C/B/1122. Entering new international market: cultural, political and economic risk perspective

The paper analyses various aspects of the entry of an organisation to a new market discussing the issues of cultural adoptability, management styles, political and economic risks involved in the venture.

C/B/677. Multinational companies may face particular issues in managing expatriates. Critically evaluate some of the main research in this area.

This paper examined the importance of expatriate management for multinational companies when internationalising their operations. As well as stressing the importance of expatriate managers, the paper focuses on the issues that MNCs and HR, in particular, face in managing expatriate managers.

S/B/219. Doing Business with Indians

The paper examines Indian business environment and culture providing an overview of the country's economy, geography, religion, traditions, government policy, finance, Indian companies' structures, business practices and etiquette, investment climate, etc.

C/B/591. Market Potential and Risk Analysis: International Business

This report has been aimed at analysing potential new markets for the entry of a British luxury goods company. China and India has been chosen as the two emerging markets with potential for the British luxury brand and therefore a comparative analysis has been provided in this report.

E/B/273. Examination of International Communication Strategy of the Hilton International Hotel Group

The paper reports on the strategies of Hilton International Hotel Group (HIHG) in international communication management reviewing academic approaches to corporate communication, tourism and hospitality. The profile of HIHG is presented highlighting their strategies in HRM and customer relations management (CRM), the issues of business ethics, etc.

S/B/247. Civil construction in Vietnam

The paper provides advice for a Thai manager joining a Vietnamese company examining Vietnamese business environment including culture, political climate, human and material resources, etc. Legal requirements for establishing business Vietnam are considered.

E/B/217. Task versus Relationship Focused Cultures: Business Behaviour in ISRAEL

The paper examines cultural attitudes to business reviewing academic definitions of culture and cross cultural communication, defining relationship focused cultures vs. task focused cultures, and analysing Israeli business behaviour in cultural context.

C/B/16. International Business strategy. International strategic management decisions and national cultures.

To what extend do you think that it is possible to attribute national competitive advantage to features of national cultures? How might this sort of analysis be useful in taking international strategic management decisions? You should illustrate your discussion by reference to the dimensions of national cultures by Hofstede. What factors influence the needs for the moderate to higher modification of goods and services that have sold well in home country and will now be marketed overseas? Support your arguments with relevant examples.

C/B/44. Role of government in International business, Role of culture in International Business, Role of exchange rates in International business.

C/B/45. Explain what is multinational enterprise and the main reasons encourage a multinational enterprise like Toyota to engage in international business activities? Discuss the major challenges for Toyota to control operations internationally then domestically? Briefly discuss how can Toyota understand and deal effectively with the international cultural barriers of language and religion?

C/B/51. GLOBAL MARKETS. International Banking: case of ABN AMRO Bank

Summary: The aim of this report is to critically evaluate the international strategy of ABN AMRO and the methods they deploy for international market development and entry strategies.

P/B/22. Nationality, Cultural distance and Expatriate status: effects on the managerial network in multinational enterprise.

This study demonstrates that managers in MNEs form complex networks of interpersonal relations that link them across different countries, nationalities, and status groups. This network exists somewhat independently of the formal structure, yet network ties are highly relevant to work: initiatives are often coordinated through the network rather than through the hierarchy. As highly complex entities, MNEs cannot be led effectively only through a formal system of vertical reporting and top-down coordination. An increasingly important task for management is normative integration through creating a shared culture and facilitating lateral contacts (Baliga & Jaeger, 1984). Management should particularly focus on the creation and support of the managerial network to encourage the exchange of information and learning (Nohria & Ghoshal, 1997). In fact, managing such networks of cross-subsidiary ties may need to become the major activity of top management in MNEs related to organizational design. Management should also be aware that instrumental networks can diverge from expressive networks. A diverse group of managers may be skilful at developing instrumental ties across cultures, but they still rely on colleagues of similar background for social ties. Management's task should then be to promote communication across diverse groups of managers through arranging forums for meeting, encouraging teamwork across subsidiaries, and using the social capital of centrally located managers in the network.

P/B/69 Aries Helicopter

The paper identifies the main issues and problems that the Company has faced with penetrating European markets, especially the UK market. Moreover, the paper outlines different solutions for this problem and gives the best one.

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