Showing papers in "Journal of International Business Studies in 1971"
TL;DR: In this paper, the authors deal with bias phenomena and with the efficacy of marketing strategies designed to avoid, accommodate, or circumvent consumers' negative predispositions, and present several articles dealing with bias phenomenon and marketing strategies.
Abstract: When entering foreign markets, sellers face quotas, tariffs, and non-tariff barriers. In addition, they may face an intangible barrier in the form of consumer bias on the basis of product origin. Since 1965 several articles have appeared dealing with bias phenomena and with the efficacy of marketing strategies designed to avoid, accommodate, or circumvent consumers' negative predispositions.© 1971 JIBS. Journal of International Business Studies (1971) 2, 71–80
330 citations
TL;DR: One of these behavioral issues which is particularly vital to the multinational firm is the performance of persons of one nationality who are assigned to positions in another cultural and national environment as mentioned in this paper, which is a set of factors very important to the success of multinational firms has received relatively little attention from researchers.
Abstract: Myriad factors have important effects on the performance of the multinational corporation. In addition to the normal business issues faced by its domestic counterpart, the multinational firm faces many added opportunities and problems simply because it operates in more than one country. Many of these complicating factors which are unique to multinational firms have been examined and researched in great detail. However, one set of factors which is very important to the success of multinational firms has received relatively little attention from researchers: those factors relating to the unique human and behavioral problems encountered by a firm operating in several cultural and national environments. One of these behavioral issues which is particularly vital to the multinational firm is the performance of persons of one nationality who are assigned to positions in another cultural environment.© 1971 JIBS. Journal of International Business Studies (1971) 2, 40–46
78 citations
TL;DR: Hawkins as mentioned in this paper concludes a discussion of this with the statement, “Those responsible for foreign operations need to create management control systems tailored to the peculiar objectives, organization, and environment of their international operations, rather than simply exporting their domestic control systems.”
Abstract: As a company expands its operations from a predominately domestic base to a multinational base, it might be expected that its formal systems of reporting and control will undergo some fundamental changes. For example, Hawkins concludes a discussion of this with the statement, “Those responsible for foreign operations need to create management control systems tailored to the peculiar objectives, organization, and environment of their international operations, rather than simply exporting their domestic control systems.”11David F. Hawkins, “Controlling Foreign Operations,” Financial Executive, Vol. 33, No. 2 (February 1965), p. 25. But does this occur in practice? And, more important, should it occur?© 1971 JIBS. Journal of International Business Studies (1971) 2, 11–28
30 citations
TL;DR: Hufbauer as mentioned in this paper summarized the impact of National Characteristics and Technology on the Commodity Composition of Trade in Manufacturing Goods and provided a better explanation of observed trade patterns than does the traditional factor proportions theory.
Abstract: Since the publication of the Leontief paradox in 1953, there has been a proliferation of theories and studies intended to provide a better explanation of observed trade patterns than does the traditional factor proportions theory.11These are summarized in G. C. Hufbauer, “The Impact of National Characteristics and Technology on the Commodity Composition of Trade in Manufacturing Goods.” in The Technology Factor in International Trade, ed. by Raymond Vernon (New York: National Bureau of Economic Research, 1970), pp. 145-232.© 1971 JIBS. Journal of International Business Studies (1971) 2, 41–60
12 citations
TL;DR: The voluntary and mandatory direct investment control programs as mentioned in this paper were directed at new outflows of funds from the U.S. and reinvested earnings abroad and were not their aim to curb plant and equipment expenditures as such.
Abstract: The voluntary and mandatory direct investment control programs instituted since 1965 were directed at new outflows of funds from the U.S. and reinvested earnings abroad. It was not their aim to curb plant and equipment expenditures as such.11Anthony M. Solomon, “Foreign Investment Controls: Policy and Response.” Law and Contemporary Problems, XXXIV (Winter, 1969), P. 119. But by shifting the financing of U.S. overseas investment away from U.S.-owned to foreign sources of funds, the U.S. government hoped to reduce the balance of payments deficit according to the liquidity definition. To evaluate the record two kinds of questions require answers. First, to what extent can one say that the substantial shifts which occurred in the observed patterns of U.S. foreign affiliates' plant and equipment expenditures and financing were actually caused by the impact of the controls? The problem is whether changing economic conditions at home and abroad could have produced similar patterns in the absence of the programs. Second, in what sense can the regulations then be said to have eased the U.S. balance of payments pressures? The answer here depends upon a complex of factors including, inter alia,, the extent to which capital outflows led to export surplus and whether putative savings on direct investment were squandered elsewhere.© 1971 JIBS. Journal of International Business Studies (1971) 2, 1–14
8 citations
TL;DR: It is said that a guide in the employ of the famous Lewis and Clark expedition to the Pacific Northwest one evening over the campfire announced to the explorers that he had two bits of news for them, one good, one bad.
Abstract: It is said that a guide in the employ of the famous Lewis and Clark expedition to the Pacific Northwest one evening over the campfire announced to the explorers that he had two bits of news for them, one good, one bad. “The good news,” he announced, “is that we are making excellent progress. We are well ahead of schedule. The bad news is that we are lost.”© 1971 JIBS. Journal of International Business Studies (1971) 2, 60–70
6 citations
TL;DR: The value of U.S. overseas investments has grown rapidly in recent years as discussed by the authors, reaching approximately $80 billion in 1967, amounting to 2.6 times the value of United States merchandise exports.
Abstract: The value of U.S. overseas investments has grown rapidly in recent years. From $10.7 billion in 1949, the worldwide total of U.S. direct investments had grown to $70.8 billion by 1969. Sales from overseas operations had risen correspondingly. In 1967 they totaled approximately $80 billion, amounting to 2.6 times the value of U.S. merchandise exports.© 1971 JIBS. Journal of International Business Studies (1971) 2, 29–40
5 citations
TL;DR: The integration of international concepts with the functional areas of current business school curricula is a major challenge facing teachers of international business subjects during the decade of the 1970's as mentioned in this paper, and it is a challenge that must be addressed by finding the proper combination of internationalized functional business courses and functionalized international courses.
Abstract: A major challenge facing teachers of international business subjects during the decade of the 1970's will be the efficient and effective integration of international concepts with the functional areas of current business school curricula. This challenge is a consequence of the development of international business programs during the 1950's and the shifted emphasis toward concern with “greater internationalization of the functional areas of business” in the 1960's.11Schuyler F. Otteson, Internationalizing the Traditional Business Curriculum, International Business Research Series #1 (Bloomington, Indiana: Bureau of Business Research, Indiana University, 1968) p. 90. (The problems of the 60's are also discussed in Stefan Robock and Lee Nehrt, eds., Education in International Business, (Bloomington, Indiana: Indiana University, 1964). the current task is broader than the former ones in that it involves “total” integration. Such integration, however, necessarily involves optimal allocation of resources within the university. Thus administrators must find the proper combination of internationalized functional business courses and functionalized international courses. Achievement of such a condition necessitates obtaining the effective faculty interaction needed in any successful interdisciplinary approach. Furthermore, it adds additional pressure to the fact that many business school resources are already strained with no immediate relief in sight.© 1971 JIBS. Journal of International Business Studies (1971) 2, 61–70
4 citations
2 citations
TL;DR: In this article, the authors present three arguments in favor of close collaboration between international corporations and Brazilian schools of management: 1) Much of the managerial technology being transmitted in schools of administration has been developed by these companies, and 2) it is among the graduates of schools of business that the international companies can find personnel to staff their rapidly expanding Brazilian operations.
Abstract: There are three arguments in favor of close collaboration between international corporations and Brazilian schools of management. First, much of the managerial technology being transmitted in schools of administration has been developed by these companies. If the schools are to remain relevant they must keep abreast of the continuing developments in managerial technique and practice. Second, Brazilian higher education has been in the classical tradition with little focus on the transmission of scientific knowledge and technical skills. Brazilian business schools are having a revolutionary impact on the educational system through their adoption of relatively pragmatic curricula, and close business-academic collaboration would help insure a continuing dynamism in approach. Third, it is among the graduates of schools of business that the international companies can find personnel to staff their rapidly expanding Brazilian operations. The purpose of this research has been to develop an appreciation of the extent to which international corporations—through the transmission of technology and administrative know-how—and Brazilian schools of management—through the training of managers and the adaptation of modern administrative methods to local situations—are mutually reinforcing in their contributions to development.© 1971 JIBS. Journal of International Business Studies (1971) 2, 47–58
2 citations
TL;DR: Angel et al. as mentioned in this paper characterized the effects of labor differences on the manufacturing operations of U.S. firms in Mexico and found that Mexico was chosen for the study because companies with investments there comprise 25 percent (d1,003 million) of the American manufacturing investment in less developed countries.
Abstract: The variance in production factors from country to country and the infeasibility of transferring many factors internationally leads to operating adjustments by foreign direct investors. The labor11“Labor” for the purpose of this paper is to include all non-personnel below the first level of supervision. factor in most less developed countries (LDCs) is substantially different from that in most developed countries due to the lower level of formal education completed and the dissimilarity of informal education or culture.22For a discussion see Endel J. Kolde. International Business Enterprise (Englewood Cliffs. New Jersey: Prentice- Hall, Inc., 1968), pp. 564–568. An international firm operating in an LDC must use local labor rather than import labor because of government restrictions and high transfer costs. The purpose of this study was to characterize the effects of labor differences on the manufacturing operations of U.S. firms in Mexico. Mexico was chosen for the study because the 698 U.S companies with investments there comprise 25 percent (d1,003 million) of the American manufacturing investment in LDCs.33Juvenal L. Angel, Directory of American Firms Operating in Foreign Countries (7th ed., New York: Regents Publishing Company, Inc., 1969): and Survey of Current business (October, 1970), p. 28.© 1971 JIBS. Journal of International Business Studies (1971) 2, 15–24
TL;DR: In the global economic competition marked by the United States as the most developed and most powerful representative of the free enterprise system and by the Soviet Union as the oldest and most influential representative in the socialist world, Hungary is a small and perhaps inconsequential competitor as discussed by the authors.
Abstract: In the global economic competition marked by the United States as the most developed and most powerful representative of the free enterprise system and by the Soviet Union as the oldest and most influential representative of the socialist world, Hungary is a small and perhaps inconsequential competitor. Since January 1, 1968, however, this small but enterprising nation through the implementation of a set of economic reforms, which can only be described as the most advanced and perhaps the most liberal in the socialist camp, has made news all over the world.© 1971 JIBS. Journal of International Business Studies (1971) 2, 1–10