Introduction
Multinational enterprise (MNE) is “a company that is headquartered in one country but has operations in one or more other countries” (Rugman and Collinson 2012, p.38) that has at least one office in different countries but centralised home office. These offices coordinate global management in the context of international business. MNEs have increasingly essential influence on the development of the global economy and coordinate with other companies in different business environments. However, there are many issues involved with how MNEs operate well overseas, especially in emerging markets (EMs) (Cavusgil et al., 2013, p.5).
This paper provides the relevant knowledge of international business to examine and analyse the key issues for Huawei in its business and the international market place. Firstly, a brief introduction of Huawei will be given and its main drivers in emerging markets will be presented under the theory of foreign direct investment (FDI) before showing its entry mode. Then, there will be a discussion about the core external environmental issues that Huawei underwent when it operated its business in emerging markets: India and South Africa. Next, it looks forward to justifying the key opportunities and challenges when it moves in to India and South Africa. After that, Huawei’s international business operations with the evaluation of its company structure as well as control mechanisms will be specified. This part includes a section that how human resources management (HRM) impact its international business operations. At the end, the suggestions of external environmental issues need to be coped with in the future will show before drawing a conclusion.
Main Body
Founded by Ren Zhengfei in 1998, Huaw...
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...ing the targets (e.g., target interim or completion dates, budgets).
2. Behaviour controls (formal control): involve defining the procedures to accomplish project objectives and performance is assessed according to the controlees following of the prescribed procedures (e.g., development methodologies, rules, and procedures). Outcome controls specify outcome targets, whereas behaviour controls focus on the process used to meet the targets.
3. Clan control (informal control): involves mechanisms that create common goals, values, beliefs, and expectations about acceptable behaviour (e.g., socialization, rituals and ceremonies, shared ideologies, hiring and training practices).
4. Self-control (informal control): involves the controlee determining his or her own behaviour (e.g., self-monitoring and management, empowerment and autonomy, self-set goals, and rewards).
In order to achieve the goals which is being most successful in the telecommunication industry, AT&T have concern about their external environment. The external environment can influence their guideline while running their business because it can be the bench mark for the company to gain more profit and becoming better than the others. Consequently, the AT&T company had analyze and focusing on the external environment to understanding their market and condition of the company. Therefore, the six segment such as technological, global, sociocultural, economic, demographic and political/legal are the segment that help the company to have better understanding about their general environment.
The Harvard Business School case study Silvio Napoli at Schindler India summarizes the various problems and issues facing Schindler India regarding its entrance into the new foreign market, India. Schindler Holdings Ltd. is a Swiss-based manufacturer of escalators and elevators which is looking for potentially entering into the Indian elevator market. Main executive committee members predicted that the Indian industry showed great promise in terms of future growth potential. The company’s objective was to manufacture standardized elevators at a cost lower than current customized elevator market. Silvio Napoli, who is vice president of Schindler in Asia, was chosen to lead the new entry into India. To successfully enter and penetrate the Indian market, Silvio and company needed to consider a variety of factors like but not limited to: mode of entry and type of strategy to implement, organizational structure, outsourcing and logistics approaches, marketing, and domestic and global hiring procedures.
My understanding of social control before this module was that it encompassed the way in which a society is governed, policed, and dictated. I thought the definition of social control was about how we live our lives, and make decisions in accordance to a set of guidelines, rules and regulations that have been set out by a group of much more powerful, influential figures in society. I think that social control is not universal, all countries have completely different ways in which their society is controlled, and I also think that all societies need to be controlled in some way shape or form, although most like the...
In today’s current economic state, the likelihood of a company entering into a global market is inevitable. Multinational corporations (MNCs) such as Vodafone are required to standardise their Research & Development activities throughout the world in order to penetrate the market. This is achieved by obtaining new technological opportunities, such as the most up-to-date phones, thus maintaining a competitive driver in the market.
‘For Australian businesses looking to expand their operations overseas, China is a more attractive location than India.’ To what extent do you agree with this statement? Justify your answer.
Investing or venturing into the international market involves critical analysis of the internal and external environment in which the company operates. Usually, a company will decide to venture internationally due to a saturated market or fierce competition in the current country of operation. The demand for a company’s products may have diminished as a result of an economic crisis thus the company will target a foreign market to sustain its sales. In other words, the firms expand internationally to seek new customers for its products. For example, the current Euro zone crisis led to low demand in Europe and many companies extended their businesses to emerging markets where demand was high. A company may also venture in the international market to enhance the cost-effectiveness of its operations especially for manufacturing companies that will benefit from low costs of production in developing world. Global expansion is a long term project as it involves demanding logistics to be successful. Thorough research must be undertaken to ensure that the expansion will create value for share...
Rakuten has just started its globalizing efforts in the last few years. From setting up overseas offices, acquisitioning of small medium enterprises, implementing an English-nization project, to hiring overseas talents. However, will Rakuten actually become a global powerhouse? How successful are these efforts? In this paper, I will discuss Rakuten...
Control: the control of the organization is based on the authority and power exercised to achieve the objectives of any organization.
“Controlling: monitors progress and implements necessary changes where needed. Monitoring is an essential aspect of control” (Bateman & Snell, 2004, p. 18).
Nowadays, business is set in a global environment. Companies not only regard their locations or primary market bases, but also consider the rest of the world. In this context, more and more companies start to run multinational business in various parts of the world. In this essay, companies which run multinational business are to be characterized as multinational companies'. By following the globalization campaign, multinational companies' supply chains can be enriched, high costs work force can be transformed and potential markets can be expanded. Consequentially, competitive advantages of companies can be strengthened in a global market. Otherwise, some problems are met in the changed environments in foreign countries at the same time. The changed environments can be divided into four main aspects, namely, cultural environment, legal environment, economic environment and political system problems. All the changed environments make problems to multinational companies. In particular, problems which are caused by changed culture environment are the most serious aspect of running a multinational business. This essay will discuss these problems and give some suggestions to solve them.
Though the development of clans enables residents to engage in acts of violence without assuming responsibility or blame, it can be said the worst degeneration occurs when residents decide to isolate themselves. In the case of the clan or any group of individuals, power structures appear and evolve which generally leads to the establishment of rules and regulations, but isolation is indefinite. Wilder states that “the clan system, which had once given a measure of security to the residents, had now largely broken down, individual groups drifting into apathy or paranoia” (145). Controlling unpleasant urges becomes more straightforward in groups as conventional
There are three categories of control: policies, programs and technical control. Controls can be classified as :
Mira Wilkins defines a multinational enterprise (MNE) as a “firm that extends itself over borders to do business outside its headquarters country.” By 1870, a period denoted as industrial capitalism, MNCs started to evolve and the nature...
culture that acts like a clan, in that there is a large amount of authority
The Feedback after applied and executed is the most important of the process of control, Outcome controls are judge by the result of the organization’s activity. The behavior control involves manufacturing to know how the members are doing and behave in a daily base. The financial control in the process execute by monitoring costs and expenditure. The financial control can monitor intangiveis like customer satisfaction and employee morale.