international retail franchising in
emerging markets. Journal of Small Business Manage-
ment, 44 (1), 130–149.
Welsh, D.H.B. and Swerdlow, S. (1991) Opportuni-
ties and challenges for franchisors in the USSR:
preliminary results of a survey of Soviet university
students. Proceedings of the International Society of
Franchising, University of St. Thomas Institute for
Franchise Management, Minneapolis, MN, February
1991.
global sourcing strategy: an evolution
Masaaki Kotabe and Janet Y. Murray
As global competition has accelerated the
speed of technological obsolescence for
most products, companies can no longer
survive simply by adopting a polycentric,
29. country-by-country approach to international
business. If companies with a new product
do follow a country-by-country approach to
enter foreign markets over time, a globally
oriented competitor will likely overcome their
initial competitive advantages by blanketing
the world markets with similar products in a
shorter time frame. Increasingly, how to source
globally has become a critical strategic decision
that is influenced by the capabilities needed to
compete.
Without established sourcing plans, distri-
bution, and service networks, it is extremely
difficult to simultaneously exploit both emerging
technology and potential markets worldwide.
The increased pace of new product intro-
duction and reduction in innovational lead
time calls for more proactive management
of locational and corporate resources on a
global basis. In this article, we emphasize the
choices companies make to perform activities
either inside the firm or have those activities
performed by others, anywhere in the world –
which we call global sourcing strategy. Global
sourcing strategy, therefore, refers to the
management of (i) logistics (see DESIGNING
A GLOBAL SUPPLY CHAIN: OPPORTUNI-
TIES AND CHALLENGES) identifying which
production units will serve which particular
markets and how components will be supplied
for production and (ii) the interfaces among
R&D (see GLOBAL PRODUCT R&D), manufac-
turing/operations, and marketing (see GLOBAL
MARKETING STRATEGY; MARKETING
STRATEGY IMPLEMENTATION) on a global
30. basis. Global sourcing strategy requires a
close coordination among R&D, manufac-
turing/operations, and marketing activities
across national boundaries (Kotabe, 1992).
GLOBAL SOURCING PHENOMENON
In a hypercompetitive and uncertain global
business environment (see SOCIETY, CULTURE,
AND GLOBAL CONSUMER CULTURE) coupled
with a more even distribution of supply
capabilities worldwide, an increasing number
of large and small firms either produce in
lower-cost locations or outsource goods and
services from lower-cost producers. To create
a sustainable competitive advantage over their
rivals, firms realize that it is imperative to
continuously create and acquire capabilities. In
addition to securing lower costs from global
suppliers, firms increasingly outsource to
gain access to suppliers’ capabilities. Thus,
the core driver of the latest form of global
outsourcing (i.e., both onshore and offshore) is
the heightened organizational and technological
capacity of firms in decoupling and coordinating
a network of remotely located external suppliers
performing an intricate set of activities. Hence,
how to source globally has become a critical
strategic decision that is influenced by the
capabilities needed to compete and help sustain
a firm’s competitive advantage.
Although firms have embraced global
sourcing of goods and services, they have expe-
rienced mixed results. Gottfredson, Puryear,
32. Table 1 Different sourcing strategies.
Ownership Aspect Locational Aspect
Domestic Sourcing Foreign Sourcing
Insourcing (intrafirm sourcing) Onshore insourcing Offshore
insourcing
Outsourcing (contractual sourcing) Onshore outsourcing
Offshore outsourcing
desirable sourcing performance necessitates the
sourcing strategy to achieve a strategic ‘‘fit’’ with
the environment. Indeed, researchers have theo-
rized that the appropriateness of a particular
strategy is based on its ‘‘coalignment’’ or ‘‘fit’’
with environmental contingencies (Drazin and
Van de Ven, 1985). Using contingency theory
to examine the environment–strategy coalign-
ment effect on performance, we believe that the
environment and strategy interact in a dynamic
process, and that a match between them would
exert a positive impact on performance. Thus,
firms that can adapt their global sourcing strategy
effectively to both internal and external factors
are likely to achieve better performance.
We focus on global sourcing as it adds many
more complexities that do not apply to domestic
sourcing strategy. In developing viable global
sourcing strategies, firms must consider not only
manufacturing and delivery costs, the costs of
various resources, and exchange rate fluctua-
tions, but also the availability of infrastruc-
ture (including transportation, communications,
33. and energy), industrial and cultural environ-
ments, the ease of working with foreign host
governments, and other factors. Furthermore,
the complex nature of global sourcing strategy
spawns many barriers to its successful execution.
In particular, logistics, inventory management,
distance, nationalism, and a lack of working
knowledge about foreign business practices, are
some of the major operational problems encoun-
tered by both United States and foreign multi-
national firms engaging in global sourcing.
Intuitive arguments, like ‘‘focusing on core
competency’’ and ‘‘strategic sourcing,’’ are often
made to legitimize the trends toward more global
outsourcing. We first discuss the recent trends in
global sourcing strategy. Then, we highlight the
advantages and disadvantages of global sourcing,
by providing a list of intuitive arguments for
each. We then attempt to explain global sourcing
levels and how these relate to performance
based on the two complementary perspectives
of ‘‘balance’’ and ‘‘fit.’’ By synthesizing these
two perspectives, we introduce existing theories
of sourcing in this article.
Trends in global sourcing. The primary objec-
tive of global sourcing strategy is for the firm to
exploit both its own and its suppliers’ compet-
itive advantages and the comparative locational
advantages of various countries in global compe-
tition. From a contractual point of view, the
global sourcing of intermediate products such as
components and services by firms takes place
in two ways: (i) from the parents or their
34. foreign subsidiaries on an ‘‘intrafirm’’ basis (i.e.,
insourcing) and (ii) from independent suppliers
on a ‘‘contractual’’ basis (i.e., outsourcing). Simi-
larly, from a locational point of view, multi-
national firms can procure goods and services
either (i) domestically (i.e., onshoring) or (ii)
from abroad (i.e., offshoring) (see OFFSHORING
AND MARKETING). This leads to a matrix of
possible choices presented in Table 1.
In the last two decades, we have witnessed
three waves of global sourcing. The first wave,
starting in the mid-1980s, was primarily focused
on global sourcing of manufacturing activities.
Therefore, research was conducted primarily
on manufacturing firms. Large manufacturing
firms increasingly set up their operations
globally and began to use suppliers from many
countries to exploit best-in-world sources
(Quinn and Hilmer, 1994). Consequently,
supply chains (see SUPPLY CHAIN MANAGE-
MENT STRATEGY) became more global and
complex, with manufacturing firms sourcing
from suppliers in many countries for raw
materials, intermediate, and final products.
A second wave began to occur in the early
1990s, when firms started eliminating their infor-
mation technology (IT) departments that had
global sourcing strategy: an evolution 3
Table 2 Recent waves in global sourcing.
35. Time Period First Wave (since
1980s)
Second Wave (since Early
1990s)
Third Wave (since Early
2000s)
Type of activity Manufacturing Information technology
Business processes
Destinations China, Central and
Eastern Europe,
Mexico, and others
India, Ireland, and others India, Pakistan, South
Africa, and others
Type of firms Manufacturing Manufacturing, banks,
and others
Financial services, and
services, more generally
Primary motives Reduction in labor
costs
Obtaining enough skilled
programmers and cost
reduction
Reduction in labor costs
and round-the-clock
service provision
36. grown substantially. As IT itself had become
commoditized and many firms had little interest
in developing new information systems in-house,
this IT outsourcing wave spawned the growth of
specialist providers, such as EDS and Accenture.
Global sourcing mostly involved labor-intensive
and standardized programming activities, which
could be easily sourced from low-cost locations
like India. The rise of commercial applications
for a wide range of firm activities, epitomized
in enterprise resource planning systems, also
implied that a marketplace had developed where
independent suppliers could make competitive
offerings.
A third wave, characterized as the offshoring
movement, began in the early 2000s. We
have witnessed the rise of business process
outsourcing that extends beyond IT services to
a range of other services related to accounting,
human resource management, finance, sales,
and after-sales services such as call centers. It is
this third wave of business process outsourcing
that has generated so much publicity. Many
are concerned that foreign business processes
suppliers may be moving up the knowledge
chain more rapidly than expected by sourcing
firms. Such knowledge transfer could, in the
long run, undermine sourcing firms’ ability
to differentiate themselves from their foreign
suppliers. Indeed, such hollowing-out concerns
have previously been raised about outsourcing
of manufacturing activities (Bettis, Bradley, and
Hamel, 1992; Kotabe, 1998). We summarize
our argument on these recent waves of global
sourcing in Table 2.
37. GLOBAL SOURCING STRATEGY AND
PERFORMANCE
It is widely suggested that global sourcing
helps improve performance, particularly cost
effectiveness (Trent and Monczka, 2003). Firms
located in developed countries often find that
labor costs are excessive, compared to the
value that is added to their products. At the
other extreme, some global sourcing may be
driven by knowledge concerns. Some inputs,
such as liquid-crystal displays and technical
expertise, may be available only in certain other
countries, thus making global sourcing not a
choice but an imperative. As for the sourcing
of many raw materials, domestic sourcing is
not an option since many raw materials are
unavailable domestically. Certain intermediate
products tend to be sourced from locations near
the source of raw materials. Another argument
in favor of global sourcing is that it enables a
firm to produce closer to its customer markets,
thereby increasing access to its customers
and obtaining critical market knowledge for
product development (see GLOBAL PRODUCT
DEVELOPMENT). For instance, Japanese
manufacturing firms have, over time, replicated
supply chains in North America and Europe
to operate closer to these markets. Production
and sourcing experience in these regions has
also enabled them to improve their product
offerings. Another reason to opt for global
sourcing is that demand from various regions
can be pooled, thus achieving maximum scale
and bargaining power through single sourcing
38. from a foreign supplier.
4 global sourcing strategy: an evolution
Table 3 Arguments for and against outsourcing.
The Case for Outsourcing The Case Against Outsourcing
Strategic focus/reduction of assets Interfaces/economies of
scope
Through outsourcing activities a firm can
reduce its level of asset investment in
manufacturing and related areas. Therefore,
stock markets usually react favorably to
outsourcing since more or less similar
absolute profit levels can be obtained with
lower fixed investments. Furthermore,
outsourcing can help the management of a
firm redirect its attention to its core
competencies, instead of having to possess
and update a wide range of competencies.
Firms may benefit from internalizing
production through scope economies.
Manufacturing firms, in their outsourcing
decisions, ought to reflect on the interfaces
among R&D, manufacturing, and
marketing. If there are important interfaces
between activities, decoupling them into
separate activities performed by different
suppliers will generate less than optimal
results.
39. Strategic flexibility Hollowing out
Outsourcing may increase the firm’s strategic
flexibility. By using outside sources, it is
much easier to switch from one supplier to
another. If an external shock occurs, firms
are able to react quickly by simply increasing
or decreasing the volumes obtained from an
external supplier. If the same item were
produced in-house, the firm would not only
incur high restructuring costs but also a
much longer response time to external
events.
Firms that outsource activities excessively are
hollowing out their competitive base. Once
activities have been outsourced, it tends to
become difficult to differentiate a firm’s
products on the basis of these activities.
Furthermore, a firm could lose bargaining
power vis-à-vis its suppliers because its
suppliers’ capabilities may increase relative
to those of the firm.
Avoiding bureaucratic costs Opportunistic behavior
Rising production costs are associated with
internal production, due to a lack of a price
mechanism and economic incentives inside a
firm. As a consequence, firm efficiency will
suffer.
External suppliers may behave
opportunistically as their incentive
structure varies widely from that of the
outsourcing firm. Opportunistic behavior
40. allows a supplier to extract more rents
from the relationship than it would
normally do, for example, by supplying a
lower than agreed-on product quality or
withholding information on changes in
production costs.
Relational rent Rising transaction and coordination costs
In recent years, many researchers have argued
that certain relationships with external
suppliers can help create a competitive
advantage. By outsourcing items on the basis
of idiosyncratic and valuable relationships
with suppliers, firms may be able to
innovate, learn, and reduce transaction costs.
Excessive outsourcing may lead to high
coordination costs. Firms are limited in
their capacity to work with outside
suppliers as partners and therefore, have to
prioritize outside partners. If they
simultaneously invested time and attention
to all outside suppliers, this would induce
very high coordination costs.
(continued overleaf)
global sourcing strategy: an evolution 5
Table 3 (Continued).
The Case for Outsourcing The Case Against Outsourcing
41. Limited learning and innovation
A form of learning that is deemed especially
important for attaining tacit knowledge is
learning by doing. The supplier may
acquire tacit knowledge by performing the
activity; consequently, the outsourcing
firm cannot appropriate all benefits.
Appropriation of innovation and rents is
always a problem in buyer–supplier
relationships because both parties will try
to obtain as many private benefits as
possible. Furthermore, it may become
more difficult to innovate, owing to the
different incentives available and the
subsequent lack of interfaces between
firms.
On the other hand, there are disadvan-
tages associated with global sourcing. One
major problem is ‘‘cultural differences’’
between buyers and their foreign suppliers
(see BASE OF THE PYRAMID MARKETS:
CULTURE INSIGHTS AND MARKETING
IMPLICATIONS). Indeed, differences such as
institutional and language problems may affect a
relationship negatively. This raises another layer
of issues related to the long-term sustainability
of firms’ core competencies, particularly when
firms begin to increase reliance on independent
suppliers through outsourcing (for a more
extensive discussion of outsourcing and core
competencies, see Mol, 2007). There are two
opposing views of the long-term implications
of outsourcing. One school of thought argues
42. that many successful companies have developed
a dynamic organizational network through
increasing cross-border joint ventures, subcon-
tracting and licensing activities (Miles and
Snow, 1986). This flexible network system, also
known as supply-chain alliances, allows each
participant to pursue its particular competence.
Each network participant is complementing
rather than competing against the other
participants for the common goals. The other
school of thought argues that while a firm may
gain short-term advantages, there could also
be negative long-term consequences. As the
firm becomes more reliant on its independent
suppliers, it may not be able to keep abreast
of constantly evolving design and engineering
technologies without engaging in those develop-
mental activities (Kotabe, 1998). Consequently,
the firm encounters the inherent difficulty in
sustaining its long-term competitive advantages.
In other words, over time a firm’s technical
expertise and capability surplus vis-à-vis its
foreign suppliers may diminish to the point that
its value added is limited, and it may become
more like a trading company. Thus, based on
the arguments for and against outsourcing, we
need to synthesize our thinking on outsourcing
and performance. A summary of these opposing
arguments is presented in Table 3.
A ‘‘balance’’ perspective. A ‘‘balance’’
perspective offers insights on the sourcing
strategy–performance relationship. The under-
lying argument of a ‘‘balance’’ perspective is
that firms that outsource all of their activities
43. run into a multitude of problems, such as a
lack of innovation and bargaining power, and
an inability to be distinct in the eyes of the
customer. However, firms that only insource
fail to use the powerful incentives supplied
by markets, thus becoming bureaucratic and
inefficient. Therefore, outsourcing some but not
6 global sourcing strategy: an evolution
all activities provides the best solution overall,
and there is an optimal degree of outsourcing.
We believe a similar line of reasoning can
apply to the degree of internationalization of
sourcing (i.e., onshoring and offshoring) and
how that affects performance. More specifi-
cally, there are advantages and disadvantages
associated with global sourcing, as we high-
lighted above. As a firm does more offshoring
(particularly, offshore outsourcing), the disad-
vantages become larger to the point where they
severely impede performance. If firms do not
use offshoring at all, they cannot enjoy any of
the advantages of offshoring, such as having a
wider supply base from which to choose. This
line of reasoning is consistent with research in
international business; it is, for instance, indi-
rectly suggested by Dunning’s (1993) treatment
of international sourcing, and neoinstitutional
economics traditions, particularly the transac-
tion costs framework (Williamson, 1985).
Williamson (1985) distinguishes between
44. production and transaction costs. Production
costs refer to the costs of producing a good or
a service, and transaction costs represent all
the costs incurred as the product moves from
one supply-chain partner to the next. When
firms use offshore outsourcing by procuring
from foreign suppliers, it may help reduce their
production costs. In some instances, a local
supplier’s production costs may be lower than
those of foreign suppliers, but this is often
the exception and not the rule. Transaction
costs, on the other hand, tend to be higher for
such offshoring, as there are many types of
institutional, cultural, and language barriers that
must be overcome.
The cost of searching for supply sources
abroad, whether internal or external sources,
is somewhat higher than that for local supply
sources. The cost of evaluating those foreign
supply sources is much higher, as the evaluation
costs are strongly related to the familiarity that
decision makers have with the other party. Since
firms are likely to be less familiar with foreign
supply sources and decision makers may not be
able to draw on their networks in helping them
evaluate these sources, this induces substantial
evaluation costs. Rangan (2000) uses this argu-
ment to explain why buying firms are much
more likely to choose a domestic rather than a
foreign supplier, even when the physical distance
between the buyer and each of these suppliers is
the same.
We argue that offshoring is a balancing
45. act between production and transaction costs.
Firms need to find the proper balance between
domestic and foreign supply sources (using
onshoring and offshoring) if they wish to locate
on the top of the curve and obtain the highest
possible performance. They can achieve this
by using foreign sources for part, but not all
of their sourcing. Sourcing everything from
abroad produces poor performance results
because the disadvantages of offshoring, like
the hollowing-out argument, become too large.
Focusing all efforts on onshoring, however, is a
serious form of myopia with equally disastrous
effects on firm performance, primarily because
the firm is not capitalizing on important
opportunities to improve competitiveness. A
graphic illustration of our argument is presented
in Figure 1.
The balance perspective is therefore summa-
rized as follows: Some activities are best
outsourced globally while others ought to be
integrated (from a performance perspective).
A firm can enjoy optimal performance when it
correctly outsources and integrates all activities.
Similarly, the firm also needs to balance between
onshoring and offshoring activities. This
produces a pattern of an inverted U-shaped
(negatively curvilinear) relationship between
outsourcing and performance, with the top of
the curve presenting the performance optimum.
A ‘‘fit’’ perspective. Despite the heightened
publicity of global sourcing, many firms have
been highly dissatisfied with their sourcing
performance. The problem may be due to the
46. fact that many researchers and practitioners have
adopted a deterministic view in evaluating the
global sourcing strategy–performance relation-
ship, without exercising caution that such a view
tends to overgeneralize the sourcing benefits.
Researchers often adopt the contingency
approach in representing a ‘‘fit’’ perspective
of the environment–strategy–performance rela-
tionship. Extant research has confirmed that
some environmental factors indeed exerted
moderating effects on the sourcing strategy–
performance relationship. In the manufacturing
global sourcing strategy: an evolution 7
Insourcing/Onshoring Outsourcing/Offshoring
F
ir
m
p
e
rf
o
rm
a
n
ce
47. Figure 1 A curvilinear relationship between the degree of global
outsourcing and firm performance.
context, Murray, Kotabe, and Wildt (1995)
concluded that the financial performance advan-
tage of global insourcing over global outsourcing
of nonstandardized (i.e., major) components
strengthened with increased product innova-
tions, process innovations, and asset specificity.
Using foreign firms manufacturing in China
as subjects of their study, Murray, Kotabe,
and Zhou (2005) found that global outsourcing
of major components (in the form strategic
alliance-based sourcing) did not affect market
performance. Instead, product innovativeness
and technological uncertainty moderated
such a relationship. Specifically, at low levels
of product innovativeness/technological uncer-
tainty, the use of strategic alliance-based
sourcing of major components by the sourcing
firm is positively related to market perfor-
mance. However, at higher levels of product
innovativeness/technological uncertainty, the
sourcing–performance relationships become
negative.
In refuting the popular arguments that
insourcing or outsourcing will lead to superior
performance, they found that sourcing strategy
per se did not significantly affect performance.
Instead, the sourcing strategy–performance
relationship was driven by factors underlying
sourcing strategy choice. They further cautioned
against the universalistic normative implications
for firms deciding on whether to insource
48. or outsource their value-chain activities
and stressed the value of contingency-based
theoretical approaches.
As discussed earlier, global sourcing of
services did not take place until the second
wave of global sourcing; therefore, extant
literature on global sourcing of services (see
SERVICES MARKETING STRATEGY; SERVICE
INNOVATION MANAGEMENT) is limited when
compared to that in manufactured goods.
Murray and Kotabe 1999 found that similar
to components and finished-goods sourcing,
supplementary services were sourced globally,
either by insourcing or outsourcing. The higher
the asset specificity and the lower the transaction
frequency of the supplementary services, the
higher the global insourcing used. Finally,
insourcing and offshoring of supplementary
services were negatively related to the market
performance of a service.
The fit perspective is therefore summarized
as follows: There is a range of contingency
factors (i.e., capital intensity, degree of service
inseparability, market uncertainty, and transac-
tion frequency) at the transaction-, firm-, and
context-levels. These factors determine how
much global outsourcing (both onshore and
offshore) ought to take place from a perfor-
mance perspective. To an extent, the contin-
gency factors also explain how much global
outsourcing actually takes place in practice. Fit
is achieved when the actual global outsourcing
level is in accordance with the level predicted
49. 8 global sourcing strategy: an evolution
on the basis of the contingency factors. If a firm
matches a global outsourcing decision to the rele-
vant contingency factors, the resulting strategic
fit helps achieve superior performance.
A ‘‘balanced-fit’’ perspective. The previous
discussion raises two related questions. First,
are these contradictory or rather complementary
perspectives; if they are complementary, how
do they complement each other? Second, how
can we, taking into account these perspectives,
explain the large increases in offshore and global
outsourcing? We now seek to answer these two
questions on the basis of the extant literature,
specifically by drawing upon possible conceptual
angles on global outsourcing.
To describe how the balance and fit perspec-
tives complement each other, and to explain
why over the past two decades or so we have
witnessed the degree of global sourcing shifting
toward more offshoring, we need to draw more
directly upon key academic perspectives on
global sourcing. We summarize 11 such perspec-
tives in Table 4.
It is not in the scope of this article to describe
each perspective in detail or to show how
different perspectives are useful in predicting
global outsourcing (for a more detailed descrip-
tion, see Mol, 2007). However, it is important
50. to note that these perspectives operate at three
different levels: the transaction, the firm, and
the industry and institutional contexts. Taken
together, they represent almost all the contin-
gency factors that the academic literature has
produced to date. Which of these perspectives
matters most is to an extent determined by
the empirical context in which outsourcing is
investigated. Some of the perspectives have been
more prominent than others in recent academic
studies of outsourcing. Transaction-cost
economics and the resource-based view come
to mind as examples, which may reflect their
actual importance in practice.
This takes us back to the two questions. The
first question can be answered by stating that
exactly where the optimal point of outsourcing
(balance) lies is determined by the scores on the
contingency factors (fit). In terms of the second
question, the optimal point in terms of how much
a firm should engage in offshoring will shift over
time. Over the past two decades or so, we have
witnessed that the degree of global sourcing has
shifted to the right in Figure 1, that is, toward
more outsourcing and offshoring. This implies
that changes in both the level of the contingency
factors as well as their constitution (i.e., which
variables matter and to what extent) have caused
the increase in outsourcing and offshoring levels.
Taken together, the implication is that the
balance in global outsourcing has shifted toward
higher levels of outsourcing because of …
51. export performance
Luis Filipe Lages and Carlos M. P. Sousa
INTRODUCTION
The area of export performance is attracting
both academic and managerial attention at
an increasing pace. For more than three
decades (1964–1998), work in the field
was mostly concerned with understanding
export-performance determinants. With the
publication of a special issue on export per-
formance measurement in the Journal of
International Marketing in 1998, research in this
topic received a new boost. Since then, several
works have been presented to justify the exis-
tence of divergent findings in this field (Lages
and Lages, 2004; Lages, Lages, and Lages,
2005; Diamantopoulos and Kakkos, 2007).
Simultaneously, new works appeared arguing
that export managers are not only proactive but
also reactive to past results. As a consequence,
research should also start considering export
performance as an independent variable (Lages
et al., 2008b).
Today, after almost half a century of research
in this theme, there is very little consensus on
the key antecedents and outcomes of export
performance as well as how export performance
should be defined and measured (Sousa, 2004;
Sousa, Martinez-Lopez, and Coelho, 2008).
Not surprisingly, the current literature on
52. export performance is fragmented, diverse,
and inconsistent, hindering advancement
in the field. It is fragmented because of
numerous studies in the literature that are
characterized for adopting a variety of analytical
techniques and methodological approaches.
It can be classified as diverse because of
the different determinants and measures of
export performance (see STRATEGIC EXPORT
MARKETING–ACHIEVING SUCCESS IN A
HARSH ENVIRONMENT). Finally, it is consid-
ered inconsistent because of the different
and often contradicting findings that exist in
the export-performance literature. Despite
the critical importance of this theme both
from public policy making and managerial
perspectives, in our view, no consensus will exist
in the literature until an established measure of
export performance is used. The purpose of this
article is to provide an overview of the literature
on export performance and a list of potential
directions for future research.
SUBJECTIVE OR OBJECTIVE MEASURES?
Over the last five decades, a wide diversity of
measures has been used in the exporting liter-
ature to assess performance (Diamantopoulos
and Kakkos, 2007). A first choice to be made
is between subjective and objective measures
(see MARKETING METRICS). Supporters of
subjective assessment argue that, although
objective assessments in measuring actual
export performance may be regarded as being
‘‘more trustworthy,’’ these measures raise
53. different measurement problems. Obtaining
accurate objective data on export performance
is very hard because export managers are rarely
willing to respond effectively to absolute values
(Lages, Lages, and Lages, 2005). They will also
argue that managers often disagree about which
operational measures to use when setting targets
because performance assessment is idiosyncratic
to the type of firm and its environment, and
some measures (e.g., profitability, sales, and
ROI) raise comparability problems due to
different accounting practices within strategic
business units (SBUs) and across firms (Styles,
1998). Another major obstacle is that financial
reports hardly ever make a distinction between
the performance of domestic and export markets
operations and even more seldom provide data
on each export venture. As a consequence,
objective metrics are rarely used because it is
often impossible to establish a common defini-
tion of success/failure or fixed reference points
across firms. On the other hand, by measuring
perceived performance, researchers are able to
capture the degree to which performance has
matched the aspiration levels of the firm from
one year to the next. The imaginary line sepa-
rating success from failure will be determined by
the level of expected performance and will serve
as a useful starting point for future decision
making. In sum, one may assume that an indi-
vidual export venture will be successful when
targets are met or exceeded and unsuccessful
when it is below this line (Lages et al., 2008b).
Organizational learning theory posits that
Wiley International Encyclopedia of Marketing, edited by
55. testing the robustness of export-performance
findings, future research is strongly encouraged
to use a combination of different approaches:
total item aggregation, intermediary aggrega-
tion, and total desegregation approaches. While
in the most aggregated approach, findings result
in a loss of specific information, because the
distinction among the independent items is
lost, in the most disaggregated approach, it
becomes harder to have an overall picture of
export performance. As a consequence, the most
common approach to assess export performance
is an intermediary aggregation of various
items into single performance measures (i.e.,
commonly denominated as factors or constructs)
(Lages, Lages, and Lages, 2005). Although this
combination of different measures into factors
allows better contextualizing the complex
performance construct (Katsikeas, Leonidou,
and Morgan, 2000), this approach does not
precisely capture the different dimensions
of the performance phenomenon (Doyle and
Stern, 2006). In addition, some measures
may correlate differently with other measures
and different measures may have different
weights depending on the context. For example,
in the case of Western companies, rankings
for specific performance variables have been
created and profits became one of the most
important performance measures. However,
when managers focus on seeking outstanding
profits, this may lead to poor results in other
export performance metrics such as market
share (Doyle and Stern, 2006). Likewise, when
managers focus too much on sales volume, this
56. might create problems on sales revenue, and, as
a consequence, create image problems. As such,
for future research, we strongly advocate the
use of aggregation approaches in combination
with single-performance items. This way, by
using the most disaggregated approach, it will
also be possible to treat each one of the items
included in the model individually (Doyle and
Stern, 2006).
STATIC OR DYNAMIC APPROACHES?
Although management research has been
gradually moving from a static analysis to a
more dynamic approach, research involving
export performance predominantly follows
a static approach. The literature on export
performance rarely looks to change in terms of
export performance and rarely implements a
longitudinal research. This makes it difficult to
implement dynamic models and limits effica-
cious measurement of performance (Katsikeas,
Leonidou, and Morgan, 2000). Future longi-
tudinal research allows a better analysis of
the relationship between export performance
and its determinants. Future research is
strongly encouraged to build on organizational
learning theory and strategic dynamics to better
understand how export performance change
occurs in foreign markets. Notwithstanding the
significant amount of research conducted in
exporting, a review of the literature indicates
several shortcomings in this field.
SHORT- OR LONG-TERM ASSESSMENT?
57. Although the majority of the literature assumes
that managers undertake a proactive and
export performance 3
long-term perspective of export performance, a
number of studies have suggested that western
firms are often reactive and short-term oriented
(Madsen, 1998; Lages and Lages, 2004). Most
studies do not specify the time period and
assume that export performance is a long-term
issue (Diamantopoulos and Kakkos, 2007).
Among the rare exceptions that do so, while
some prefer to use a more dynamic approach by
trying to capture performance over a 12-month
period (Morgan, Kaleka, and Katsikeas, 2004;
Lages and Lages, 2004), others follow a more
static approach by assessing export performance
levels in a specific year (Lages, Lages, and
Lages, 2005). To organize the literature in terms
of export performance measurement, future
research should make this aspect clear. Indeed,
short-term analysis is a critical issue from a
managerial perspective as many top managers
wish to see short-term performance effects and
do not give enough time to observe the effects
of strategy in the long term. However, being
overly focused on short-term goals may be
risky for the long-term development of a firm’s
capabilities (Madsen, 1998). The importance of
performance dimensions may also vary across
stakeholder groups (e.g., investors, employees,
and customers) and depend on whether the
focus is on the short term or the long term
58. (Sousa, 2004). A manager who focuses on
the long term to increase the market share
in a foreign market may not perceive export
performance to be low when export sales or
export profits are weak.
A DEPENDENT OR AN INDEPENDENT
VARIABLE?
Interestingly, and despite the fact that the
overwhelming majority of studies analyze
performance as a dependent variable, it is
uncertain which measures should be analyzed
as causally dependent. Researchers tend to put
export performance as a dependent variable
even when the data collected on strategy
and performance variables relate to the same
period of time. However, managerial practice
is expected to be dynamic. Past performance is
highly likely to influence organizational change
as managers tend to respond to performance
feedback. However, to our knowledge, no study
has analyzed the impact of past performance
on strategic change in international markets.
Performance as an independent variable has
been highly unexplored in an international
marketing context (Lages and Montgomery,
2004; Lages et al., 2008b are two exceptions).
As the underlying aspects of export-marketing
strategy are driven by managerial action, greater
understanding of managerial learning from
past export performance can provide marketing
academics and practitioners with strategic
insights into enhancing export performance (see
CONCEPT OF CAUSALITY AND CONDITIONS
59. FOR CAUSALITY).
THEORETICAL OR MANAGERIAL
APPROACHES?
In the late 1990s, some attempts were made to
develop comprehensive and psychometrically
sound measures of export performance (Styles,
1998; Zou, Taylor, and Osland, 1998). Despite
these attempts, a major concern remained that
export-performance assessment tends to be
misaligned with the managerial world (Madsen,
1998; Lages and Lages, 2004). Several reasons
justify the need for a sound managerial evalu-
ation of export performance. If one considers
that exporting actions have an impact on the
overall failures/successes of firms, it becomes
necessary to have tools that allow managers to
monitor export performance. Proper measures
will provide decision makers with a reference
to support the definition of future short- and
long-term actions, such as the allocation of
human and financial resources to specific export
ventures. Export performance evaluation is
equally important at the public-policy level.
The benefits provided by the exporting activity
encourage public policy makers to implement
export assistance programs to enhance firms’
global marketing strategies. As a consequence,
a proper assessment of export-marketing
strategy (Lages, Abrantes, and Lages, 2008a)
and export performance will have an impact
on any country’s economic health (Lages and
Montgomery, 2005).
During the last four years, some export
60. measurement tools have been developed with
greater managerial- and public-policy flavor.
One of these tools is the STEP scale (Lages and
4 export performance
Lages, 2004), which addresses the short-time
horizon frequently used by managers and
public-policy makers to assess performance.
Two other managerial tools – the APEV scale
and the PERFEX scorecard (Lages, Lages,
and Lages, 2005) – were specifically designed
to be included in annual reports and to assess
export performance both at the corporate
and exporting venture levels. The APEV
scale was inspired by the EXPERF measure
(Zou, Taylor, and Osland, 1998). All these
three scales (EXPERF, STEP, and APEV)
are of a reflective nature and were developed
using CONFIRMATORY FACTOR ANALYSIS.
More recently, Diamantopoulos and Kakkos
(2007) suggest that this field should also use
formative indicators. As such, the authors
propose the AEP index as a composite measure
of managerial-subjective evaluations of export
performance. This index enables the assessment
and comparison of multiple export objectives,
both within and between firms, by allowing the
setting of the weights of the different indicators
to be zero. From a managerial perspective, the
major advantage of using performance metrics
of a formative nature is that, in contrast to
reflective aggregated measures, it becomes
possible to identify which particular indicators
61. the managers have in mind when assessing
export performance.
DETERMINANTS OF EXPORT PERFORMANCE
Two broad theoretical approaches, the resource-
based paradigm and the contingency paradigm,
provide the basis for classifying the determinants
of export performance into internal and external
factors. Specifically, internal determinants
are justified by resource-based theory, while
external determinants are supported by contin-
gency theory. Resource-based theory focuses
on how sustained competitive advantage is
generated by the unique bundle of resources at
the core of the firm. The contingency paradigm
suggests that environmental factors influence
the firm’s strategies and export performance
(see STANDARDIZATION/ADAPTATION OF
INTERNATIONAL MARKETING STRATEGY).
The effects of various firm characteristics on
export performance are dependent on the
specific context of the firm. An extensive list
of studies has already identified key determi-
nants of success in terms of the internal and
external factors influencing successful export
performance (Sousa, Martinez-Lopez, and
Coelho, 2008). However, there is a lack of
agreement on the domains and measurement of
the determinants of export performance. This
obstructs development of the theory on export
performance, and makes it very difficult to
compare the findings from different studies and
literature. As a result, attempts should be made
to develop clear conceptual domains and sound
62. schemes to measure the variables. Nonetheless,
after more than four decades of research on
the analysis of the relationships among internal
and external forces, export-marketing strategy
and export performance, researchers now agree
that export performance must be analyzed
as a function of the fit between the firm’s
environment and the selected export-marketing
strategy.
Despite the argument that control variables
deserve as much attention and respect as do inde-
pendent and dependent variables, most export
performance studies fail to include them (Sousa,
Martinez-Lopez, and Coelho, 2008). This disre-
gard for the role of control variables is an issue
of concern, and researchers are encouraged to
account for these effects in future studies. In
addition to the analysis of possible direct rela-
tionships (as undertaken by most investigators),
future research is also encouraged to analyze
the moderating effects of external forces and
the indirect impact of environmental forces on
export performance through their influence on
strategy. The export-performance literature has
reached a level of sophistication that researchers
should be interested in detecting not only the
main effects of independent variables but also
their indirect and moderating effects.
UNIT OF ANALYSIS
There is no consensus in the literature regarding
the level of performance assessment. Most export
studies have looked at export performance at
the firm level (Sousa, Martinez-Lopez, and
63. Coelho, 2008). One possible explanation for this
predilection by researchers could be the fact
that respondents are more willing to disclose
information at this broad level. The underlying
export performance 5
theoretical justification for firm-level studies is
the theory on internalization (Rugman, 1980).
This theory states that, in imperfect markets,
firms should internalize the firm-specific advan-
tages, both tangible and intangible, to extract
maximum economic rent. Consequently, the
study of export performance at the firm level
has the benefit of capturing firm-specific advan-
tages, which are derived not only from the
development of a particular product but also
from the total learning process of the firm.
This allows examine the influence of potential
determinants (e.g., overall firm strategy, organi-
zational culture, organizational structure, R&D,
etc.) that are not directly related to a specific
venture. Other units that are commonly used
are at the product level, strategic business-unit
level, and product–market export venture level.
Proponents of these three levels argue that it is
unrealistic to expect that the same strategies can
lead to the same results in all export products,
SBUs, and product–market ventures. Naturally,
the use of different levels of analysis will lead to
different (and sometimes conflicting) insights on
the topic.
FRAMES OF REFERENCE AND DIRECTIONS
64. FOR FUTURE RESEARCH
Researchers use different frames of reference.
In most cases, performance measurement tends
to be self-driven. More recently, some works
have explored performance assessment versus
competitors (Morgan, Kaleka, and Katsikeas,
2004). Future research should consider the use
of customer-, stakeholder-, and network-driven
perspectives. In addition, employees within
the same firm will hold different viewpoints of
the same reality. As a consequence, the use of
multiple informants within each firm will bring
added value to assess this complex phenomenon
(Sousa, 2004). With rare exceptions (Styles,
1998; Zou, Taylor, and Osland, 1998; Lages and
Lages, 2004), most studies have used a single
country or region as a frame of reference. The
performance measures used in these studies
often reflect the unique emphasis that different
countries place on exporting (Zou, Taylor, and
Osland, 1998). As a result, attempts should
be made to validate scales across countries.
However, considerable difficulties are likely to
be encountered in establishing equivalence and
comparability of research in different studies.
Researchers have to develop cross-cultural
conceptualization and measurement that reflect
true cultural differences among markets along
the underlying construct under study. This
can play an important part in advancing
export-marketing theory by stimulating cross-
cultural export-marketing studies that investi-
gate specific similarities and differences among
and between countries (Styles, 1998).
65. The United States is the most researched
country in export-performance studies and
despite a rise in the number of studies
conducted outside the United States, there
are still countries from certain parts of Asia,
South and Central America, the Caribbean, and
Africa that have received little or no attention
from researchers (Sousa, Martinez-Lopez,
and Coelho, 2008). Further research should
consider the inclusion of such countries to
investigate whether our current knowledge can
be generalized to these countries, especially
those from the developing world. Firms from
developing countries are particularly interesting
to study in future research because of their
growing presence in an integrated global
economy. In addition, most export performance
studies involve samples drawn form manufac-
turing industries with relatively few studies
investigating export performance of service
firms. While there are some determinants and
measures of export performance that apply to
both manufacturing goods and services, it is
likely that additional variables must be taken
into account that relate to the specific charac-
teristics of services firms when operating in the
international arena (Sousa, Martinez-Lopez,
and Coelho, 2008). Considering that services
account today for around 20–30% of world
trade, there is an increasing need for researchers
to test whether traditional theories of GLOBAL
MARKETING STRATEGY: PERSPECTIVES
AND APPROACHES apply to the international
marketing of services.
66. Taken together, the existing shortcomings
in the export-performance literature create
new research opportunities as they leave inter-
national marketing academics and practitioners
without a clear understanding of the effects of
6 export performance
export performance as well as of the factors
influencing it.
ACKNOWLEDGMENT
This work was funded by ‘‘Fundação para a
Ciência e a Tecnologia’’ and NOVA FORUM.
Bibliography
Diamantopoulos, A. and Kakkos, N. (2007) Manage-
rial assessments of export performance: conceptual
framework and empirical illustration. Journal of Inter-
national Marketing, 15 (3), 1–31.
Doyle, P. and Stern, P. (2006) Marketing Management
and Strategy, 4th edn, FT Prentice Hall.
Katsikeas, C.S., Leonidou, L.C., and Morgan, N.A.
(2000) Firm-level export performance assessment:
review, evaluation, and development. Journal of the
Academy of Marketing Science, 28 (4), 493–511.
Lages, L.F., Abrantes, J.L., and Lages, C.R. (2008a)
The STRATADAPT scale: a measure of marketing
67. strategy adaptation to international business markets.
International Marketing Review, 25 (5), 584–600
(Special Issue Business-to-Business as International
Business).
Lages, L., Jap, S., and Griffith, D. (2008b) The role of
past performance in export ventures: a short-term
reactive approach. Journal of International Business
Studies, 39 (2), 304–325.
Lages, L.F. and Lages, C.R. (2004) The STEP scale: a
measure of short-term export performance improve-
ment. Journal of International Marketing, 12 (1),
36–56.
Lages, L., Lages, F.C., and Lages, C.R. (2005) Bringing
export performance metrics into annual reports: the
APEV scale and the PERFEX scorecard. Journal of
International Marketing, 13 (3), 79–104.
Lages, L.F. and Montgomery, D.B. (2004) Export perfor-
mance as an antecedent of export commitment and
marketing strategy adaptation: evidence from small
and medium sized exporters. European Journal of
Marketing, 38 (9/10), 1186–1214.
Lages, L.F. and Montgomery, D.B. (2005) The rela-
tionship between export assistance and performance
improvement in Portuguese export ventures: an
empirical testing of the mediating role of pricing
strategy adaptation. European Journal of Marketing,
39 (7/8), 755–784.
Madsen, T.K. (1998) Executive insights: managerial judg-
ment of export performance. Journal of International
Marketing, 6 (3), 82–93.
68. Morgan, N.A., Kaleka, A., and Katsikeas, C.S. (2004)
Antecedents of export venture performance: a theo-
retical model and empirical assessment. Journal of
Marketing, 68 (1), 90–108.
Rugman, A.M. (1980) A new theory of the multinational
enterprise: internationalization versus internalization.
Columbia Journal of World Business, 15 (1), 23–29.
Sousa, C.M. (2004) Export performance measure-
ment: an evaluation of the empirical research
in the literature. Academy of Marketing Science
Review 8 (9), 1–22. Available: http://www.
amsreview.org/articles/sousa09-2004.pdf.
Sousa, C.M.P., Martinez-Lopez, F.J., and Coelho, F.
(2008) The determinants of export performance:
a review of the research in the literature between
1998 and 2005. International Journal of Management
Reviews, 10 (4), 343–374.
Styles, C. (1998) Export performance measures in
Australia and the United Kingdom. Journal of Inter-
national Marketing, 6 (3), 12–36.
Zou, S., Taylor, C.R., and Osland, G.E. (1998) The
EXPERF scale: a cross-national export performance
measure. Journal of International Marketing, 6 (3),
37–58.