Essentially undertaking cross-border transactions with another overseas business.
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Multinational Enterprise (MNE)
Substantial FDI in foreign countries (not just selling goods to them). Active management of offshore assets, as well as an integration of operations with overseas decision makers.
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Strategy
A course of action to help achieve a firms purpose (Wit and Meyer) or "a firm's theory on how to compete successfully" (Peng, 2008)
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Strategic Management
The process whereby manager develop and a implement a firm's strategy.
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Organisational Purpose
The goal. Often the achieve a sustainable competitive advantage. Often profit focused over a long period of time. May also be more focused on maximising shareholders/stakeholders values (like CSR).
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International Business Strategy
How MNEs deal with opportunities and challenges found in geographically dispersed environments that occur in cross-border/international borders.
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Globalisation
The ongoing and increasing volumes of cross-border interactions of resource flows, often leading to increased global integration. Increasing implications with distant stakeholders and vice-versa. A death of distance.
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Global Value Chains
The components of a product that are incorporated from multiple different countries to help create it.
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Horizontal Integration
When an MNE aqquires firms from the same industry, lowering competition and placing barrier to entry for others.
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Vertical Integration
When an MNE aqquires assets within its value chain, controlling margins better.
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Other cards in this set
Card 2
Front
Substantial FDI in foreign countries (not just selling goods to them). Active management of offshore assets, as well as an integration of operations with overseas decision makers.
Back
Multinational Enterprise (MNE)
Card 3
Front
A course of action to help achieve a firms purpose (Wit and Meyer) or "a firm's theory on how to compete successfully" (Peng, 2008)
Back
Card 4
Front
The process whereby manager develop and a implement a firm's strategy.
Back
Card 5
Front
The goal. Often the achieve a sustainable competitive advantage. Often profit focused over a long period of time. May also be more focused on maximising shareholders/stakeholders values (like CSR).
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