Develop, Formulate, and Implement Strategies for Going GlobalPresentation by: Jill Charpia, DBA Student

OverviewSelected Geographic RegionsMotivationsBenefits of InvestingRelationship and Agreement

ImpactsEntry StrategiesStrategic AlliancesEquality in the WorkplaceWorkers’ BehaviorsConclusion

Middle East and Europe U.A.E. and Germany

Strategy for Going GlobalFormulateEvaluateDiscuss

Selected Geographic Regions

MotivationsCorporate mergers and acquisitionsLower tax burdensPerceived attractiveness of the MNC's present home countryInternationalization of MNC's shareholders and assetsAvailability of talentQuality of service clustersCosts of the fiscal regimeQuality of legal and regulatory regimesHigher potential revenuesLogisticsEconomies of scale

(Baaij, Mom, Van den Bosch, & Volberda, 2015)

Benefits of Investing Germany

A significant contributor to renewable energyCentral locationKnown for quality in manufacturingQuality labor pool

(Romero-Rubio & De Andrés Díaz, 2015)

U.A.E.Preferred destination for International BusinessesFinance hub of the Middle East and U.S. companies

Logistically ideal locationHigh level of economic growth(Sbia, Shahbaz, & Hamdi, 2014)

Relationship and Agreement Impacts

Bilateral Relationships

Multilateral Arrangements

Regional Agreements

Agreements between Germany and the U.A.E.

Relationship and Agreement Impacts, cont.

Bilateral Relationships

Multilateral Arrangements

Regional Agreements

Agreements between Germany and the U.A.E.

Entry Strategies Exporting LicensingFranchising Joint venturesFully owned subsidiaries

(Luthans and Doh, 2012)

Entry Strategies, cont. Exporting LicensingFranchising Joint venturesFully owned subsidiaries

(Luthans and Doh, 2012)

Strategic Alliances

Organizational Structure

Control Systems

Labor Relations

Equality in the Workplace

Employee Equality and Legal ActionApplicable and Governing Laws

Sovereign ImmunityInternational JurisdictionTerritoriality JurisdictionNationality Principles

Workers’ BehaviorsIndividualism Versus Collectivism

Germany U.A.E.

Influences

Conclusion Selected Geographic Regions Motivations Benefits of Investing Relationship and Agreement Impacts Entry Strategies Strategic Alliances Equality in the Workplace Workers’ Behaviors Conclusion

ReferencesBaaij, M. G., Mom, T. J., Van den Bosch, F. A., & Volberda, H. W. (2015). Why Do Multinational Corporations Relocate Core Parts of Their Corporate Headquarters Abroad?. Long Range Planning, 4846-58. doi:10.1016/j.lrp.2012.07.001

Luthans, F., & Doh, J. (2012). International Management: Culture, Strategy, and Behavior 8th New York, NY McGraw-Hill Irwin

Ralston, D. A., Egri, C. P., Riddle, L., Butt, A., Dalgic, T., & Brock, D. M. (2012). Managerial values in the greater Middle East: Similarities and differences across seven countries. International Business Review, 21480-492. doi:10.1016/j.ibusrev.2011.05.007

Romero-Rubio, C., & de Andrés Díaz, J. R. (2015). Sustainable energy communities: a study contrasting Spain and Germany. Energy Policy, 85397-409. doi:10.1016/j.enpol.2015.06.012

Sbia, R., Shahbaz, M., & Hamdi, H. (2014). A contribution of foreign direct investment, clean energy, trade openness, carbon emissions and economic growth to energy demand in UAE. Economic Modelling, 36191-197. doi:10.1016/j.econmod.2013.09.047