Case Studies in International Business

Management Decision, 2008

Shodh Sari-An International Multidisciplinary Journal, 2024

The objective of the study is to identify the challenge of conducting business in a global context and specifically aims to identify the cultural, legal, and regulatory problems. As the world becomes increasingly interconnected, businesses are faced with both challenges and opportunities when it comes to accompanying business in a transnational milieu. To achieve the objective of the study three researcher selects exploratory research with a mixed approach is used, data collected from 265 sample respondents selected purposively and information's are gathered from both primary and secondary sources like journals, books, unpublished and published, reports of government, International Monetary Fund and World Bank report. Cultural difference, regulatory environment, and corruption have negative relationship with the dependent variable and economic difference, political situation, and foreign exchange have positively significant relationship with conducting business in international area. It is recommended that gov't make as a first remedial on create a setting that supports innovation, zero level of corruption, encourage global trade, construct infrastructure, create a staff with expertise, promote cooperation, address issues on the environment and society. Suggested implications include a more significant managerial emphasis on challenge and opportunities with the management in a holistic manner, taking into account all economic, political, and cultural factors influencing global business.

Social Science Research Network, 2021

The global economy's downturn was slower than previously regarding world economic growth, trade tensions, monetary policy tightening, and the crisis from the COVID-19 outbreak. Such negative factors affect the export, tourism industries, and all sectors lead to a fall in consumer trust. All businesses must control their business model and adapt to shifts in political, economic, management, cultural factors, evolving customer preferences, and technological innovation as its competitive advantage in local and global businesses. The political will impact both risks and opportunities to the global economy. A threat is such a tariff that blocks the purchase. The economic downturn harms corporate practices regarding diminished buying power and low wages and implications for a decision to grow a global business. Different cultures, languages, ethnicities, religions, national work systems, values, and standards affect global business expansion. Many companies require attention from all participants, not only for organizational culture-employee behaviors but also for customers and stakeholder satisfaction regarding its management. Therefore, the effect of all participants on its operation, both local and global businesses. This review article focuses on the worldwide economy, globalization, and the global market.

The strategy making process begins as industry and company analyses are brought into the corporate planning process. In this most important part of the management processes, corporate missions, assets, and competencies are reviewed, and businesses and market strengths and weaknesses are assessed. From these evaluations, companies prepare to internationalize their operations or, if they are seasoned campaigners, to integrate their activities globally. These processes ensure that firms have the appropriate organizations and managerial talent to cope with the rigors of extending businesses over increasing numbers of markets, and to ensure that personnel, corporate processes, and organizational structures are matched to industry, business, and market needs. Once internal analyses are complete, firms review and evaluate their choices of market entry and servicing strategies.

This article explores the multiple and interwoven effects of accelerating international market integration in order to allow economic actors to better distinguish upcoming stakes. The authors identified four related, often connected, research perspectives within the international business field. Each of these areas is studied in turn: integrating new logics of diagnostic and decision-making, considering new types of stakeholders, changing balance of power between economic territories and players, and strengthening the relationship between intercultural evolutions and the transformation of organizational plans.

International organisations are resource systems continuously interacting with their environment -a source of opportunity, threat and constraint. The environment provides the organisation with a purpose, and shapes its mission and goals. It governs what the organisation will do (activities) and how it will do it. An understanding of both external and internal environments (chapter 1), the requirements of significant stakeholders and the preferences and senior decision-makers shape the organisational strategy -where and how to compete, and the identification and application of required resources. In chapter two we consider how strategy is developed and implemented. The chapter (international and global strategy) seeks to answer fundamental questions such as: in which markets and geographical areas will we compete, how will we compete and what resources and capabilities do we require. Strategy is concerned with how the international organisation achieves its aims and goals. Stakeholders, other than investors, must be considered when formulating strategy and conducting business activities. In chapter three we consider how organisations can behave responsibly when operating worldwide. Once strategy has been formed or strategic decisions made, changes must take place. Change is necessary in a dynamic environment and various theories of change are explored in chapter four. We explore what can be changed and how the international Organisation can accomplish change. Finally, in chapter five we recognise the role of leaders and managers in strategy, ethical and change management and

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2020

The introductory chapter highlights the trends in global business by taking stock of the past millennium. With such exploration, the chapter projects the promises of the global business opportunities that lie ahead of us across the world and beyond cultural boundaries. The challenges for tomorrow will also be discussed in light of lessons learned observed in the past, as well as organizational accomplishments and best practices that are observed in the current state of business operations based on the following three different sections.