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Journal articles on the topic 'International Business Strategy'

Author: Grafiati

Published: 4 June 2021

Last updated: 15 February 2022

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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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11

Brahm, Richard. "The Institutional Embeddedness of International Business Strategy." Journal of Management Inquiry 3, no. 1 (1994): 40–50. http://dx.doi.org/10.1177/105649269431006.

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12

Rugman, Alan M. "Is International Business Strategy Global or Regional?" European Management Journal 27, no. 5 (2009): 293–94. http://dx.doi.org/10.1016/j.emj.2009.06.004.

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13

TATSUMOTO, Hirofumi. "W251001 International standardization and the business strategy." Proceedings of Mechanical Engineering Congress, Japan 2012 (2012): _W251001–1—_W251001–5. http://dx.doi.org/10.1299/jsmemecj.2012._w251001-1.

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14

Trompenaars, Fons. "Resolving International Conflict: Culture and Business Strategy." Business Strategy Review 7, no. 3 (1996): 51–68. http://dx.doi.org/10.1111/j.1467-8616.1996.tb00132.x.

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15

Humphrey, John, Emanuela Todeva, Eduardo Armando, and Ernesto Giglio. "Global Value Chains, Business Networks, Strategy, and International Business: Convergences." Review of Business Management 21, Special Issue (2019): 607–27. http://dx.doi.org/10.7819/rbgn.v21i4.4014.

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16

Cardozo, Richard N., Shannon H. Shipp, and Kenneth J. Roering. "Proactive Strategic Partnerships: a New Business Markets Strategy." Journal of Business & Industrial Marketing 7, no. 1 (1992): 51–63. http://dx.doi.org/10.1108/eum0000000002761.

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17

V. Balashova, Karina, Aleksandr M. Batkovskiy, Pavel A. Kalachikhin, Elena G. Semenova, Yury F. Telnov, and Alena V. Fomina. "Formalization and elaboration of a company’s business strategy." Problems and Perspectives in Management 16, no. 3 (2018): 80–91. http://dx.doi.org/10.21511/ppm.16(3).2018.07.

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The article deals with issues of formalization and elaboration of business strategies. The authors have formulated a hypothesis that there is no universal strategy ensuring maxi¬mum benefit to an enterprise. The choice of a company’s strategy is considered from the point of view of a game-theoretical interpretation as a competition component. The process of engineering a company’s business strategy is presented in the form of a technological network. The study shows the possibility of automating the selection of a strategy by decision-making support systems. The article outlines the problem of

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18

Pehrsson, Anders. "Business relatedness in international diversification." European Business Review 31, no. 2 (2019): 197–217. http://dx.doi.org/10.1108/ebr-03-2018-0069.

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Purpose Business relatedness is important in international diversification because it enables a firm’s transfer of resources to business units operating in foreign markets. The purpose of this paper is to develop a conceptual model based on a review of the major contributions of studies regarding the relatedness of subsidiaries, joint ventures or any other foreign unit. Design/methodology/approach The paper examines theory bases, the relatedness construct, data issues and the key achievements of previous studies. Drawing on organizational learning, transaction costs economics and industrial or

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19

Satiawarman, Anugerah, Tanti Sutandra, and Ningky Sasanti Munir. "BUSINESS STRATEGY FORMULATION OF DAYA MINYAK, Ltd." Eksis: Jurnal Riset Ekonomi dan Bisnis 16, no. 1 (2021): 1–16. http://dx.doi.org/10.26533/eksis.v16i1.769.

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The weakening of crude oil price had caused the performance of Daya Minyak, Ltd decline. The efforts to improve had succeeded in improving performance, but it was still below the industry average. Therefore, in 2020 a research was carried out aimed at systematically formulating Daya Minyak, Ltd business strategy for the years 2021-2024. This applied research was conducted qualitatively, using the business strategy formulation model from David and David (2016) where external strategic issues were compiled in the External Factor Evaluation (EFE) matrix and internal strategic issues in the Intern

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20

Szymanski, David M., Sundar G. Bharadwaj, and P. Rajan Varadarajan. "Standardization versus Adaptation of International Marketing Strategy: An Empirical Investigation." Journal of Marketing 57, no. 4 (1993): 1–17. http://dx.doi.org/10.1177/002224299305700401.

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An issue debated frequently in the international marketing literature centers on whether a business should pursue a strategy that is standardized across national markets or adapted to individual national markets. Of the two aspects relating to standardization of marketing strategy across national markets—(1) standardization of the pattern of resource allocation across marketing mix variables integral to a business's marketing strategy and (2) standardization of the strategy content with respect to individual marketing mix variables—the latter has been the subject of numerous conceptual article

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21

Wijaya, Hendy, and Erny Carolina. "MEASUREMENT OF THE EFFECTIVENESS STRATEGY IS/IT TO BUSINESS STRATEGY WITH IT BALANCED SCORECARD METHOD AT BINUS INTERNATIONAL JOSEPH WIBOWO CENTER." Infotech: Journal of Technology Information 6, no. 1 (2020): 15–20. http://dx.doi.org/10.37365/it.v6i1.72.

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In English :  JWC is a campus line from Binus University that supports international standard management and business with the management of the academic development framework-EQUIS. To be able to work together and compete in a globalized world also requires the provision of operational facilities that are supported by the provision and management of information technology. The problem in this study is that companies are implementing an IS / IT strategy but not in accordance with their business strategy. If the strategy used cannot really be done, bankruptcy. The purpose of this re

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22

Bhattacharyya, Som Sekhar. "International business strategy: development of an integrated framework and typology." Review of International Business and Strategy 30, no. 3 (2020): 345–73. http://dx.doi.org/10.1108/ribs-10-2019-0138.

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Purpose The purpose of this study is international business strategy (IBS) has evolved into a complex and vast domain of study. Given this fact, the author first proposed a set of screens that a firm’s IBS manager was required to assess before venturing into a foreign country. Then the author developed an integrated IBS framework to secure a holistic view regarding IBS. Finally, the author proposed a typology to classify IBS archetypes. Design/methodology/approach The author undertook a systematic and integrated literature review of IBS literature. The literature review was carried out with a

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23

LI, Zejian. "Future International Business Strategy of Chinese Automotive Manufacturers." Annals of Business Administrative Science 9 (2010): 13–22. http://dx.doi.org/10.7880/abas.9.13.

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24

Romelaer, Pierre, and Hanane Beddi. "Strategy and Structure in International Multi-business Groups." International Studies of Management & Organization 45, no. 4 (2015): 359–78. http://dx.doi.org/10.1080/00208825.2015.1006040.

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25

McKenna, Bernard, David Rooney, and Peter W. Liesch. "Beyond Knowledge to Wisdom in International Business Strategy." Prometheus 24, no. 3 (2006): 283–300. http://dx.doi.org/10.1080/08109020600877576.

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26

Septiant, Andi. "Proposed Business Strategy for Hotel in Airport City (Case Study: Kualanamu International Airport)." Research, Society and Development 9, no. 1 (2020): e98911671. http://dx.doi.org/10.33448/rsd-v9i1.1671.

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This final project is made to analyze the current business of PT Angkasa Pura II (Persero), by analyzing the internal and external factors of the Hotel business environment in the Airport City area of Kualanamu International Airport today. Then, it is expected to analyze the Hotel Business Model Strategy that is appropriate for hotel businesses in the Airport City Area of Kualanamu International Airport to be developed and the final step is to analyze the results of the implementation hotel strategies in the Airport City Area of Kualanamu International Airport in the face of competition in the

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27

Chung, Henry F. L., and Tsuang Kuo. "When and how managerial ties matter in international competitive strategy, export financial and strategic performance framework." European Journal of Marketing 52, no. 1/2 (2018): 260–78. http://dx.doi.org/10.1108/ejm-05-2015-0305.

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Purpose This study aims to present two new contingent frameworks that hypothesize the moderation role of managerial ties (MTs) in the international competitive strategy-export financial and strategic performance framework. The purposes of this study are to explore whether a common standardized or individual customized conceptualization consisting of MTs, international competitive strategy and performance can be used to achieve export financial and strategic performance; to offer contingent factors for the current international competitive strategy-export performance framework; and to generaliz

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28

Dumanska, Ilona. "QUALITY ASSESSMENT OF BUSINESS STRATEGY IN INTERNATIONAL TRADE: INDICATORS AND PARAMETERS." Baltic Journal of Economic Studies 7, no. 2 (2021): 57–64. http://dx.doi.org/10.30525/2256-0742/2021-7-2-57-64.

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The purpose of the paper is to develop a system of indicators and parameters for assessing the quality of business strategy in international trade based on analysis of the effectiveness of export-import operations, which are evaluated and analysed by managers in developing and implementing business strategies for effective management decisions to expand foreign markets. Methodology. There were used general scientific and special research methods. Assessing the quality of the company’s business strategy in international trade when planning to enter or expand foreign markets was based on economi

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29

Adams, Kendall, and David J. Morris. "Market Power and Business Strategy." Journal of Marketing 62, no. 2 (1998): 128. http://dx.doi.org/10.2307/1252167.

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30

Andelekke, Johnwey, and Mkamzee Gichuru. "Review International Trade Includes Business Strategy and the Role of International Organizations." Journal Dimensie Management and Public Sector 2, no. 2 (2021): 1–8. http://dx.doi.org/10.48173/jdmps.v2i2.92.

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The aim of this article is to include an overview of international business, with a particular emphasis on strategic international business and organizations. This evolution is mostly attributed to the advancement in research and tracking technologies, which are expanding in lockstep with the evolving attitudes and thoughts of increasingly evolved humans. As a part of this transformational phase, nations must collaborate on both national and regional levels. The aim of this article is to include an overview of international business, with a particular emphasis on strategic international busine

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31

Peng, Mike W. "The resource-based view and international business." Journal of Management 27, no. 6 (2001): 803–29. http://dx.doi.org/10.1177/014920630102700611.

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The resource-based view (RBV) of the firm has become an influential theoretical perspective in recent international business (IB) research. Tracking the evolution of the RBV literature in IB, this article has three objectives. First, it documents the extent to which the RBV has diffused to IB research. Second, it explains the rationale behind such diffusion. Finally, it provides a state-of-the-art review of the substantive work through a proposed organizing framework, focusing on multinational management, strategic alliances, market entries, international entrepreneurship, and emerging markets

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32

Björkman, Ingmar, and Mats Forsgren. "Nordic International Business Research." International Studies of Management & Organization 30, no. 1 (2000): 6–25. http://dx.doi.org/10.1080/00208825.2000.11656780.

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33

Melewar, T. C., and Claes Vemmervik. "International advertising strategy." Management Decision 42, no. 7 (2004): 863–81. http://dx.doi.org/10.1108/00251740410550934.

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34

Mubarok, Muhammad Husni. "STRATEGI PERTUMBUHAN BERKELANJUTAN INDOFOOD DI PASAR KOMPETITIF." BISNIS : Jurnal Bisnis dan Manajemen Islam 2, no. 2 (2014): 99. http://dx.doi.org/10.21043/bisnis.v2i2.5270.

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This study aims to analyze the strategy of continuous growth for sustainability PT. Indofood Sukses Makmur, Tbk in competitive market. The scope of this study include corporate strategy, business competition, competitive advantage, business portfolio, marketing and international strategy. The results showed that Indofood using a strategy of diversified product portfolio, which capitalizes on a resilient business model with five complementary strategic business groups, namely: consumer branded products, bogasari, agribusiness, distribution, cultivation &amp; processed vegetables. Consumer p

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35

Bell, Jim, Dave Crick, and Stephen Young. "Small Firm Internationalization and Business Strategy." International Small Business Journal: Researching Entrepreneurship 22, no. 1 (2004): 23–56. http://dx.doi.org/10.1177/0266242604039479.

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36

Ramakrishnan, K. "Business Strategy versus Performance Trade-offs." Global Business Review 11, no. 3 (2010): 317–31. http://dx.doi.org/10.1177/097215091001100301.

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37

Mandrinos, Symeon, Nik Malini Nik Mahdi, and Constance Liew Sat Lin. "Decoupling in International Business." Journal of General Management 44, no. 4 (2019): 220–31. http://dx.doi.org/10.1177/0306307018822591.

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Following the academic discourses that the International Business (IB) has not yet seen the levels of academic intrusions on decoupling a thorny ethical dilemma evident in other fields that explains why organizations when strive for conformity, they may attempt to preclude the necessity of their formal structure with an intention to show obedience towards institutional settings while at the same time actually practicing business in ways that they believe are more efficient. This study attempts to bridge this important gap and understanding of decoupling in the burgeoning stream of IB where exp

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38

Vapa, Bojan, and Jelena Vapa-Tankosić. "Management of the international distribution channels in the SMEs international business strategy." Skola biznisa, no. 1 (2019): 32–46. http://dx.doi.org/10.5937/skolbiz1-23086.

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39

Bang, Ho-Yeol, and Dong-Jin Jung. "A Taxonomy of International Business Strategy of Korean Firms." INTERNATIONAL BUSINESS REVIEW 1, no. 1 (1997): 71. http://dx.doi.org/10.21739/ibr.1997.12.1.1.71.

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40

Yoshitake, Hirofumi. "The Essence of Strategy Formulation for International Power Business." IEEJ Transactions on Power and Energy 132, no. 9 (2012): 758–62. http://dx.doi.org/10.1541/ieejpes.132.758.

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41

Zettinig, Peter. "Book Review: International Business Strategy: A New Zealand Perspective." International Journal of Entrepreneurship and Small Business 3, no. 2 (2006): 277. http://dx.doi.org/10.1504/ijesb.2006.008924.

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42

Lee, Chia-Chi. "Business service market share, international operation strategy and performance." Baltic Journal of Management 8, no. 4 (2013): 463–85. http://dx.doi.org/10.1108/bjm-02-2013-0020.

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43

Wai‐chung Yeung, Henry. "Organizational space: a new frontier in international business strategy?" Critical perspectives on international business 1, no. 4 (2005): 219–40. http://dx.doi.org/10.1108/17422040510629728.

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44

P. Krupskyi, Oleksandr, Nataliia Stukalo, Nataliya A. Krasnikova, and Yelina A. Falko. "Franchising model for expansion of the international travel business." Problems and Perspectives in Management 15, no. 4 (2017): 230–42. http://dx.doi.org/10.21511/ppm.15(4-1).2017.07.

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The hotel sector of the travel industry is the leader according to the indicator of economic growth, which is observed in both developed and developing countries. Even under the economic instability and global natural disasters, the industry has seen growth in recent years. The franchising model for expanding activities is central to all successful hotel chains.The article deals with the franchising model for the travel business expansion and the economic performance of hotel chains such as Marriott International, Wyndham Hotels, and Hilton. They hold a prominent place in the global hotel busi

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45

Fang, Tony, Josephine Schaumburg, and Daniella Fjellström. "International business negotiations in Brazil." Journal of Business & Industrial Marketing 32, no. 4 (2017): 591–605. http://dx.doi.org/10.1108/jbim-11-2016-0257.

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Purpose The purpose of this study was to explore an innovative strategy for studying the Brazilian negotiator’s unique and paradoxical characteristics from a cultural point of view to acquire a better understanding of the nature of international business negotiations in Brazil. Design/methodology/approach The study is of a qualitative nature, using a multiple-case study design at three levels (small-, medium- and large-scale negotiations). Interviews were conducted with Brazilian and German managers to capture the emic–etic view of the Brazilian negotiator. The Strategic Trinity Model was deve

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46

Uyar, Metin. "The management accounting and the business strategy development at SMEs." Problems and Perspectives in Management 17, no. 1 (2019): 1–10. http://dx.doi.org/10.21511/ppm.17(1).2019.01.

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The purpose of this study is to determine the relationship between management accounting practices and strategy development in SMEs. SMEs are among the main actors of economic development and growth. To determine the right strategies in a variable and competitive market, the qualitative and quantitative knowledge produced by the accounting system is needed. The management accounting system can influence managerial decisions, change strategies, and affect the performance of the firm through its extensive practices. Using the multivariate statistical analyses, the results of the applied studies

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47

Ngo, Quang-Huy. "How market orientation induces small business performance: The role of strategic fits." Gadjah Mada International Journal of Business 23, no. 1 (2021): 55. http://dx.doi.org/10.22146/gamaijb.60623.

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The purpose of this study is to shed light on how strategic fits between market orientation and the prospector strategy leads to higher performance of small businesses in Vietnam. This study draws from the contingency theory of organization to propose that strategic fits in small businesses represent by prospector strategy's mediating effects on the link between market orientation and these small businesses' performance. Data collected from 161 small businesses in Vietnam was examined. PLS-SEM was used to assess the research framework. The results reveal that the fit between market orientation

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48

Akaah, Ishmael P. "Strategy Standardization in International Marketing:." Journal of Global Marketing 4, no. 2 (1991): 39–62. http://dx.doi.org/10.1300/j042v04n02_04.

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49

Hagen, Birgit, Antonella Zucchella, Paola Cerchiello, and Nicolò De Giovanni. "International strategy and performance—Clustering strategic types of SMEs." International Business Review 21, no. 3 (2012): 369–82. http://dx.doi.org/10.1016/j.ibusrev.2011.04.002.

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50

Cravens, David W. "Strategic forces affecting marketing strategy." Business Horizons 29, no. 5 (1986): 77–86. http://dx.doi.org/10.1016/0007-6813(86)90057-1.

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