Multinational Firms Are Inherently Regional Rather Than Global: An Analysis of the Airline Industry in Singapore

There are many businesses that have expanded their business internationally in order to benefit in some sort of way rather it revenue or a better market for their product. In this thesis, I will research a multination company and its international strategy over the last 10 years. I will elaborate on it international orientation and rather it etho-, poly-, or geocentric. I than explain why the company decided on expanding to the chosen locations. Then I will clarify if they had core capability to succeed in those markets, along with its

Recent progresses in the international business literature note down that multinational enterprises (MNEs) have a tendency to be more regional than global, in terms of width and strength of their market covering, and that the majority of their international action is conduct within their home regions. In agreement with the regionalization theory, this suggest that the responsibility of intra-regional expansion is much lower than the responsibility of inter-regional expansion; that is, the LOF is higher if entering into other globe area relation to expanding within the home area. on one hand some studies argue that threat diversification benefits from worldwide expansion are restricted when multinational firms follow concerted regional strategies, due to similarity in economic basics and exposure to common threat factors within the sections. On the other hand, other studies focusing on MNEs which is account a linear positive influence of intra-regional diversification on implementation. According to these studies, cost economies and effectiveness benefits are more probable to occur throughout intra-regional expansion, due to home region resemblances in terms of geography, economics, organizations and policies, and spatial closeness. despite the fact that low to moderate level of inter-regional diversification give up a positive profits to MNEs, higher level of inter-regional diversification consequence in diminishing

(2012). Chapter 7: International Strategy. In G. G. Dess, G. T. Lumpkin, A. B. Eisner, & G. McNamara, Strategic Management (pp. 257, 259-260). New York: McGraw-Hill/Irwin.

Globalisation is a force that became the buzzword of the 1990s. Various countries around the world have experienced a thrilling increase in trade, innovation transfer and cross-border investment flows in recent years. The effects of globalisation and the evolution of the most developed economies are difficult to separate and a few authors believe the effects of multinational enterprise to be a defining feature of globalisation (Strange, 1986).

Peng M.W., Pleggenkuhle-Miles E-G. “Current Debates in Global Strategy” International Journal of Management Reviews, 51-69

J., & Ghauri, P. N. (2015). International business strategy: theory and practice. London: Routledge, Taylor & Francis Group.

Cullen, J. B., & Parboteeah, K. P. (2011). Multinational management (5th ed.). Mason, OH: Cengage Learning

1. To what extent is a global approach to international marketing appropriate to firms in the Asia-Pacific?

There are so many ways to evaluate the role of TNCs, and how they shape and contribute to the economy. Before all this one must understand what globalization is and why it is very important to TNCs. Globalization is simply the integration of culture, trade, natural resources and factors of production between nations. But, economic globalization refers to increasing economic interdependence of national economies across the world through a rapid increase in cross-border movement of goods, services, technology and capital (Shangquan, 2000). The main key players are transnational corporations (TNC) sometimes known as multinational corporations (MNC).TNC’s are firms that have attained the power needed to co-ordinate and operate across the boundaries of many nations. Usually the main purpose of TNCs is to maximize profit and increase their selling market. This is why many TNCs are interested in globalization because without an effective and free trade global economy, many (if not all) will not be able to function and be successful. Some economist feel differently about how TNC’s

Hitt, M. A., Ireland, R. D., & Hoskisson, R. E. (1999). Strategic management: competitiveness and globalization (3rd ed.). Cincinnati: South-Western College Pub..

Version 2015-02-09 Academic Year 2014-2015 Course unit Title: Multinational Management Course unit code: BMAN 70012 Credit Rating: 15 credits 1 Instructors Contact details Umair.Choksy@mbs.ac.uk Room: MBS East F3 Office hours: by arrangement Noemi.Sinkovics@mbs.ac.uk www.manchester.ac.uk/research/noemi.sinkovics Phone: (0161) 275 6492 Room: MBS East F11 Office hours: by arrangement

U.S firms need to understand certain types of the Asian market such as employment relationships and the different kinds of cultures. The host country factors included the government’s restrictions on foreign direct investment (FDI), lower protections of intellectual property and the cost of land. The barriers for internationalization may impact a

is not so. MNEs are not monolithic; in fact, the largest 500 multinationals are spread across the triad economies of NAFTA, the EU, and Japan/Asia. Recent research shows that of these 500, there are 198 headquartered in NAFTA countries, 156 in the EU, and 125 in Japan/Asia.6 Additionally, these triad-based MNEs compete for global market shares and profits across a wide variety of industrial sectors and trade services. And this process of regional competition erodes the possibility of sustainable long-term profits and the possibility of building strong, sustainable political advantage (Rugman, 1996; Rugman and D’Cruz, 2000). A third misunderstanding about globalization is the belief that MNEs develop homogeneous products for the world market and through their efficient production techniques are able to dominate local markets everywhere. In truth, multinationals have to adapt their products for the local market. For example, there is no worldwide, global car. Rather, there are regionally-based American, European, and Japanese factories that are supported by local regional suppliers who provide steel, plastic, paint, and other necessary inputs for producing autos for that

Multinational business enterprises have had a big impact on the global economy over the years because of their

Dr. Farok J. Contractor is a professor in the Management and Global Business department of Rutgers Business School, New Jersey. He has written hundreds of articles on the topic of international alliance and foreign direct investment. “Punching above their weight: the sources of competitive advantage for emerging-market multinationals” is one such article of global interest which has been declared of great value both for the public as well as for policy makers. The prime focus of this article is upon the phenomenon of emerging market multinationals which have swept the world by storm and introduced a whole new way of conducting global leadership and business. These emerging market multinationals are specifically discussed