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International Business Management UNIT4DB - Essay Example

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The question under analysis is one of the most important but controversial one in business today. The main problem is that the process of globalization involves all areas of public life, including economy, politics, social sphere, culture, and business. The basic sphere of globalization is the international economic system, i.e…
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International Business Management UNIT4DB
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International Business Management UNIT4DB The question under analysis is one of the most important but controversial one in business today. The main problem is that the process of globalization involves all areas of public life, including economy, politics, social sphere, culture, and business. The basic sphere of globalization is the international economic system, i.e. global manufacture, national economies and the world market. Today, China is one of the biggest markets in the world which contains the first place in FDI. Low level of management and lack of researches in this field create a great problem for both Chinese and non-Chinese companies operating worldwide. If companies like Boeing and Volkswagen would go along with China's terms it brings benefits for both China and international companies.
Globalization of trade opens new opportunities for MNEs to compete on the global market. In this case, the international organization must be responsive to change through people employed by it and new environment it operates. Without cooperation and information interchange, many foreign companies will fail to perform successfully in China. On the other hand, International Business Studies and International Human Resource Management are the main fields of research which make information available for a wide target audience. Contemporary developments in the field of IHRM suggest that if Chinese companies learn modern management skills from non-Chinese companies and acquire technology it create great opportunities for both parties and help them to overcome national differences and cultural diversity. The main problem is that modern management skills is truly international and used by many companies around the world. On the one hand, contemporary developments in the field of IHRM "incorporate the broader contextual reality" (Schuler et al 2002:.43). Contemporary developments show that IHRM is that part of the process of management that is concerned with the maintenance of human relationships and ensuring the physical well being of employees so that they give the maximum contribution to efficient working (Busser, Sadoi, (2003).
On the other hand, non-Chinese companies can stipulate certain norms and procedures of technology transfer in order to protect their privacy rights and industrial secrets. In this case, they can lose their market share but will be able to protect their privacy rights. Technology transfer should be based on strict rules and regulations (Ho, 1997). If Chinese government refuses to accept such terms, the companies should preserve their interests and limit their sales in China. Included among those factors affecting the company itself are its existing stake and status in foreign markets, its objectives and future plans for foreign markets, alternatives for achieving the objectives, suitability of products for licensing, adequacy of existing organization and personnel to handle a licensing program, possible repercussions on the international and domestic operations, and the expected return in relation to effort, resources, and risks involved. All of these factors must be weighed in determining the feasibility of technology transfer. Moreover, a systematic and thorough evaluative technique should be used on prospective foreign licensees. The best way for non-Chinese companies is to follow technology transfer legislation in order to avoid violation of industry rules knowledge and secrets (Adamson et al 2003).
In sum, Non-Chinese companies can transfer technology and management skills if it does not threaten their existence and market position. For many non-Chinese companies cultural differences and diversity create great problems and obstacles in China. This becomes of even greater importance when entering into strategic alliances with organizations in other countries; in acquisition situations; when departments in different countries (such as research and development) have to work closely together; when individuals of one country are sent to work in another; and when there is a need to have subsidiaries of various countries commit to a common vision, and common methods and processes.
1. Adamson, D. M., Bloom, G. Butz, W. (2003) Technology Transfer of Federally Funded R & D: Perspectives from a Forum. Mark Wang; Rand.
2. Busser, R. Sadoi, Y. (2003). Production Networks in Asia and Europe: Skill Formation and Technology Transfer in the Automobile Industry. Routledge Curzon.
3. Ho, S.P.S. (1997). Technology Transfer to China during the 1980s - How Effective Some Evidence from Jiangsu. Pacific Affairs, 70 (1), 85.
4. Schuler, R.S., Budhwar, S.P., Florkowski, G.W. (March 2002) International Human Resource management: Review and Critique. IJMR, 4 (1), 41-70. Read More
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