scholarly journals Multinational Enterprises and Performance: Three Essays at the Interface between International Business and Strategic Management

AIB Insights ◽  
2014 ◽  
Author(s):  
Lars Matysiak
Keyword(s):  
Strategic Management ◽  
International Business ◽  
Multinational Enterprises ◽  
And Performance

Strategic Management of International Subcontracting

2010 ◽  
pp. 1924-1934
Author(s):  
Yue Wang
Keyword(s):  
Supply Chain ◽  
Strategic Management ◽  
Transaction Cost ◽  
Empirical Research ◽  
International Business ◽  
Multinational Enterprises ◽  
Cost Model ◽  
Governance Structure ◽  
Complex Nature ◽  
Relational Contract

Research on international subcontracting has been policy-oriented and industry-focused. There is a lack of understanding of the phenomenon from strategic management and international business perspectives. This article conceptualizes international subcontracting as a type of relational contract formed by buyers and suppliers from different countries, aiming to facilitate the sourcing of products or components with buyer-specific requirements. It builds a transaction cost model for studying the strategic choice of international subcontracting as an intermediate governance structure, sitting between arm’s length outsourcing arrangement and vertically integrated multinational enterprises (MNEs). A set of propositions are developed to aid future empirical research and to provide managers with some guidelines for organizing supply chain across borders. The model also allows managers to examine the complex nature of a range of subcontracting relationships and identify the specific mechanisms that can be used to preserve and manage the dyadic principal-subcontractor exchanges.

Strategic Management of International Subcontracting

2011 ◽  
pp. 297-307
Author(s):  
Yue Wang
Keyword(s):  
Supply Chain ◽  
Strategic Management ◽  
Transaction Cost ◽  
Empirical Research ◽  
International Business ◽  
Multinational Enterprises ◽  
Cost Model ◽  
Governance Structure ◽  
Complex Nature ◽  
Relational Contract

Research on international subcontracting has been policy-oriented and industry-focused. There is a lack of understanding of the phenomenon from strategic management and international business perspectives. This article conceptualizes international subcontracting as a type of relational contract formed by buyers and suppliers from different countries, aiming to facilitate the sourcing of products or components with buyer-specific requirements. It builds a transaction cost model for studying the strategic choice of international subcontracting as an intermediate governance structure, sitting between arm’s length outsourcing arrangement and vertically integrated multinational enterprises (MNEs). A set of propositions are developed to aid future empirical research and to provide managers with some guidelines for organizing supply chain across borders. The model also allows managers to examine the complex nature of a range of subcontracting relationships and identify the specific mechanisms that can be used to preserve and manage the dyadic principal-subcontractor exchanges.

Strategic Management of International Subcontracting

2011 ◽  
pp. 1219-1229
Author(s):  
Yue Wang
Keyword(s):  
Supply Chain ◽  
Strategic Management ◽  
Transaction Cost ◽  
Empirical Research ◽  
International Business ◽  
Multinational Enterprises ◽  
Cost Model ◽  
Governance Structure ◽  
Complex Nature ◽  
Relational Contract

Research on international subcontracting has been policy-oriented and industry-focused. There is a lack of understanding of the phenomenon from strategic management and international business perspectives. This article conceptualizes international subcontracting as a type of relational contract formed by buyers and suppliers from different countries, aiming to facilitate the sourcing of products or components with buyer-specific requirements. It builds a transaction cost model for studying the strategic choice of international subcontracting as an intermediate governance structure, sitting between arm’s length outsourcing arrangement and vertically integrated multinational enterprises (MNEs). A set of propositions are developed to aid future empirical research and to provide managers with some guidelines for organizing supply chain across borders. The model also allows managers to examine the complex nature of a range of subcontracting relationships and identify the specific mechanisms that can be used to preserve and manage the dyadic principal-subcontractor exchanges.

Etihad Airlines: growth through successful strategic partnerships

2014 ◽  
Vol 4 (5) ◽  
pp. 1-12 ◽  
Author(s):  
Hamad A. Al Ali ◽  
Syed Zamberi Ahmad
Keyword(s):  
Strategic Management ◽  
United Arab Emirates ◽  
International Business ◽  
Business Strategy ◽  
Secondary Data ◽  
Sustainable Growth ◽  
Abu Dhabi ◽  
Aviation Industry ◽  
Strategic Partnerships ◽  
Content Type

Subject area International business and/or strategic management. Study level/applicability This case is useful for undergraduate and postgraduate level students majoring in international business management and/or strategic management. Case overview Etihad Airways was established in 2003, in Abu Dhabi, United Arab Emirates (UAE) with the UAE government as sole owner. It is the national carrier of UAE with Abu Dhabi as its centre of operations. Etihad is recognized as a fast-growing player in the aviation industry, and has become one of the dominant international players in the industry in a relatively short time. Etihad's fleet now contains more than 67 planes, with more than 1,300 flights per week to diverse destinations across the Middle East, Africa, Europe, Asia, Australia and North America. The company describes its business strategy as “sustainable growth”. Looking through a practitioner's lens, strategic partnerships have been the critical activities through which Etihad has delivered its strategy. The purpose of this case study is therefore to elaborate on its major and successful partnerships and the critical benefits of these. Secondary data were collected from credible sources including academic studies, relevant Etihad publications and industry reports published by official aviation associations. Expected learning outcomes Students will be able to understand the theory of strategic partnerships, their roles and benefits and critically evaluate the pre-staging “requirements” of such partnerships. In this case, the specific learning outcome of it is to help students to understand the importance of successful strategic partnerships for Etihad Airlines and how partnership strategies can improve the performance of Etihad Airlines. Supplementary materials Teaching Notes are available for educators only. Please contact your library to gain login details or email [email protected] to request teaching notes.

scholarly journals Strategic Costing Models as Strategic Management Accounting Techniques at Private Universities in Riau, Indonesia

2019 ◽  
Vol 11 (1) ◽  
pp. 274
Author(s):  
Evi Marlina ◽  
Hendri Ali Ardi ◽  
Siti Samsiah ◽  
Kirmizi Ritonga ◽  
Amris Rusli Tanjung
Keyword(s):  
Higher Education ◽  
Strategic Management ◽  
Organizational Performance ◽  
Value Chain ◽  
Education Institution ◽  
Point Of View ◽  
Theoretical Point ◽  
Activity Based Costing ◽  
Education Organization ◽  
And Performance

As a strategic management in accounting, strategic coasting has attracted the practioners and scholars because the significant influences to comptetitive advantage and organizational performance. This study is aim to explore integrated strategic costing model as an effort to improve competitive advantage and performance of higher education institution. This study also provide the guideline for effectively and efficiently of cost control. A specific strategic costing –activity based costing, value chain costing, quality costing, lifecycle costing and target costing- was elaborated through literature review form each attributes simultaneously and according to comprehensive model that integrated each of principles. The study concluded the scheme is compatible and complete each other according to theoretical point of view due to the integrated implementation of the principles and attributes contribute to organization performance improve. We also argue that the scheme is contribute to distribution of strategic costing attribute and exploitation of organization resources. A new management system proposing to the incorporation of strategic costing attributes into the management of higher education organization resources, and some recommendations for practical use are presented.

Multinational Enterprises and Home Country Institutional Pressure

2020 ◽  
pp. 105649262097028
Author(s):  
Zheng Joseph Yan ◽  
Jiuhua Cherrie Zhu ◽  
Di Fan ◽  
Paul Kalfadellis
Keyword(s):  
International Business ◽  
Value Creation ◽  
Multinational Enterprises ◽  
Home Country ◽  
Institutional Innovation ◽  
Global Competition ◽  
Business Research ◽  
Policy Regime ◽  
Institutional Pressure ◽  
International Business Research

This qualitative research explores how multinational enterprises (MNEs) respond to institutional pressure at home. Focusing on the case of China, a major source of outward foreign direct investment (OFDI) in the world, we analyze and theorize the meanings of firm actions within a policy regime designed for global competition. We find, in a country where its governments (both national and regional) seek OFDI development through policymaking, that domestic firms will confront these regulative interventions with four types of strategies—institutional compromise, institutional innovation, institutional manipulation, and institutional defiance—as they pursue value creation from internationalization. More importantly, these responses are driven by two key enabling conditions: the flexibility of the institutional arrangements and the actor’s position in the field. Our findings provide valuable insights for international business research surrounding the theme of home country institutional pressure and MNE agency.

An organismic approach to multinational enterprise failure

2019 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Jeong-Yang Park ◽  
Yong Kyu Lew ◽  
Byung Il Park
Keyword(s):  
International Business ◽  
Delphi Technique ◽  
Multinational Enterprises ◽  
Design Methodology ◽  
Multinational Enterprise ◽  
Institutional Pressures ◽  
Content Type ◽  
Institutional Legitimacy ◽  
Foreign Divestment ◽  
Market Strategies

Purpose The purpose of this paper is to answer why some multinational enterprises (MNEs) fail within the international business (IB) domain. Design/methodology/approach Conceptually, the study takes an organismic approach to MNE failure. Methodologically, it adopts an elite interview approach derived from the Delphi technique. Respondents are 39 IB and strategic management academics. Findings The paper finds that MNE failure is rooted in strategic leadership and capabilities (i.e. internal deterioration of organizational resources and strategies) and institutional pressures and differences, and these factors lead to deterioration of institutional legitimacy for an MNE. Originality/value The paper conducts a review of the firm failure and foreign divestment literature and undertakes an organismic approach to the analysis of MNE failure in the IB context. The paper provides useful insights on developing and implementing both market and non-market strategies for overcoming MNE internationalization failure.

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