scholarly journals The Economic and Strategic Motives for Antidumping Filings

2001 ◽  
Author(s):  
Susan Skeath ◽  
Thomas J. Prusa
Keyword(s):  
Strategic Motives

Revisit the CD Paradox in Entry Model Choice: Toward the Perspective of Strategic Fit

2018 ◽  
Vol 18 (3) ◽  
pp. 86-103
Keyword(s):  
Joint Venture ◽  
Cultural Distance ◽  
Model Choice ◽  
Outward Fdi ◽  
Strategic Fit ◽  
Market Expansion ◽  
Technological Competence ◽  
Entry Model ◽  
Wholly Owned Subsidiary ◽  
Strategic Motives

The effect of cultural distance (CD) on the entry mode choice (EMC) has been intensively studied but the empirical results are mixed. This study adopts the strategic fit perspective to examine how firms’ strategic motives and technological ownerships may influence the EMC in face of different cultural distances. Analyzing Taiwanese outward FDI cases from 2004 to 2007, this study found that firms entering the culture-distant countries would choose the wholly-owned subsidiary (WOS) mode when emphasizing more about the protection of technological competence than market expansion, or else would choose the joint-venture (JV) mode when the market expansion is prioritized.

Meeting Planners: Views of Corporate Social Responsibility Practices and Motivations Across Two Continents

2021 ◽  
Author(s):  
James Musgrave ◽  
Jonathan Sibley ◽  
Simon Woodward
Keyword(s):  
Factor Analysis ◽  
Corporate Social Responsibility ◽  
Social Responsibility ◽  
Conceptual Understanding ◽  
Cultural Context ◽  
Western Europe ◽  
Meeting Planners ◽  
European Meeting ◽  
Corporate Social ◽  
Strategic Motives

Interpretation of, and commitment to, Corporate Social Responsibility (CSR) differs from country to country, resulting in variances in implementation. It is theorised that these variances originate from organisational and cultural context. There is limited research dedicated to contextual variances of CSR in the meetings industry. As such, the objective of this paper is twofold: first, to understand whether Meeting Planners in America and Western Europe differ in their current and future motives for engaging with CSR. Second, to establish whether the differences in motivation are influenced by their conceptual understanding of CSR or the wider socio-economic and political. The authors analysed over one thousand self-reporting questionnaires from Meeting Planners across the two continents. Results were analysed using un-related t-tests in order to establish if the two groups differ in their underlying motives to engage with CSR. An exploratory factor analysis was used to determine how Meeting Planners conceptualised CSR across the two continents. Results suggests similar strategic motives to engage in CSR. European Meeting Planners identify egoistic motives to engage in CSR. In contrast to America, CSR practice in Europe will change in the future as value-driven motives become prevalent. The paper provides evidence of context as a defining factor in CSR, where ubiquitous constructs of CSR cannot be easily applied to Meeting Planners. The findings demonstrate the incongruent nature of CSR practice. The results advance the application of CSR to Meeting Planner’s practice in both America and Western Europe, re-igniting the definitional debate of CSR within the meetings industry.

State of the Art Solutions in Enterprise Interoperability

2010 ◽  
pp. 201-229 ◽  
Author(s):  
Silke Balzert ◽  
Thomas Burkhart ◽  
Dirk Werth ◽  
Michal Laclavík ◽  
Martin Šeleng ◽  
...  
Keyword(s):  
European Union ◽  
Business Performance ◽  
Electronic Communication ◽  
State Of The Art ◽  
Research Field ◽  
The European Union ◽  
Start Up ◽  
Enterprise Interoperability ◽  
The Moment ◽  
Strategic Motives

More than 99% of European enterprises are SMEs. While collaboration with other enterprises provides potential for improving business performance, enterprise interoperability research has yet to produce results which can be used by SMEs without the need for high start-up costs (e.g. learning, infrastructure and installation costs). Therefore the Commius project (funded by the European Union) aims towards the development of such a “zero costs of entry” interoperability solution for SMEs, allowing them to reuse existing and familiar applications for electronic communication. This chapter provides an overview of the research field “Enterprise Interoperability.” Based on a four layer interoperability framework, this chapter will examine which technical, process-based and semantic solutions for enterprise interoperability are available at the moment and which strategic motives drive or prevail SMEs to engage in E-business activities.

scholarly journals Unethical amnesia responds more to instrumental than to hedonic motives

2020 ◽  
Vol 117 (41) ◽  
pp. 25423-25428
Author(s):  
Fabio Galeotti ◽  
Charlotte Saucet ◽  
Marie Claire Villeval
Keyword(s):  
Unethical Behavior ◽  
Large Scale ◽  
Online Experiment ◽  
Moral Self ◽  
Future Action ◽  
Cheating Behavior ◽  
Self Image ◽  
Strategic Motives ◽  
Unethical Amnesia

Humans care about morality. Yet, they often engage in actions that contradict their moral self. Unethical amnesia is observed when people do not remember or remember less vividly these actions. This paper explores two reasons why individuals may experience unethical amnesia. Forgetting past unethical behavior may be motivated by purely hedonic or affective reasons, such as the willingness to maintain one’s moral self-image, but also by instrumental or strategic motives, in anticipation of future misbehavior. In a large-scale incentivized online experiment (n= 1,322) using a variant of a mind game, we find that hedonic considerations are not sufficient to motivate the forgetting of past cheating behavior. This is confirmed in a follow-up experiment (n= 1,005) in which recalls are elicited the same day instead of 3 wk apart. However, when unethical amnesia can serve as a justification for a future action, such as deciding on whether to keep undeserved money, motivated forgetting is more likely. Thereby, we show that motivated forgetting occurs as a self-excuse to justify future immoral decisions.

Exercises in the Strategy of Post-Merger Integration

2017 ◽  
pp. 1-7
Author(s):  
Robert F. Bruner ◽  
Chad Rynbrandt
Keyword(s):  
British Petroleum ◽  
Target Firm ◽  
Integration Strategy ◽  
Union Pacific ◽  
Target Company ◽  
America Online ◽  
Post Merger Integration ◽  
Time Warner ◽  
Merger Integration ◽  
Strategic Motives

This case recounts the announced terms of five prominent acquisitions of the late 1990s, and asks the student to suggest a preliminary strategy for integrating the target firm into the buyer. The five acquisitions are America Online/Time Warner, British Petroleum/Amoco, Daimler-Benz/Chrysler, Union Pacific/Southern Pacific, and Warner-Lambert/Agouron Pharmaceuticals. The objectives of the case are: 1) to highlight the linkage of the post-merger integration approach with the strategic motives for the acquisition; 2) to consider the range of possible challenges to successful post-merger integration; 3) to explore the varieties of integration strategy, especially surrounding decisions about autonomy of the target company within the buyer, importance of interdependence between the buyer and target, and need for speed of integration.

Chinese outward foreign direct investment

2018 ◽  
Vol 34 (4) ◽  
pp. 10-12
Keyword(s):  
Foreign Direct Investment ◽  
Direct Investment ◽  
Design Methodology ◽  
Reading Time ◽  
Outward Foreign Direct Investment ◽  
Foreign Markets ◽  
Content Type ◽  
Pertinent Information ◽  
Strategic Motives ◽  
Practical Implications

Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings This briefing looks at the strategic motives behind Chinese firms when looking to expand globally and create subsidiaries in foreign markets. Originality/value The briefing saves busy executives, strategists, and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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