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Relevant bibliographies by topics / International Business Strategy

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Journal articles

Academic literature on the topic 'International Business Strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 15 February 2022

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Journal articles on the topic "International Business Strategy"

1

Hopewell, Barry. "International business strategy." Long Range Planning 29, no. 3 (1996): 423–24. http://dx.doi.org/10.1016/0024-6301(96)85311-8.

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2

Mirzaeva Faziljanovna, Dilafruz, and Gao Yongqian. "Effective Business Strategy for International Strategic Performance: An Empirical Study of Chinese Construction Firms." International Journal of Management Science and Business Administration 2, no. 3 (2014): 43–55. http://dx.doi.org/10.18775/ijmsba.1849-5664-5419.2014.23.1005.

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To build on the research of strategic management we conducted an empirical study in the context of international performance. Three principal strategies, according to Porters generic strategy theory: cost leadership cost-focus and differentiation respectively, were tested in our research model. Quantitative empirical analysis of international strategy on a sample of 58 Chinese firms was conducted to determine strategies that lead to enhanced strategic performance. We utilized survey strategy encompassing questionnaire data collection. The collected data was analyzed using SPSS statistical pack

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3

Eden, Lorraine, Li Dai, and Dan Li. "International Business, International Management, and International Strategy." International Studies of Management & Organization 40, no. 4 (2010): 54–68. http://dx.doi.org/10.2753/imo0020-8825400405.

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4

Benito, G. R. G. "Divestment and international business strategy." Journal of Economic Geography 5, no. 2 (2005): 235–51. http://dx.doi.org/10.1093/jnlecg/lbh041.

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5

Ghemawat, Pankaj. "Semiglobalization and international business strategy." Journal of International Business Studies 34, no. 2 (2003): 138–52. http://dx.doi.org/10.1057/palgrave.jibs.8400013.

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6

Thomé, Karim Marini, and Janann Joslin Medeiros. "Drivers of successful international business strategy." International Journal of Emerging Markets 11, no. 1 (2016): 89–110. http://dx.doi.org/10.1108/ijoem-09-2012-0120.

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Purpose – The purpose of this paper is to identify and describe the drivers of trading company strategy that explain trading company success in international business. Design/methodology/approach – The strategy tripod that results from combining the industry-, resource- and institution-based views, each of which proposes specific drivers of strategic success, was used as the framework for investigating, in a longitudinal perspective, the drivers of the strategy of a trading company and its success in emerging economies. Data were collected using in-depth interviews, document analysis and non-p

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7

Roth, Kendall, and Allen J. Morrison. "Business-Level Competitive Strategy: A Contingency Link to Internationalization." Journal of Management 18, no. 3 (1992): 473–87. http://dx.doi.org/10.1177/014920639201800303.

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The contingency fit between the organization and its environment suggests strategic adaptation to contextual conditions. Thus, it may be expected that businesses will use different strategic positioning when confronting an international context. To determine if such a difference does exist, an analysis of the business-level strategy of domestic businesses was compared to businesses engaged in domestic and international activities. Group differences existed suggesting the importance of internationalization as a contingency variable to examining the content of business-level strategy.

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8

Oh, Chang Hoon. "Area Profile: Strategy and International Business." Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l'Administration 32, no. 3 (2015): 145. http://dx.doi.org/10.1002/cjas.1335.

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9

Fannin, William R., and Carol B. Gilmore. "Developing a strategy for international business." Long Range Planning 19, no. 3 (1986): 81–85. http://dx.doi.org/10.1016/0024-6301(86)90202-5.

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10

Tsai, J., and H. Y. Hung. "International brand strategy of Taiwanese hi-tech enterprises." Agricultural Economics (Zemědělská ekonomika) 53, No. 2 (2008): 83–88. http://dx.doi.org/10.17221/903-agricecon.

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This paper compares two Taiwanese high-tech enterprises, Acer and Trend Micro, which choose different international brand marketing strategies due to the diverse managing types and product characteristics. The hardware products and business software sold by Acer and Trend Micro are discussed to reveal their international brand development and marketing strategy. The research findings can be provided for different enterprises for decision-making when they consider their internationalization and brand strategy.

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