Showing papers in "Journal of International Business Studies in 1970"
TL;DR: An overview of these trends indicates that international business research is alive and well indeed as discussed by the authors, and some of the specific trends that lead to this conclusion are the following:© 1970 JIBS. Journal of International Business Studies (1970) 1, 109-123
Abstract: My purpose this morning is to discuss with you what appear to be some significant trends in international business research.An overview of these trends indicates that international business research is alive and well indeed. Some of the specific trends that lead to this conclusion are the following:© 1970 JIBS. Journal of International Business Studies (1970) 1, 109–123
53 citations
TL;DR: The possibility of expropriation of private foreign investment is a pervasive and persistant element in most foreign investment decision matrices as mentioned in this paper, and it has been discussed extensively in the literature.
Abstract: Probably no aspect of direct private foreign investment and the “climate”for foreign investment is so thoroughly permeated with Myth, mystery and misunderstanding as the issue of expropriation of private foreign investment. Emotions run strong and run deep on this issue and the possibility of expropriation is a pervasive and persistant element in most foreign investment decision matrices:© 1970 JIBS. Journal of International Business Studies (1970) 1, 21–34
44 citations
TL;DR: In the conduct of the financial function the manager of a multinational enterprise ordinarily has a more complex undertaking than his domestic counterpart as discussed by the authors, in part because he is faced with the same problems but they are aggravated; for example, the multinational enterprise is likely to have more subsidiaries located greater distances from the parent.
Abstract: In the conduct of the financial function the manager of a multinational enterprise ordinarily has a more complex undertaking than his domestic counterpart. This greater complexity arises in part because he is faced with the same problems but they are aggravated; for example, the multinational enterprise is likely to have more subsidiaries located greater distances from the parent. Then again, added complexity occurs because the manager must cope with problems that are unique to multinationality. Thus, he must deal in a number of currencies, understand the intricacies of different money markets, and cope with the laws of various foreign governments. Both types of problems—those similar to the domestic situation but aggravated and those unique to multinationality—are embraced in the financing of foreign subsidiaries. To illustrate the underlying difficulties, typical financing patterns are sketched in Exhibit I , in order of increasing complexity, although even the last one shown is still highly simplified. Exhibit t A portrays the case of a domestic corporation obtaining dollars from local financial sources.© 1970 JIBS. Journal of International Business Studies (1970) 1, 43–64
36 citations
TL;DR: In this paper, the authors argue that the principles of good management surely are not culture-bound, and that the sensitive and perceptive professional can readily transport his managerial skills to another environment and operate successfully.
Abstract: The growing involvement of American business in international production and marketing has caused both practicing managers and professors of business administration to ask themselves whether international management really differs from the management of domestic operations. It is tempting to argue that the principles of good management surely are not culture-bound, and that the sensitive and perceptive professional can readily transport his managerial skills to another environment and operate successfully. On the other hand, anyone familiar with the experience of major firms in foreign operations is aware of the many stories of decisions, which viewed ex post, were clearly cases of bad judgment or miscalculation. Although domestic operations are by no means free of unfortunate managerial decisions, one does have the impression that any attempt to construct a box score of successes and failures at home and abroad would show that management decision making is more hazardous in the out-of-country operations. Some firms have been operating abroad for so long that they can be as sure-footed in their international as in their domestic operations (perhaps even more so in some local markets where competition might be less intense or of a different character than at home); but especially for the corporation relatively new at the international game, the pitfalls in the path to profitable operations can be particularly troublesome.© 1970 JIBS. Journal of International Business Studies (1970) 1, 1–20
36 citations
TL;DR: The A EI B study as discussed by the authors showed that international business education appears to be a growth area in American business schools and this is a major conclusion to be drawn of the new A E I B study.
Abstract: International business education appears to be a growth area in American business schools. This is a major conclusion to be drawn of the new A EI B study111 University Education for International Business: A Survey of American Business Schools by Vern Terpstra, AEIB, 1969, 203 pages.© 1970 JIBS. Journal of International Business Studies (1970) 1, 89–96
32 citations
Journal Article•
TL;DR: In this article, the authors propose a method to solve the problem of how to improve the quality of the service provided by the service provider by using the information of the user's interaction with them.
Abstract: Неудачи американско-азиатских совместных предприятий объясняются среди прочих причин культурными различиями, которые препятствуют разрешению конфликтов между менеджерами. Исследование молодых менеджеров в США, Китае, Филиппинах и Индии подтвердило две гипотезы автора, касающиеся культурных различий в стилях конфликтов и культурных ценностей, объясняющих эти различия. Так, китайские менеджеры полагаются больше на стиль избегания, поскольку у них ценность конформизма и традиций относительно выше. Американские менеджеры больше полагаются на соревновательный стиль, поскольку сравнительно выше ценят индивидуальные достижения.
30 citations
TL;DR: In this seemingly inauspicious environment, surprisingly, the manufacturing capacity and output of Argentine owned industrial companies increased significantly as mentioned in this paper, despite the political upheaval, high inflation, sporadic balance of payments crises, and periodic devaluation of the Argentine peso.
Abstract: Overthrow of the Argentine dictatorship of Juan Peron in September of 1955 was followed by over a decade of political upheaval, high inflation, sporadic balance of payments crises, and periodic devaluation of the Argentine peso. In this seemingly inauspicious environment, surprisingly, the manufacturing capacity and output of Argentine owned industrial companies increased significantly.© 1970 JIBS. Journal of International Business Studies (1970) 1, 1–13
17 citations
TL;DR: Chenery and Strout as mentioned in this paper argued that most less developed countries encounter a shortage of foreign exchange when they attempt to accelerate their rate of economic growth, and many countries interfere with the market allocations of foreign currency to assure that priority demands for exchange will be met.
Abstract: Most less developed countries (LDC's) encounter a shortage of foreign exchange when they attempt to accelerate their rate of economic growth.111 The basic support for this assertion is from H. Chenery and A. Strout, “Foreign Assistance and Economic Development.” American Economic Review (September, 1966), pp. 679-731. Harry Johnson has disputed the significance of foreign exchange as a separate factor in development. See Economic Politics Toward Less Developed Countries (Washington: Brooking Institution, 1967). pp. 52-64. In response to such a shortage, many countries interfere with the market allocations of foreign exchange to assure that “priority” demands for exchange will be met. The service of private foreign capital usually does not have a priority. Consequently, dividends on private foreign direct investment are often limited in one way or another by LDC's.© 1970 JIBS. Journal of International Business Studies (1970) 1, 35–53
7 citations
TL;DR: A Consortium that Never Was as mentioned in this paper, a crash program to produce one million tons of fertilizer in India by constructing five standardized plants of 200,000 tons each annual capacity was discussed in 1963.
Abstract: Late in 1963, Bechtel Corporation Began Exploring with the Government of India a Crash Program to Produce one Million tons of fertilizer in India by Constructing five standardized plants of 200,000 tons each annual capacity.111 The case summary is based on my article “A Consortium that Never Was,” Columbia Journal of World Business, September-October, 1969, pp. 63-65. In August 1964, a committee of senior officials from the ministries of finance, Petroleum and Chemicals, and food and Agriculture authorized Bechtel to submit by late December 1964 a detailed feasibility study on the production and distribution of approximately one million tons per annum of nitrogen in urea and complex fertilizers. The Schedule for project Development was: submission of a Specific Proposal by early January 1965 Approval in principle by March 1965, final approval of specific terms of investment by July 1, 1965.© 1970 JIBS. Journal of International Business Studies (1970) 1, 21–42
4 citations
TL;DR: The availability of more alternatives in the decision making process is one of the most important distinguishing characteristics between the management function in an international business enterprise and the management of a firm which operates strictly within national confines as mentioned in this paper.
Abstract: The availability of more alternatives in the decision making process is one of the most important distinguishing characteristics between the management function in an international business enterprise111 The terms international business enterprise, international corporation, multinational company, etc. will be used synonymously. They denote a business firm which operates simultaneously in different political, legal, social, and cultural environments. and the management of a firm which operates strictly within national confines. The choice among additional alternatives permits the firm to achieve a greater degree of maximization. It is true, the road to the realization of such alternatives is marred by obstacles and pitfalls, the study of which is a major concern of our academic specialty, International Business. However, while one recognizes the importance of analyzing these difficulties, at the same time one must not overlook the tremendous opportunities which the choice of alternatives presents for the multinational company.© 1970 JIBS. Journal of International Business Studies (1970) 1, 65–81
3 citations
TL;DR: The basic disciplines of business schools often do not emphasize the environmental warp of firms operating abroad, with the consequence that students are often inadequately prepared for the subtle differences which foreign environmental features may have upon a given business decision as discussed by the authors.
Abstract: The basic disciplines of business schools—accounting, finance, management, marketing, and production—generally do not emphasize the environmental warp of firms operating abroad, with the consequence that students are often inadequately prepared for the subtle differences which foreign environmental features may have upon a given business decision. We believe that these special problems of multinational business can be presented to novices most effectively by simulation techniques.© 1970 JIBS. Journal of International Business Studies (1970) 1, 15–20
TL;DR: In 1970, Adams as discussed by the authors asked me to provide an applied dessert as a counterfoil to the academic menu and we agreed that some attention to the corporate treatment of exchange risk would be worthwhile.
Abstract: Dr. Adams asked me in September to provide an applied dessert as a counterfoil to your academic menu. We agreed that some attention to the corporate treatment of exchange risk would be worthwhile. But he restricted me to twenty minutes.© 1970 JIBS. Journal of International Business Studies (1970) 1, 83–88