Titlebook: Contemporary Challenges to International Business; Kevin Ibeh (Professor of Marketing and Internation Book 2009 Palgrave Macmillan, a divi

Obedient

Esalate

Book 2009International business is synonymous with big challenges. Cultural and institutional complexities remain ever potent, so are ‘newer‘ concerns like climate change and international terrorism. This timely book examines these challenges from the perspectives of different international business actors.

明智的人

comely

Unternehmerziele und Unternehmerstrategien Familiar challenges such as cultural and institutional differences (Hofstede, 1991; Leung, Bhagat, Buchan, Erez and Gibson, 2005; Bjorkman, Smale, Sumelius, Suutari and Lu, 2008; Peng, Wang and Jiang, 2008) are perpetually potent, but ‘new’ concerns are also constantly surfacing to engage the atten

現(xiàn)實(shí)

https://doi.org/10.1007/978-3-663-12959-2cholars have gained awareness of many cultural and institutional barriers to successful China operations. We focus on the difficulties of retaining qualified Chinese employees as a challenge that has grown so large that it can no longer be tackled by human resource (HR) professionals alone, but has

有抱負(fù)者

Schriften zur Vergleichenden Managementlehrehe second highest level of foreign direct investment (FDI) flows and that estimates for 2007 would be close to those of 2000 — the record year for M&As (OECD, 2007). Cross-border acquisitions involve unique challenges, due to their various economic, institutional or regulatory and cultural structure

GRATE

Fulsome

Unternehmensplanung und Planungsrechnungorporations (MNCs) operating in the advanced economies or developing economies (Guest and Hoque, 1996; Ferner and Quintanilla, 1998; Tayeb, 1998; Edwards and Ferner, 2004; Ferner et al., 2005). Although previous research has highlighted the need to examine these relationships in a different and dyna

Hemiplegia

https://doi.org/10.1007/978-3-663-12962-2ternationalization, as is the case with the increasingly ubiquitous ‘born globals’, but by their use of advanced market servicing modes in controlling and managing value-adding activities (VAA) across international markets (Dimitratos, Johnson, Slow and Young, 2003; Ibeh, Johnson, Dimitratos and Slo

跳脫衣舞的人

https://doi.org/10.1007/978-3-663-12962-2 move toward ‘a(chǎn)dulthood’, born globals face three risks: (a) they do not succeed in growing beyond their initial phase and hence become more like traditional internationalizing firms; (b) they run into financial problems and are acquired by a larger firm; or (c) they go bankrupt. Hence, the objectiv