Journal Of International Business Studies Research Articles

Foreign ownership and export performance. Talaat Abdel‐Malek, Professor, University of Saskatchewan. Abstract from Journal of International Business Studies, Fall 1974, p. 1

Foreign ownership and export performance. Talaat Abdel‐Malek, Professor, University of Saskatchewan. Abstract from Journal of International Business Studies, Fall 1974, p. 1

European disclosure. Frederick D. S. Choi, Assistant Professor, University of Hawaii. Abstract from Journal of International Business Studies, Fall 1974, p. 15

European disclosure. Frederick D. S. Choi, Assistant Professor, University of Hawaii. Abstract from Journal of International Business Studies, Fall 1974, p. 15

Advertising as Information

This paper tries to show how the major features of the behavior of advertising can be explained by advertising's information function. For search qualities advertising provides direct information about the characteristics of a brand. For experience qualities the most important information conveyed by advertising is simply that the brand advertises. This contrast in advertising by these qualities leads to significant differences in its behavior. How does advertising provide information to the consumer? The producer in his advertising is not interested directly in providing information for consumers. He is interested in selling more of his product. Subject to a few constraints, the advertising message says anything the seller of a brand wishes. A mechanism is required to make the selling job of advertising generate information to the consumer. [Авторский текст]

Family Investments in Human Capital: Earnings of Women

It has long been recognized that consumption behavior represents mainly joint household or family decisions rather than separate decisions of family members. Accordingly, the observational units in consumption surveys are "consumer units," that is, households in which income is largely pooled and consumption largely shared. More recent is the recognition that an individual's use of time, and particularly the allocation of time between market and nonmarket activities, is also best understood within the context of the family as a matter of interdependence with needs, activities, and characteristics of other family members. More generally, the family is viewed as an economic unit which shares consumption and allocates production at home and in the market as well as the investments in physical and human capital of its members. In this view, the behavior of the family unit implies a division of labor within it. Broadly speaking, this division of labor or "differentiation of roles" emerges because the attempts to promote family life are necessarily constrained by complementarity and substitution relations in the household production process and by comparative

Drift To Authoritarianism: The Changing Managerial Styles of the U. S. Executives Abroad, Guvenc G. Alpander, Faculty, University of Maine. Abstract from Journal of International Business Studies, Fall 1973, p. 1

The International ExecutiveVolume 16, Issue 2 p. 25-26 Research Roundup Drift To Authoritarianism: The Changing Managerial Styles of the U. S. Executives Abroad, Guvenc G. Alpander, Faculty, University of Maine. Abstract from Journal of International Business Studies, Fall 1973, p. 1 First published: February 1974 https://doi.org/10.1002/tie.5060160215Citations: 1AboutPDF ToolsRequest permissionExport citationAdd to favoritesTrack citation ShareShare Give accessShare full text accessShare full-text accessPlease review our Terms and Conditions of Use and check box below to share full-text version of article.I have read and accept the Wiley Online Library Terms and Conditions of UseShareable LinkUse the link below to share a full-text version of this article with your friends and colleagues. Learn more.Copy URL Share a linkShare onFacebookTwitterLinked InRedditWechat No abstract is available for this article.Citing Literature Volume16, Issue2February 1974Pages 25-26 RelatedInformation

Foreign MBA: Potential Managers for American International Corporations, Guvenc G. Alpander, Faculty, University of Maine. Abstract from Journal of International Business Studies, Spring, 1973, p. 1

Foreign MBA: Potential Managers for American International Corporations, Guvenc G. Alpander, Faculty, University of Maine. Abstract from Journal of International Business Studies, Spring, 1973, p. 1

Corruption and the Multinational Enterprise

Although there is some literature on the general phenomenon of corruption, one is hard pressed to find any references—much less elaborations of it—in articles, books and programs in the area of international business administration. This paucity of treatment is difficult to comprehend. On the one hand, we are in an age when the public is increasingly emphasizing the need for corporations to exercise social responsibility. On the other, we have assertions by individuals that multinational enterprises are among the foremost practitioners of corruption, particularly in the less-developed nations where they operate. In view of these parallel developments, it would appear that there would be much more research and, thereafter, discussion of multinational corruption in the programs and literature of international business than presently exists. Some possible reasons for the lack of treatment given to this area may be (1) the difficulties in defining the phenomenon; (2) the delicacy of the research which characterizes the area; (3) the problems of obtaining data; and (4) the lack of agreement on the political, social, and economic effects of corruption.© 1973 JIBS. Journal of International Business Studies (1973) 4, 93–96

Recent foreign direct manufacturing investment in the United States

The study of direct investment movements has become increasingly important in recent years due to the impact that these movements have on development, balance of payments, and domestic control of the domestic economy. From 1954 through 1967, the value of foreign direct investment in the United States grew from d4.6 billion to d9.9 billion. Concomitant with this growth has been an increase in interest in the United States to attract foreign investment. At the national level the interest has evolved because of balance of payments problems; whereas, at the state and local level, interest is due to industrial development objectives.© 1970 JIBS. Journal of International Business Studies (1970) 1, 125–132

The Selection Decision for an International Assignment: A Study of the Decision Maker's Behavior

How do managers make selection and staffing decisions when they are seeking to fill an overseas assignment? What qualifications of the candidate influence the decision-maker's choice the most? What risks are perceived by the manager making the staffing decision, and how does the manager cope with these risks? Given the current state of research into problems of selection these questions are difficult to answer. This is startling in view of the attention that has been directed toward the selection process. However, as Quinn, Tabor and Gordon conclude:© 1972 JIBS. Journal of International Business Studies (1972) 3, 49–65

The Motivation for Foreign Direct Investment

Several theories have been advanced in recent years purporting to explain the phenomenon of foreign direct investment. This study subjects a number of these theories to limited empirical testing, using fairly elaborate investment data on a single country, Brazil. The theories are discussed in more detail in Section II. The specific hypotheses tested and the methodology used are described in Section III; Section IV and V discuss data and measurement specification; Section VI outlines results of the study.© 1972 JIBS. Journal of International Business Studies (1972) 3, 67–82

Multinational Marketing Control

The multinational enterprise with its operating subsidiaries spread over the globe presents formidable problems to managers responsible for marketing control. Each national market is different from every other market. Distance and differences in language, custom, and practices create communications problems. The size of operations and number of country subsidiaries often results in the creation of an intermediate headquarters, the so-called regional or area headquarters, which adds an organizational level to the control system. This article reviews the multinational marketing control practices of large U.S. multinational companies, compares these practices with domestic marketing control, and identifies the major factors which influence the design of a multinational control system.© 1972 JIBS. Journal of International Business Studies (1972) 3, 33–47

Perceived Shortages of Unskilled Labor in Labor Surplus Economies: Costa Rica, El Salvador, Dominican Republic and Mexico

Cheap labor is a major incentive for investing in developing countries, especially for export production involving capital extensive processes utilizing unskilled labor. Unfortunately, international investors will tend to overestimate the availability of unskilled labor if they assume that workers in developing countries all have the “industrialized” traits necessary for performing even unskilled labor. These traits are: coming to work on time, following directions, accepting guidance from the boss, working on an established schedule, being sober while working, and so on. (Subsistance agriculture does not inculcate such traits, and a large portion of the labor force in most developing countries are migrants from subsistance agriculture.) Laborers also must be sufficiently healthy to come to work regularly, they must be strong enough to do the job required, and they must be emotionally stable. In addition, frictions to geographical movement could cause local shortages of unskilled labor even if the region as a whole has a labor surplus.© 1972 JIBS. Journal of International Business Studies (1972) 3, 1–18

The Internationalization of Industrial Relations

Multinational corporations, by definition, have a multinational work force. However, the trade union institutions which represent the employees of the various subsidiaries have been organized historically on a country basis with little international interaction on industrial relations matters with a specific international employer.11It must be mentioned here that many United States unions are established on a bi-national basis in that they include a sizable Canadian membership. However, elsewhere the principle of organization is the particular nation-state. Union organization and representation activities have remained largely on the polycentric level even where their corporate adversaries operate in an ethnocentric or geocentric fashion. Recently though, international, regional, and national trade union organizations, particularly in the United States and Europe, have become concerned about the problems created by the multinational corporations because of their international nature. To confront these difficulties and to counteract the perceived advantages enjoyed by international firms, the trade union movement is developing a number of different strategies some of which may lead to the internationalization of industrial relations.22For a discussion of a case of international collective bargaining see David H. Blake, "Multinational Corporation, International Union, and Economic Implications of the 1967 UAW—Chrysler Agreement," in Transnational Industrial Relations, ed. by Hans Gunter (London: Macmillan, 1972). To phrase it in another way, in response to the challenge of the multinational corporation in union-management relations, unions are attempting to internationalize their activities and strength.© 1972 JIBS. Journal of International Business Studies (1972) 3, 17–32

The Role of International Firms in Latin American Automotive Industry

The desire of Latin American governments to promote social, economic, and political development can create the necessity for hard choice between sometimes conflicting subaspects of the general developmental goal. An illustration of this is the conflict between the objective of promoting a qualitative and quantitative change in the goods and services produced by their national economies, and the desire for increased national independence defined as the attainment of complete autonomy of decision-making with respect to each economic sector. Such conflict stems from the technological implications of producing “modern” goods and services. To produce these goods efficiently it is imperative that the basic technical relationships of their production not be violated. This often implies heavy capital investment in product development, production process development, and the establishment of extensive distribution networks. The key prerequisite, however, is the organizational ability to develop, accumulate and coordinate the myriad physical and human resources necessary for producing the desired final output. It is often the case that a very high production volume is often required to permit the effective utilization of these technical and organizational inputs in order to minimize the unit costs of final output.© 1972 JIBS. Journal of International Business Studies (1972) 3, 51–68

Simulated International Business Negotiations

The simulated international business negotiation has been developed as a pedagogical device to contribute to the special needs of education for international business. It was first used by Professor Kapoor in the Spring of 1968 and has since been employed in a variety of other courses with substantial success. It appears to have considerable promise in development both of intellectual capacities for formulation of international business strategy and development of personal behavioral skills in dealing with international environmental situations. This paper will outline the main characteristics of the simulations and discuss their practical utilization.© 1972 JIBS. Journal of International Business Studies (1972) 3, 19–31

International Intracorporate Pricing: Non-American Systems and Views

The yearly operations of a multinational firm involve a considerable amount of trade between the parent and its subsidiaries. These internal flows include both purchases and sales of raw materials, semi-finished and finished goods, and a wide range of services. They are often the single most important method of effecting capital transfers among the different countries in which the multinational firm operates and comprise an extremely secretive area of decision making.© 1972 JIBS. Journal of International Business Studies (1972) 3, 1–18

The Outlook for United States Foreign Direct Investment in the Andean Pact Countries in the Seventies

THE GENERAL LATIN AMERICAN VIEW OF PRIVATE FOREIGN INVESTMENT:The climate for private foreign direct investment is deteriorating rapidly in many countries of Latin America as the socialization of development is becoming not only more widespread, but also more leftist-oriented. Paradoxically, the gap between the lip-service paid to, and actual policies adopted regarding private foreign investment in this region, is increasing as rapidly as is the need for such external investment inflows. The contemporary Latin American attitude towards private foreign direct investment, especially with respect to investments by international corporations, is summarized below.© 1972 JIBS. Journal of International Business Studies (1972) 3, 69–94

Environmental Determinants of Overseas Market Entry Strategies

This research examines a hypothesis, modified from one originally stated by Isaiah A. Litvak and Peter Banting,11Isaiah A. Litvak and Peter Banting, “A Conceptual Framework for InterNational Business Arrangements,” Marketting and the New Science of Planning, ed. Robert L. King (Chicago: American Marketting Association, 1968 Fall Conference Proceedings), pp. 460-467. concerning the relationship of U.S. companies’ entry strategies into overseas country markets and those countries’ positions along an environmental “temperature gradient”. Although Litvak and Banting’s original hypothesis was put forth to explain why international agent middlemen evolve into merchant middlemen, the analytical framework is relevant to explain the evolution of other marketing channel phenomena. The hypothesis is:© 1972 JIBS. Journal of International Business Studies (1972) 3, 33–50

Corporate Growth and Diversification

Corporate Growth and Diversification

Financial Control Systems for Multinational Operations: An Empirical Investigation

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