The Impact Of Imprinting On International Firms

As organizations all over the world continue to expand, it is important to understand how some of those changes will affect our small companies or large businesses. Every single one of us has have grown up differently in some sort of way, and while we all have different backgrounds, most of us that grow up in the same general region have the same type of knowledge of the world around us as a whole. It is important to remember that while we have some type of knowledge of this, it isn’t the same as really understanding a different culture and how Globalization plays such a huge role.

In a time of global commerce, new business ventures can take on many forms. What used to be local or even national companies have become world-wide. International growth of a business can be extremely beneficial but is not without its challenges. Different countries have different peoples and different cultures - different ways of doing business altogether. If a venture is to be successful, these differences must be well understood.

Introduction International business comprises a large and increasing portion of the world’s total trade (Johnson et al., 1994; Czinkota et al., 1995). The growth of international business has gained momentum faster than previously recorded, outstripping domestic business (Daniels and Radebaugh, 1995). The impact of such growth on many companies is that they are now “rushing to become

Question 1: In order to answer the question: “What determines the success and failures of firms around the globe?,” the author introduces which two core perspectives?

International business meshes across multiple domains most notably market entry strategies and sociocultural variances. Factoring in those two critical aspects and giving them the right amount of attention is the separating line between success and failure. Terralumen, Blue Ridge, and Delta are all successful companies; However, by not observing the basic requirements of

Once an organization has decided to expand into the global marketplace, it must select a method of market entry. Companies may choose from five general options: (1) exporting, (2) franchising, (3) a strategic alliance, (4) a joint venture, and (5) direct investment. Deciding which option is right for an organization is based upon the level of financial commitment, risk,

Identification inducements are strategies employed by organizations to encourage their employees’ identification. There are four main inducements: the common ground technique, antithesis, the assumed or transcendent “we”, and unifying symbols. For example, all four of these can be found with the University of Kentucky (UK).

Companies across the United States do business in other countries regularly and for various reasons. Some organizations move in to international markets to take advantage of other countries strengths and resources which allows companies to expand and grow their business, revenue, and international presence. The other reason that U.S. organizations move into international markets is to take advantage of the human resource talent, innovation, and technologies. For instance, some U.S. companies have expanded into Asian markets to leverage the technological expertise of local populations, which not only boosts business and capabilities, but also helps to expand their client base (Kokemuller, 2016).

2. Course Text Book: Ball, Donald; Geringer, Michael; Minor, Michael; McNett, Jeanne. International Business. McGraw-Hill Higher Education, 13th edition, 2012. Print

People residing in different countries have different cultures. A business alliance between companies in different countries will, therefore, consist of employees with different cultural backgrounds. The difference in cultures poses a risk to a business partnership. Despite the risk, there are factors that drive cross-cultural businesses and prove such alliances beneficial. One of the factors that drive cross-cultural

In doing business so many times an organization must think globally. This might be done to increase sales and/or profits or to lower labor costs. In either case problems can occur due to ethical and cultural barriers in global expansion. In this paper I will attempt to show some of what a global organization and a cultural issue that affects their interactions outside the United States by identifying and comparing some of these cultural differences.

However, while the OLI paradigm centers around a single expansion decision, the Uppsala model views internationalisation as a gradual process with an incremental increase of knowledge of the target region and subsequent commitments in that region. Hence, internationalisation occurs faster in the OLI paradigm. Another difference between the two models is their respective focuses. The OLI paradigm focuses more inward, on the attributes of the expanding company, comprising ownership, location, and internalisation advantages and argues that companies need to combine these to minimise risk and succeed with FDI. On the other hand, the Uppsala model concentrates on the actual process of internationalisation, stating that companies should begin with low risk commitments - such as exports - to acquire knowledge of the target country and then increase their commitment based on the gathered knowledge. With higher commitment, more knowledge can be gained to be used for further commitment (Peng & Meyer

INTERNATIONAL MANAGEMENT: CULTURE, STRATEGY, AND BEHAVIOR, EIGHTH EDITION Published by McGraw-Hill, a business unit of The McGraw-Hill Companies, Inc., 1221 Avenue of the Americas, New York, NY 10020. Copyright © 2012 by The McGraw-Hill Companies, Inc. All rights reserved. Previous editions © 2009, 2006, and 2003. No part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written consent of The McGraw-Hill Companies, Inc., including, but not limited

According to the works of Chaney & Martin (2011) and Harris & Moran (2000), they agree that international management skills are in need for the increasing scope of international trades and investments. A large number of multinational companies have expanded their businesses through both developed and developing countries. Some of the business invest directly and others are partnership arrangements and strategic alliances with domestic operations. Their studies show that independent entrepreneurs and small businesses have started investing and competing in the world marketplace. Thus, to acquire corporations’ objectives, there is exceedingly a necessity for the development of strategic framework for cross-cultural management and communication in the current competitive global market. Chaney & Martin (2011) also noted that, cultural awareness and cultural differences are strongly important to the multinational corporations’ success. A good understanding of the culture where business is implemented can make international managers productive and effective.

The most challenging decision that a company may face in internationalization is the degree of standardization or adaptation in its operations. The question of standardization or adaptation affects all avenues of a business’ operations, such as R&D, finance, production, organizational structure, procurement, and the marketing mix. Whether a company chooses to standardize or adapt its operations depends on its attitudes toward different cultures. These attitudes are defined by three orientations toward foreign culture: ethnocentric, polycentric, and geocentric.