Titlebook: Internationale Unternehmungen und das Management ausländischer Tochtergesellschaften; Stefan Schmid Book 2011 Gabler Verlag | Springer Fac

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Der Einfluss von Kultur und individuellen Charakteristika auf das Widerstandsverhalten von Mitarbei Ende des 19. Jahrhunderts zu verzeichnen und führte bis heute zu sechs M&AWellen (Menz 2007, S. 27 ff.). Verändert hat sich im Laufe der Zeit das Kräfteverhältnis zwischen den beteiligten Wirtschaftsräumen. So betrug der Anteil der EUund NAFTA-Staaten an allen weltweit durchgeführten Transaktionen

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Export Performance and Managerial Capabilities in German SMEs,rience and market knowledge. This perspective can enhance our understanding of how firms internationalize and of how they learn from distant cultures and foreign markets. In addition, this view may improve our understanding of how foreign market knowledge is translated into organizational routines a

alleviate

Lean and Active: A New Perspective on the Role of the Centre,o kick a ball nearly as far and dancers to spring into the air in seeming defiance of gravity. Although it may appear that power comes from a flick of the wrist, a knee flexing or a calf constricting, those actions are the last of an integrated set of movements that begin at the centre of the body.

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,Product Innovation Processes in Foreign Subsidiaries – The Influence of Local Stakeholders,aries in various ways. The early IB literature emphasized that competitive advantages are usually created at home and subsidiaries can then be established abroad in order to exploit these advantages across borders (Hymer 1976, pp. 41-43, Kutschker/Schmid 2008, pp. 412-416). More recent literature ha

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,Model-Based Conflict Resolution in Service Internationalization – A Participatory Approach,ionally standardized service processes and the local needs of individual subsidiaries.. This process bears the risk of conflicts arising from differences in prerequisites for service execution, availability of qualifications among employees or compatibility of processes to be exchanged with existing

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A Conceptual Framework for the International Staffing of Early Internationalizers, of scale and scope (Caves 1996), to learn from international markets (Kogut/Zander 1995), to exploit interrelations between business segments and geographic areas (Porter 1990, Hamel 1991, Hitt et al. 1997), to achieve risk diversification (Kim et al. 1989), and cost reduction (Hennart 1982, Kogut

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Conceptual Openness and Actor Focus in Research on International Business Relationships,l zooming-in can produce deeper insights into the formation and maintenance of business relationships across national and cultural borders. Hence, this chapter serves as a reminder that the definitions we use in empirical research should resonate with how concepts are understood in the field. Fieldw

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