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This book focuses on the dialectics between spatio-organisational gaps and local contexts that characterise cross-border investments. "Interspatial" investments – be it mergers & acquisitions (M&A) or greenfield investments – are usually characterised by what is referred to as "otherness", i.e. organisational and cultural distances of the firms involved in relation to their regional contexts. At the same time, economic, political and socio-cultural linkages are decisive for attracting cross-border investments to regions and for providing firms with conditions supportive of their market success. As a consequence of being locked into complex structures of proximities, cross-border investments are situated in contested terrain. This terrain triggers learning processes in both regional actors and investors, which can result in the convergence of mindsets and organisational issues. This book is unique in that it combines interspace (defined as the distance between the new owner and the cross-border venture), place (the target region), interpretation (perception and understanding of the investment by the actors involved) and context (institutions, actor networks and interaction), thus offering better understanding of recent processes of globalisation. Crossing disciplinary boundaries by integrating economic geography and management studies, the volume adopts an innovative and spatially informed perspective on foreign direct investments (FDI). This perspective will be of great value to scholars, students and practitioners. The volume is inventive in its approach in that it offers fresh readings from interdisciplinary theoretical approaches and combines these with valuable empirical insights from developed as well as Emerging Economies.
Originally published in 1992, this book examines the development of employers' human resource management and industrial relations policies in Britain. It adopts a broad historical perspective, beginning with the inheritance from the nineteenth century and ending with an analysis of human resource management policies. It focuses on how managers organise the employment relationship, how they control work relations, and how they deal with trade unions and industrial relations. The author examines these in the context of the market within which the firm operates, and the strategy, structure and hierarchy of industrial enterprise. The book shows that historically British employers tended to adopt market-based strategies rather than internal ones.
Start-Up Marketing Strategies in India is a comprehensive book of cases based on real-life marketing challenges faced by Indian start-ups across a wide range of industries.
The 'Handbook of Marketing' presents a major retrospective and prospective overview of the field of marketing when many of the traditional boundaries and domains within marketing have been subject to change.
During the first global economy of the late nineteenth century and early twentieth century, Argentina became one of the richest countries on earth, while Chile was an economic backwater. During the contemporary era of globalization, liberalization and institutional reforms in Chile provided a context in which business grew, while in Argentina, institutional dysfunction made productive business hard to sustain. This book explores the complex relationships between corporate behavior, institutions and economic growth through the contrasting experiences of Argentina and Chile. In nine chapters written by prominent business historians, the work addresses the role of business in these two eras of globalization, examining the impact of multinationals, the formation of business groups, and relations between business and governments. It places the regional experience within the context of the worldwide history of globalization.
This Assignment with the topic “Jollibee Foods Corporation: International Expansion” is based on an investigation from Christopher A. Bartlett from the Harvard Business School and covers the following topics: 1. How was Jollibee able to build its dominant position in the fast food market in the Philippines? 2. What sources of competitive advantage was it able to develop against McDonald’s in its home market? 3. Evaluation of Tony Kitchner’s performance as the first head of Jollibee’s international division. 4. How effectively did he develop the organization to implement his priorities? 5. Evaluation of the three investment options Papua New Guinea, Hong Kong and California. 6. Which of the three markets should Jollibee enter next? The content and facts in this assignment are coming mainly from the article “Jollibee Foods Corporation: International Expansion” from the Harvard Business School mentioned above.