By Léo-Paul Dana
This exact reference e-book presents an array of numerous views on foreign entrepreneurship, a brand new and rising box of study that blends thoughts and methodologies from extra conventional social sciences. The instruction manual comprises chapters written by way of best researchers of economics and sociology, in addition to educational leaders within the fields of entrepreneurship and foreign company. cutting-edge contributions supply updated literature studies, making this e-book crucial for the researcher of entrepreneurship and the internationalization of marketers.
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Additional resources for Handbook of Research on International Entrepreneurship (Elgar Original Reference)
Demise of the ﬁrm as the primary microeconomic player The profound change occurring at the microeconomic level is the demise of the company as the primary unit of competition. Management has long viewed the company as a ‘black box’, a self-contained unit with clearly deﬁned parameters, within which the various management functions take place. Emphasis has been on internalizing value-added functions, to bring them more fully within the control of the ﬁrm’s management, and on building walls around the ﬁrm to help secure the retention of its internal proprietary advantages from competitors.
63–74. Emerging paradigms 13 Axelsson, Bjorn and Geoﬀ Easton (eds) (1992), Industrial Networks: A New View of Reality, London: Routledge. Bartels, Frank L. ), Global Marketing Cooperation and Networks, Binghamton, NY: International Business Press, pp. 85–98. Bartlett, Christopher A. and Sumatra Ghoshal (1989), Managing Across Borders: The Transnational Solution, Boston: Harvard Business School Press. Beamish, Paul W. and J. Peter Killing (eds) (1998), Cooperative Strategies: European Perspectives/Asian Paciﬁc Perspectives/North American Perspectives, San Francisco: The New Lexington Press.
The so-called ‘international’ model, characteristic of the foreign involvement of many American multinationals (including Procter & Gamble) is a more ethnocentric arrangement, in which products and technology are generated mainly by the parent company, but with national subsidiaries in each major (national) market to produce the parent’s products for that market. Many Japanese ﬁrms, including Komatsu, Matsushita, Sony and Toyota, have followed a more global approach. In this model, production may be centralized (often at home) to achieve large production runs of standardized products, but the parent ﬁrm still retains a highly national orientation, in its structure and control.