Int Business 1 2014 95pgs

Sistem Jaringan Bisnis International
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The Body of Knowledge on

International Business Studies
Brooke, M.Z. and Remmers H.L. (1977) di dalam Bridget C Kenny (2009)
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"Globalisation requires new relationships both across companies and

in companies. To compete effectively in the global economy, companies
must strengthen their internal unity as well as become more adept at
external learning - (Kanter, 1994)
a network involves sets
of two or more connected exchange

relationships
- Axelsson and Easton (1992)
Mitchell (1969) defined networks as a specific type
of
relations linking a defined set of
persons, objects and events
Holmlund & Kock, (1998, p. 48) di dalam Bridget C Kenny (2009)
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Nooteboom (1999) defined a network as a pattern of

more or less lasting linkages between firms or divisions
within firms (departments, subsidiaries).
Vertical
Three types of linkages:
Integration/
Supply
Chain ?
Vertical
constituting flows of products (goods or services) from

suppliers to users, in intra-firm value chains or inter-firm value systems
(Porter 1985);
Horizontal
- where similar, competing products (substitutes in

consumption) are pooled to share a common resource of production or
distribution, in a scale strategy;
Diagonal
or diversified, where dissimilar products, which may be

complimentary in research, marketing, or distribution, are pooled to share a
common resource.
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Theories of Network Development Processes

Bridget C Kenny (2009)
MNC
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Main approaches to firm-level internationalisation
Wach, (2012 di dalam Wach dan Wehrmann (2014)
MNC
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Zucchella & Sciabini (2007) di dalam Wach & Wehrmann (2014)
MNC
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The Network Model of Internationalization

Richard D Hadley and Heather I M Wilson
The network model of internationalisation (Johanson and Mattsson, 1988)

allows for the influence of external actors or organisations on the internationalisation of
the firm. Comprising two dimensions, the degree of internationalisation of the firm
and the degree of internationalisation of the market, the network model enlarges on
the process model by allowing for multilateral influences on the international decision
making of the firm.
The Early Starter firm possesses a low degree of internationalisation, with its network
sharing this characteristic
The Late Starter has a low degree of internationalisation, but is positioned in a highly
internationalised market.
Although the Lonely International firm resides in an internationally inexperienced
network, its greater degree of commitment to the internationalisation process, as
reflected by its relatively high degree of internationalisation
The International among Others firm as enjoying a high degree of internationalisation.
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Internationalization process and the role of business networks and learning in it (Meyer, Skak
2002) di dalam Marge Seppo (2007), The Role of Business Networks in The
Internationalization
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Internationalization of the focal firm by establishing new

business network or through existing network (Marge Seppo, 2007)
Pengukuran
Variabel?
Foreign Sales as
Percentage of Total Sales
Foreign Employees as
Percentage of Total Employees
The number of countries
in which the firm operates.
Foreign Owners as Percentage
of Total Ownership
The number of listings in
foreign stock exchanges
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Ease of Doing Business Index
MNC
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DOING BUSINESS 2012
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INDONESIA
Source: www.doingbusiness.org
2012 The World Bank
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DOING BUSINESS 2012
Source: www.doingbusiness.org
2012 The World Bank
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Best practices in Indonesia compared

internationally
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Starting a business
Where is it easy to start a

business?
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Time and cost to

start a business in
Indonesiafastest
in Gorontalo and
Palangka Raya;
cheapest in
Pontianak
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It is easier to start a business now in all 14

cities benchmarked since 2010
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Regionally, big cuts in the time

and procedures to start a business
since 2010
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The company registry is the information

exchange hub for business and
government
John R. Wille, Karim O. Belayachi, Numa de Magalhaes, Frederic Meunier`(2011) di dalam

A COPUBLICATION OF THE WORLD BANK AND THE INTERNATIONAL FINANCE CORPORATION
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Dealing with
construction permits
What are the time, cost and
number of procedures to comply
with formalities to build a
warehouse?
Procedures, time and cost to deal with construction permits
Registering property
What are the time, cost
and number of
procedures required to
transfer property
between 2 local
companies?
Where is it easy to
register propertyand
where not?
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Foreign Direct Investment

World Investment Report
United Nations Conference on Trade and Development
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Global FDI inflows

Top 20 host economies, 2009 and
2010
(Billions of dollars)
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Global FDI outflows, Top

20 Home Economies, 2009
and 2010
(Billions of dollars)
2012?
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Top host economies

for FDI in 20112013
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Harrigans Generic Vertical Integration Strategies (1985)
Vertical
Integration/
Supply
Chain ?
MNC
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Convergence Media Value Chain
Sumber: Wirtz (2001) di dalam Fiona Rder (2007)
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Organizational Structure and International Revenue
Sumber: Fiona Rder (2007)
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Model of International Managerial

Competitiveness
Customers' Views of Australian Management: Asian-Pacific Viewpoints, Curtin University
Cultural Grouping
and Management
Style
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Hofstedes Cultural Value

Scores for 30 Selected
Cultures
National Cultural Differences and

Multinational Business
National Cultural Differences and Multinational Business. Pankaj Ghemawat and Sebastian Reiche
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East European Business

Networks
The adjustment behaviour of
firms during the
transition is pre-determined
by the macro-economic
conditions, the position
that each firm occupies in a
particular industry, and its
control over the value
chain.
The dependency of firms on government

decision
The dependency of firms on inter-firm, interand intra-industry linkages
Professional and political networks
Intra-firm dependencies
The accumulation of resources
7
Dependencies
Uncertainty of resources
Strategic behaviour
East European Business Networks: A Review of Dependencies and Strategies and Their Influence on
Company Success. Emanuela Todeva, Research Papers in International Business
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Business Networks Based on Transformed

Dependencies
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New Established
Business Networks
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Chinese Business
Network in Southeast
Asian Markets
The Nordic and Chinese business network models contrasted
Facing The Chinese Business Network In Southeast Asian Markets Overcoming The Duality Between Nordic And Chinese Business Networks. Hans Jansson and Joachim Ramstrm
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The New Global Challengers
The Boston Consulting Group (2006)
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The RDE 100

Emerging Global
Challengers
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Multinational Corporation
MNC
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What s Senior Executive Speak?

Company A
We are multinational firm. We distributed our product in about 100 countries. We
manufacture in over 17 countries and do research and development in three countries. We
look at all new investment project both domestic or overseas using exactly the same
criteria.
Company B
We are multinational firm. Only 1% of the personnel in our affiliate companies are nonnationals. Most of these are US executives on temporary assignments. In all major market,
the affiliates managing director is of the local nationality.
Company C
We are multinational firm. Our product division executives have worldwide profit
responsibility. As our organizational chart shows, the United States is just one region on a
par with Europe, Latin America, Africa, etc. in each product division.
Company D (non-american)
We are multinational firm. We have at least 18 nationalities represented at our
headquarters. Most senior executive speak at least two languages. About 30% of our staff
at headquarters are foreigners.
Dikutip dari Howard V. Perlmutter (2001)
The Tortuous Evolution of The Multinational Corporation, Columbia Journal of World Business
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MNC?
An enterprise operating in several countries but managed from one
(home) country
www.businessdictionary.com
A corporation that has its facilities and other assets in
at least one country other than its home country

www.investopedia.com
MNC is a parent company that :

1. Engages in foreign production through its affiliates located in several
countries,
2. Exercises direct control over the policies of its affiliates,
3. Implements business strategies in production, marketing, finance and staffing
that transcend national boundaries (geocentric).
Franklin Root (1994)
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Three Stages of Evolution

1. Export stage
initial inquiries => firms rely on export agents

expansion of export sales
further expansion foreign sales branch or assembly
operations (to save transport cost)
2. Foreign Production Stage

DFI versus Licensing ?
Licensing is usually first experience (because it is easy)
e.g.: Kentucky Fried Chicken in the U.K. it does not require any capital expenditure;
it is not risky; payment = a fixed % of sales
the mother firm cannot exercise any managerial control over the licensee (it is
independent)
The licensee may transfer industrial secrets to another independent firm, thereby
creating a rival.
Direct Investment requires the decision of top management because it is a critical step.
it is risky (lack of information); plants are established in several countries; licensing is
switched from independent producers to its subsidiaries; export continues
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3. Multinational Stage
The company becomes a multinational enterprise when it begins to plan,
organize and coordinate production, marketing, R&D, financing, and
staffing. For each of these operations, the firm must find the best
location.
Rule of Thumb
A company whose foreign sales are 25% or more of total sales. This ratio is high
for small countries, but low for large countries, e.g. Nestle (98%: Dutch), Phillips
(94%: Swiss).
Examples: Manufacturing MNCs
24 of top fifty firms are located in the U.S.
9 in Japan
6 in Germany.
Petroleum companies: 6/10 located in the U.S.
Food/Restaurant Chains. 10/10 in the U.S.
US Multinational Corporations Exxon, GM, Ford, etc.
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Three Types of Headquarters Orientation Toward Subsidiaries in an

International Enterprise
Organization Design
Ethnocentric
Polycentric
Geocentric
Complexity of
organization
Complex in home country,

simple in subsidiaries
Varied and independent
Increasingly complex and

interdependent
Authority; decision
making
High in headquarters
Relatively low in
headquarters
Aim for a collaborative approach

between headquarters and
subsidiaries
Evaluation and
control
Home standards applied for

persons and performance
Determined locally
Find standards which are

universal and local
Reward and
punishments;
incentives
High in headquarters, low in

subsidiaries
Wide variation; can be high or

low reward for subsidiaries
performance
International and local executives

rewarded for reaching local and
worldwide objectives
Communication;
Information flow
High volume to subsidiaries

orders, commands, advice
Little to and from

headquarters, little between
subsidiaries
Both ways and between

subsidiaries. Heads of subsidiaries
part of management team
Identification
Nationality of owner
Nationality of host country
Truly international company but

identifying with national interest
Perpetuation
(recruiting, staffing,
development)
Recruit and develop people of

home country for key positions
everywhere in the world
Develop people of local

nationality for key positions in
their own country
Develop best men everywhere in

the world for key positions
everywhere in the world
Dikutip dari Howard V. Perlmutter (2001)

The Tortuous Evolution of The Multinational Corporation, Columbia Journal of World Business
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International Executives View of Forces and Obstacles Toward Geocentrism

Forces Toward Geocentrism
Obstacles Toward Geocentrism
Environmental
Intra-Organizational
Environmental
1. Technological and managerial

know-how increasing in
availability in different countries
1. Desire to use human vs material

resources optimally
1. Economic nationalism in host

and home countries
1. Management inexperience in
overseas market
2. International customers
2. Observed lowering of morale in

affiliates of etnocentric company
2. Political nationalism in host

and home countries
2. Nation-centered reward and

punishment structure
3. Local customers demand for

best product at fair price
3. Evidence of waste and

duplication in polycentrism
3. Military secrecy associated

with research in home
country
3. Mutual distrust between home

country people and foreign
executives
4. Host country desire to increase

balance of payment
4. Increasing awareness and

respect for good men of other
than home nationality
4. Distrust of big international

firms by host country political
leaders
4. Resistance to letting foreigners into

the power structure
5. Growing world markets
5. Risk diversification in having a

worldwide production &
distribution system
5. Lack of international
monetary system
5. Anticipated costs and risks of

geocentrism
6. Global competition among

international firms for scarce
human and material resources
6. Need for recruitment of good

men on a worldwide basis
6. Growing differences between

the rich and poor countries
6. Nationalistic tendencies in staff
7. Major advances in integration of

international transport&
telecommunication
7. Need for a worldwide

information system
7. Host country belief that home

country get disproportionate
benefits of international firms
profits
7. Increasing in mobility of staff
8. Regional supranational
economic & political
communities
8. Worldwide appeal of product
8. Home country political

leaders attempts to control
firms policy
8. Linguistic problems and different

cultural backgrounds
Sumber: Howard V. Perlmutter (2001)
9. Senior managements long term

commitment to geocentrism as
related to survival and growth
Intra-Organizational
9. Centralization tendencies in
headquarters
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Studi Kasus MNC (1)

What reasons lie behind the comparative success of
McDonalds franchise outlets over the companyowned ones?
In the franchise outlets, the franchisee invests more of his or her
own resources and has a more entrepreneurial approach to the
business. Managers of the company-owned outlets, by contrast,
have less sense of ownership and a lower level of
entrepreneurial drive. This question can be broadened into a
discussion of an entrepreneurial approach generally, which can
bring in country differences in entrepreneurial environments.
Sumber: Janet Morrison (2009). International Business: Challenges in a Changing World. Lecturer Manual
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Studi Kasus MNC (2)

What were the causes of the crisis at Ericsson?
Two causes are mentioned in direct connection with the crisis:
Heavy investment in 3G licences left the large telecoms
companies financially weakened, causing them to cut back
in capital investment.
Chinese manufacturers, with their lower costs and ability to
undercut Ericsson on price, gained market share.
Another cause which emerges is Ericssons reliance on
equipment manufacturing for revenues, which left it vulnerable
to Chinese competitors.
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Studi Kasus MNC (3)

How has PepsiCos diversification strategy proved to be
advantageous in comparison to the strategy of CocaCola?
PepsiCo has been able to add new businesses and products by its strategy of
diversification, allowing it to respond to changing consumer needs with a wide
portfolio of products. In particular, it has added bottled water, snack foods
(through the acquisition of Frito-Lay and Quaker Oats), juices (through the
acquisition of Tropicana), and the sports drink Gatorade (as part of the Quaker
Oats portfolio). These products reduce its dependence on traditional
carbonated drinks. They also diversify the range of products for healthconscious consumers.
By comparison, Coke has remained more dependent on its flagship carbonated
drink, Coke. Although it has expanded into more markets internationally than
PepsiCo, it has been slow to diversify into healthier products.
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Studi Kasus MNC (4)

What problems which have beset VW in global car
markets?
VW is a mass-market car producer, and has found its competitiveness
slipping away in key markets, largely because of high costs in
Germany, where it is based. It has traditionally been reluctant to use
low-cost locations for components, unlike rival global carmakers.
High wages and job protection in Germany have been priorities for
the powerful trade union, IG Metall, which is influential on VWs
supervisory board. In the US, VWs sales slumped for several reasons:
the weakness of the US dollar, the lack of appealing new models and
the unwillingness of the company to use local suppliers of
components for its Mexican factory. In China, where VW was a
market leader, competitive pressures have gathered strength, from
both other western entrants and Chinese companies.
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Studi Kasus MNC (5)

What problems have Japanese companies had to overcome in order
to regain competitiveness in global markets?
The jobs-for-life guarantee Japans large companies have prided themselves on their
employment system which guaranteed a job for life to permanent, full-time employees.
This was an important element in Japanese corporate culture, giving employees a strong
sense of identity with the company, along with high levels of loyalty. Following decades of
rapid economic development, Japan went into a period of economic downturn in the
1990s, and in the same decade, Japans companies came under competitive pressures
from other East Asian economies which were catching up in terms of economic
development. Although Japanese companies needed to restructure and abandon the
jobs-for-life policy, they were reluctant to take drastic steps to slim down workforces.
Core technology and innovation capacities Japans large companies were famous for
their innovations, but in embarking on joint ventures with companies in the rising
economies of East Asia, lost control of some of their key innovations. Rethinking their
innovation strategies, involving decisions on what to keep in-house and where to seek
cooperative strategies, was part of the strategy to regain competitiveness.
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Globalization and
Business Network
http://cambridgeforecast.files.wordpress.com/2008/06/globalcorp.gif
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Sumber: Globalization and The Rendezvous Of Civilizations, Cambridge Forecast Group
MNC
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Globalization is the ongoing process that deepens

and broadens the relationships and interdependence
among countries. International Business is a
mechanism to bring about globalization
International business consists of all

commercial transactionsincluding sales,
investments, and transportationthat take place
between two or more countries
International Business Environments and Operations, 13/e,
Copyright 2011 Pearson Education, Inc. publishing as Prentice Hall
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KOF Index of Globalization

World
Indonesia
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KOF Index of Globalization
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2012 KOF Index of Globalization

Indices and Variables Weights
A. Economic Globalization [36%]

i) Actual Flows (50%)
Trade (percent of GDP) (21%)
Foreign Direct Investment, stocks (percent of GDP) (28%)
Portfolio Investment (percent of GDP) (24%)
Income Payments to Foreign Nationals (percent of GDP) (27%)
ii) Restrictions (50%)

Hidden Import Barriers (24%)
Mean Tariff Rate (27%)
Taxes on International Trade (percent of current revenue) (26%)
Capital Account Restrictions (23%)
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B. Social Globalization [37%]

i) Data on Personal Contact (34%)
Telephone Traffic (25%)
Transfers (percent of GDP) (4%)
International Tourism (26%)
Foreign Population (percent of total population) (21%)
International letters (per capita) (25%)
ii) Data on Information Flows (35%)
Internet Users (per 1000 people) (33%)
Television (per 1000 people) (36%)
Trade in Newspapers (percent of GDP) (32%)
iii) Data on Cultural Proximity (31%)
Number of McDonald's Restaurants (per capita) (44%)
Number of Ikea (per capita) (45%)
Trade in books (percent of GDP) (11%)
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C. Political Globalization [26%]

Embassies in Country (25%)
Membership in International Organizations (28%)
Participation in U.N. Security Council Missions (22%)
International Treaties (25%)
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Indonesia
Globalization Index: 87 dari 208
Economic Globalization: 76
Social Globalization:
Political Globalization:
146
39
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Whats Wrong with Globalization
http://www.absolutewealth.com/wp-content/uploads/2012/03/globalization.gif
Threats to national sovereignty

Economic growth and environmental stress
Growing income inequality and personal stress
Offshoring the transferring of production abroad is controversial in
terms of who benefits when costs are reduced and whether the process
exchanges good jobs for bad ones.
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International Business:
Operations and Influences

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Types of International Business

Export-import trade
Foreign direct
investment
Licensing
Franchising
Management contracts
International Business, 7e. Czinkota, Ronkainen, and Moffett
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Global Network Strategy

Professor Daniel F. Spulber
MNC
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Global Network Strategy

Create network of customers, suppliers,
partners
Use network to achieve global size and reach
Use network to provide local customization
Network relationships generate competitive
advantage
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Physical networks:
Communications: Wired and mobile telephone systems

Internet
Transportation: Railroads, Airlines, Shipping, Intermodal
systems
Energy: Oil and natural gas pipelines, Electric power
transmission and distribution
Logistics: Postal systems, Wholesale and retail distribution
Business networks:
Manufacturing, services, distribution, technology,
social networks (trust and information sharing)
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The Global Factory

Hong Kong manufacturers own or
contract with more than 40,000
factories in South China employing
four million workers
To take advantage of specialized
sources in different countries - best
quality
To take advantage of cost variations
across countries - least cost sources
To take advantage of location minimize transport-costs, transaction
costs, and tariffs
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The Global Store

Examples: Dairy Farm, Shell, Zara
Growth: access to additional customers
Develop global brands
Coordination economies from
centralized regional warehouses and
production facilities
Provide access to sourcing network
Enhances value of supplier contacts by
expansion of distribution
Lower transaction costs for suppliers
who deal with fewer distributors
Lower risk from pooling demand
fluctuations
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Partner Networks
Achieve global scale
Members focus on their region
Reduce competition by avoiding duplication of
facilities and operations
Avoid government restrictions on ownership
and market dominance
Technology standard setting
Complements in production
Complements in demand (game players and games)
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Partner Networks
British Airways / American Airlines
Provide 60% of all transatlantic services

"Alliance that Revolves Around You"
ONEWORLD members: Iberia, Cathay Pacific, Quantas, Finnair, Aer
Lingus, Lan Airlines (Chile)
The airlines cooperate on scheduling and ticketing, frequent flyer
programs, airport clubs, baggage handling, customer service
Competitive response to the STAR ALLIANCE from United, Lufthansa,
SAS, Air Canada and Thai Airways (210,000 Employees, flights to 578
cities in 106 countries)
600 destinations in 135 countries around the world, operating over
8000 flights daily, 230 million passengers/year
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Franchise Networks
Advantages
Rapid international growth

Local ownership
Local management
Lower capital outlays
Disadvantages
Search cost of finding franchise
owners overseas
Costs of monitoring performance
across borders
Transaction costs of forming franchise
contracts in other country remains
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Global Intermediary
Strategy
Matchmaker
Brings buyers and sellers together across
international borders
Market maker
Creates and operates markets that cross
international borders
Agent
Provide representation in other countries
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Matchmaker
Bridge international differences in goods and services,

business practices, law and regulations, currencies,
languages, time zones
Provide value-added activities
Representative agents in sales, distribution, purchasing,
financing, contracting, and supply chain managers
Match offers to buyer and seller needs: product features,
location, time.
Avoids costs of search for buyers and sellers
Reduces buyer and seller risks from dealing with few
trading partners,
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Matchmaker
Language: Seller speaks

Chinese, buyer speaks Spanish,
intermediary speaks both
in Mexico, intermediary operates

in both time zones
Currency: Seller wants pesos,
Knowledge: Seller in Germany
buyer has dollars, intermediary

changes dollars to pesos
Distance: Seller is in Thailand,

buyer is in Brazil, intermediary
arranges transportation
Time: Seller is in Japan, buyer is
Trust: Buyer and seller both trust

the intermediary without having
dealt directly with each other
knows production technology,

buyer in US knows preferences of
US customers, intermediary
combines knowledge of supply
and demand across borders
Culture: Seller and buyer are in

different countries, intermediary
adapts products, services,
contract terms and negotiation to
diverse social customs
Teori Network
Doing Business
FDI
Case Study
MNC
Mitsui
Teori Network
Doing Business
FDI
Case Study
MNC
Market Maker
The global market maker aggregates demand
across countries and aggregates supply
across countries
Cemex
Mittal
Cargill
BP Amoco
eBay
Teori Network
Doing Business
FDI
Case Study
MNC
Ingram Micro
The leading international wholesaler of
technology products and services
Wholesales 280,000 computer hardware and software

products think of number of prices!
Sources in US and many other countries from 1,700
manufacturers
Serves 175,000 resellers in more than 100 countries
Serves through operations and affiliates in 35 countries
Establishes prices, coordinates sales and purchases, clears
the market, allocates products
Teori Network
Doing Business
FDI
Case Study
MNC
Market maker
Creates and operates international markets
Chooses prices, conveys information
Adjusts sourcing and serving to clear markets avoids
efficiency losses from market imbalances
Provides immediacy: ready to buy and sell
Allocates goods and services across countries
Gathers and aggregates information about customers and
suppliers on an international level, inventories, orders, and
production
Applies IT to international coordination
Earns returns from international risk pooling
Teori Network
Doing Business
FDI
Case Study
MNC
Agents
Export Marketing Company (EMC) represents sellers,
can be broker or dealer, bears risks, arranges resale,
transportation, credit
Export Trading Company (ETC) represents buyers,
handles imports, usually takes title to goods
Act as international agent: provide expertise in negotiation,
market knowledge
Provide trust to buyers and sellers
Allows principal to delegate authority for distant
transactions
Provides market expertise, often to smaller firms
Teori Network
Doing Business
FDI
Case Study
MNC
Ethics in
International Business
http://forum.belmont.edu/business/category/business-ethics/
Prof. Robert Chapman Wood, San Jose State University,

www.cob.sjsu.edu/wood_r/
Teori Network
Doing Business
FDI
Case Study
MNC
Business ethics are principles of right or

wrong governing the conduct of business
people
The text says, the accepted principles of
right and wrong
But there are many differences of opinion
among highly ethical businesspeople
Teori Network
Doing Business
FDI
Case Study
MNC
The world has many different
ethical systems
mostly derived from different religions
Different systems can lead to different

opinions about what is ethical
Teori Network
Doing Business
FDI
Case Study
MNC

Teori Network
Doing Business
FDI
Case Study
MNC
Ethical Issues in
International Business
Many ethical issues and dilemmas are rooted in
differences in political systems, law, economic
development, and culture
Some key ethical issues in international business
Employment Practices
When work conditions in a host nation are clearly inferior
to those in a multinationals home nation,
what standards should be applied?
How much divergence is acceptable?
Teori Network
Doing Business
FDI
Case Study
MNC
Human Rights
Basic rights are not respected in many nations
- freedom of speech
- freedom of association
- freedom of assembly
- freedom from political repression
What is the responsibility of a foreign firm in a country

where human rights are trampled?
Environmental Pollution
Environmental regulations (or enforcement) in host
nations may be inferior to those at home
Multinationals can produce more pollution than at home
The tragedy of the commons occurs - The water in Mekong River
Teori Network
Doing Business
FDI
Case Study
MNC
Corruption
International businesses can, and have, gained economic advantages by making payments
to government officials
US passed the Foreign Corrupt Practices Act
Organization for Economic Cooperation and Development (OECD) adopted the Convention
on Combating Bribery of Foreign Public Officials in International Business Transactions
Social responsibility
Multinational firms have power, wealth from control over
resources and ability to move production
Moral philosophers argue that with power comes the
responsibility to give something back to the societies that
enable them to prosper
Advocates argue that businesses need to recognize their noblesse oblige
(benevolent behavior that is the responsibility of successful people and
enterprises)
Teori Network
Doing Business
FDI
Case Study
MNC


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The Body of Knowledge on

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of two or more connected exchange

Mitchell (1969) defined networks as a specific type

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Nooteboom (1999) defined a network as a pattern of

Three types of linkages:

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Theories of Network Development Processes

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Main approaches to firm-level internationalisation

Wach, (2012 di dalam Wach dan Wehrmann (2014)

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Zucchella & Sciabini (2007) di dalam Wach & Wehrmann (2014)

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The Network Model of Internationalization

The network model of internationalisation (Johanson and Mattsson, 1988)

The International among Others firm as enjoying a high degree of internationalisation.

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Internationalization of the focal firm by establishing new

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Ease of Doing Business Index

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Time and cost to

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It is easier to start a business now in all 14

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Regionally, big cuts in the time

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Procedures, time and cost to deal with construction permits

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Foreign Direct Investment

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Global FDI inflows

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Global FDI outflows, Top

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Top host economies

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Harrigans Generic Vertical Integration Strategies (1985)

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Sumber: Wirtz (2001) di dalam Fiona Rder (2007)