The document discusses various modes of entry for internationalization including exporting, licensing, franchising, joint ventures, and wholly owned subsidiaries. It summarizes the Uppsala model of internationalization which proposes that firms enter closer markets first with lower commitments like exports, then progress to more distant markets and higher commitments like manufacturing subsidiaries. The document also discusses theories like internalization theory and the eclectic paradigm that explain why firms may prefer wholly owned subsidiaries over licensing. Finally, it covers topics like alliances, barriers in services firms, and types of countertrade agreements.
The ppts contain topics related to Introduction of Global Strategic Management. It also includes multiple choice questions related to global strategic management
Thinking psychoanalytically about desire in organizations - why we need a 3rd...Boxer Research Ltd
Psychoanalytic understanding has approached the organization as being like the ego in its pursuit of sovereign autonomy, its inter-subjective discursive practices organizing its work in relation to its markets. The corporate entity has been approached as an a priori. Psychoanalytic understanding has addressed the ways in which individuals take up roles within the life of an organization, but not the ways in which an organization may support a multiplicity of roles one-by-one in the lives of its citizen-clients.
The a priori status of the sovereign corporate entity leads to the unconscious being referred to as descriptively unconscious, ‘below the surface’ of the inter-subjective practices it supports. The implication is that what lies ‘below the surface’ can in principle be made conscious. This repressed unconscious is distinct from the wider compass of the radically unconscious. Distinguishing the repressed from this radically unconscious enables us to establish a ‘beyond’ of the libidinally-invested-in identifications supported by the organization. Defenses against anxiety may thus become defenses against a ‘beyond’ of innovation, through which a posteriori organization might support innovative roles in the lives of its citizen-clients.
We need to understand how a radically unconscious valency for innovation becomes realized. This would enable us to address how individuals might support identifications with an organization when it was itself having to innovate continuously ‘under their feet’. Without such an understanding, we can only expect an organization to betray its citizen-clients through serving its a priori interests to the exclusion of ‘others’.
The ppts contain topics related to Introduction of Global Strategic Management. It also includes multiple choice questions related to global strategic management
Thinking psychoanalytically about desire in organizations - why we need a 3rd...Boxer Research Ltd
Psychoanalytic understanding has approached the organization as being like the ego in its pursuit of sovereign autonomy, its inter-subjective discursive practices organizing its work in relation to its markets. The corporate entity has been approached as an a priori. Psychoanalytic understanding has addressed the ways in which individuals take up roles within the life of an organization, but not the ways in which an organization may support a multiplicity of roles one-by-one in the lives of its citizen-clients.
The a priori status of the sovereign corporate entity leads to the unconscious being referred to as descriptively unconscious, ‘below the surface’ of the inter-subjective practices it supports. The implication is that what lies ‘below the surface’ can in principle be made conscious. This repressed unconscious is distinct from the wider compass of the radically unconscious. Distinguishing the repressed from this radically unconscious enables us to establish a ‘beyond’ of the libidinally-invested-in identifications supported by the organization. Defenses against anxiety may thus become defenses against a ‘beyond’ of innovation, through which a posteriori organization might support innovative roles in the lives of its citizen-clients.
We need to understand how a radically unconscious valency for innovation becomes realized. This would enable us to address how individuals might support identifications with an organization when it was itself having to innovate continuously ‘under their feet’. Without such an understanding, we can only expect an organization to betray its citizen-clients through serving its a priori interests to the exclusion of ‘others’.
Instructions for Submissions thorugh G- Classroom.pptxJheel Barad
This presentation provides a briefing on how to upload submissions and documents in Google Classroom. It was prepared as part of an orientation for new Sainik School in-service teacher trainees. As a training officer, my goal is to ensure that you are comfortable and proficient with this essential tool for managing assignments and fostering student engagement.
Synthetic Fiber Construction in lab .pptxPavel ( NSTU)
Synthetic fiber production is a fascinating and complex field that blends chemistry, engineering, and environmental science. By understanding these aspects, students can gain a comprehensive view of synthetic fiber production, its impact on society and the environment, and the potential for future innovations. Synthetic fibers play a crucial role in modern society, impacting various aspects of daily life, industry, and the environment. ynthetic fibers are integral to modern life, offering a range of benefits from cost-effectiveness and versatility to innovative applications and performance characteristics. While they pose environmental challenges, ongoing research and development aim to create more sustainable and eco-friendly alternatives. Understanding the importance of synthetic fibers helps in appreciating their role in the economy, industry, and daily life, while also emphasizing the need for sustainable practices and innovation.
Francesca Gottschalk - How can education support child empowerment.pptxEduSkills OECD
Francesca Gottschalk from the OECD’s Centre for Educational Research and Innovation presents at the Ask an Expert Webinar: How can education support child empowerment?
A Strategic Approach: GenAI in EducationPeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
The French Revolution, which began in 1789, was a period of radical social and political upheaval in France. It marked the decline of absolute monarchies, the rise of secular and democratic republics, and the eventual rise of Napoleon Bonaparte. This revolutionary period is crucial in understanding the transition from feudalism to modernity in Europe.
For more information, visit-www.vavaclasses.com
Embracing GenAI - A Strategic ImperativePeter Windle
Artificial Intelligence (AI) technologies such as Generative AI, Image Generators and Large Language Models have had a dramatic impact on teaching, learning and assessment over the past 18 months. The most immediate threat AI posed was to Academic Integrity with Higher Education Institutes (HEIs) focusing their efforts on combating the use of GenAI in assessment. Guidelines were developed for staff and students, policies put in place too. Innovative educators have forged paths in the use of Generative AI for teaching, learning and assessments leading to pockets of transformation springing up across HEIs, often with little or no top-down guidance, support or direction.
This Gasta posits a strategic approach to integrating AI into HEIs to prepare staff, students and the curriculum for an evolving world and workplace. We will highlight the advantages of working with these technologies beyond the realm of teaching, learning and assessment by considering prompt engineering skills, industry impact, curriculum changes, and the need for staff upskilling. In contrast, not engaging strategically with Generative AI poses risks, including falling behind peers, missed opportunities and failing to ensure our graduates remain employable. The rapid evolution of AI technologies necessitates a proactive and strategic approach if we are to remain relevant.
Honest Reviews of Tim Han LMA Course Program.pptxtimhan337
Personal development courses are widely available today, with each one promising life-changing outcomes. Tim Han’s Life Mastery Achievers (LMA) Course has drawn a lot of interest. In addition to offering my frank assessment of Success Insider’s LMA Course, this piece examines the course’s effects via a variety of Tim Han LMA course reviews and Success Insider comments.
Operation “Blue Star” is the only event in the history of Independent India where the state went into war with its own people. Even after about 40 years it is not clear if it was culmination of states anger over people of the region, a political game of power or start of dictatorial chapter in the democratic setup.
The people of Punjab felt alienated from main stream due to denial of their just demands during a long democratic struggle since independence. As it happen all over the word, it led to militant struggle with great loss of lives of military, police and civilian personnel. Killing of Indira Gandhi and massacre of innocent Sikhs in Delhi and other India cities was also associated with this movement.
2. Overview
• Modes of Entry
• The Uppsala model of Intenationalization
• Market Imperfections (Internalization) Theory; The Eclectic Paradigm
• Alliances
• Countertrade
3. Internationalization
– Which foreign market(s) to enter? (√)
– When to enter the market: First mover or follower?
– On what scale: large scale or small scale
– Which mode of entry will be utilised?
4. Entry Modes
• Firms can use different methods to enter a market. Some of these
include:
– Exporting
– Turnkey Projects (aka Build Operate Transfer or Public Private
Partnership)
– Licensing
– Franchising
– Joint Ventures
– Wholly Owned Subsidiaries (Greenfield or Acquisition)
5. THE UPPSALA MODEL OF
INTERNATIONALIZATION
• Swedish researchers at the University of Uppsala in 1970’s
• Based on a study of four Swedish manufacturing firms
• Model describes choice of market and form of entry in stages
Johanson, J. and Vahlne, J.E., (1977), ‘The internationalization process of the firm – a
model of knowledge development and increasing market commitments’; Journal of
International Business Studies 8, pp. 23-32
6. THE UPPSALA MODEL
• Internationalisation starts at nearby markets (opportunities and
minimal risks)
• Psychic distance = differences in language, culture and political
systems
• New markets entered by exports (not sales organisations or
manufacturing subsidiaries)
• As the company gains experience, they move to higher levels of
commitment.
Johanson, J. and Vahlne, J.E., (1977), ‘The internationalization process of the firm – a
model of knowledge development and increasing market commitments’; Journal of
International Business Studies 8, pp. 23-32
7. Updated Uppsala Model
• In 2009, the authors re-visited the model and suggested that
“insidership” (the liability of outsidership) or being part of a network
was important and explained how internationalisation took place.
Johanson, J. and Vahlne, J. (2009), ‘The Uppsala internationalization process
model revisited: From liability of foreignness to liability of outsidership’, Journal of
International Business Studies, vol. 40, no. 9, pp. 1411-1431.
8. Why do firms use wholly owned subsidiary option
rather than licensing?
• Market Imperfections (Internalization) theory: states that the markets
are imperfect, and MNEs owe their existence to these imperfections
(Buckley & Casson, 1976; 2009).
• The Eclectic Paradigm – OLI: Ownership, location and
Internalization: extends the internalization idea and adds the
dimension of location advantages (Dunning, 1993).
• Buckley, P. & Casson, M. (1976) The Future of the Multinational Enterprise, London: MacMillan.
• Buckley, P. & Casson, M. (2009) The internalisation theoy of the multinational enterprise: A review of the
progress of a research agenda after 30 years. Journal of International Business Studies, Vol. 40, pp.
1563-1580.
• Dunning, J.H. (1993). Multinational Enterprises and the Global Economy. Wokingham: Addision-Wesley.
9. Global Alliances
• Firms join to attain world leadership
• Each partner has significant strength to bring to the alliance
• A true global vision
• Relationship is horizontal not vertical
• When competing in markets not part of alliance, they retain their own identity
10. Services Industry
• Services can be divided into:
– Hard Services: Production and consumption can be decoupled.
– Soft Services: Production and consumption occurs
simultaneously.
11. GATS Modes of Supply
• Mode 1: Cross-border supply is defined to cover services flows from the territory of
one Member into the territory of another Member.
• Mode 2: Consumption abroad refers to situations where a service consumer (e.g.
tourist or student) moves into another Member's territory to obtain a service
• Mode 3: Commercial presence implies that a service supplier of one Member
establishes a territorial presence, including through ownership or lease of premises, in
another Member's territory to provide a service; and
• Mode 4: Presence of natural persons consists of persons of one Member entering the
territory of another Member to supply a service (e.g. accountants, doctors or teachers).
12. Knowledge Transfer
• Difficult in business service firms (accounting, architecture, law etc).
• The key resource is knowledge, and knowledge is held by individuals
(Kogut & Zander, 2003).
• Nonaka & Takeuchi (1995) suggested the SECI model.
S= Socializaton E=Externalization
C=Combination I=Internalization
• Kogut B, Zander U. 2003. A memoir and reflection: knowledge and an evolutionary theory of the
multinational firm 10 years later. Journal of International Business Studies 34(6): 505-515.
• Nonaka I, Takeuchi H. 1995. The knowledge-creating company: How Japanese companies create the
dynamics of innovation. Oxford University press: New York.
13.
14. Barriers in Service Firms
• countries not permitting the use of Mode 4 in certain sub-sectors,
• lack of mutual recognition of educational qualification and previous
experience
• residency requirements
• host country qualifying process and/or membership of host country
professional bodies .
• Rammal HG, Rose EL. 2014. New Perspectives on the Internationalization of Service Firms.
International Marketing Review 31(6): 550-556.
15. Countertrade
• Denotes a whole range of barter-like agreements
• Primarily used when a firm exports to a country whose currency is not
freely convertible
• Importing country may lack the foreign exchange reserves required
• 8 to 10% of world trade in form of countertrade
16. Types of Countertrade
• Barter
– Direct exchange of goods and services between two parties
without a cash transaction
– Two-fold problems
• If goods are not exchanged simultaneously, one party ends
up financing the other for a period
• Goods may be unwanted, unusable, or have a low re-sale
value
• Counterpurchase
– Reciprocal buying agreement
17. Types of Countertrade
• Offset
– One party agrees to purchase goods and services with a
specified percentage of the proceeds from the original sale.
• Switch trading
– Occurs when a third-party trading house buys the firm’s
counterpurchase credits and sells them to another firm that can
better use them
18. Types of Countertrade
• Compensation or buybacks
– Occurs when a firm builds a plant in a country or supplies
technology, equipment, training, or other services
– Agrees to take certain percentage of plant’s output as partial
payment for the contract
