Search

A.P. Moller‐Maersk Group (A.P. Moller‐Mærsk AS in Danish), commonly known as Maersk, is the world's largest global shipping conglomerate from Denmark and carries a rich history and corporate heritage in the industry. The company operates large container ships which are mostly known as "big box boats" in the industry. By using interdisciplinary literature and the shipping industry's operational routes and corporate developments, this case‐based research analyzes and discusses Maersk's internationalization and its global strategies. Although Maersk aggressively sought internationalization and company‐specific expansion, its global strategy and international expansion areas have encountered problems because of the slowdown of the global economy, de‐globalization, and the U.S.–China trade tussle. The case‐based research analyzes and discusses these issues within the areas of international business and the company's global strategies and industry‐specific competition. Analysts and industry observers believe that Maersk will continue to be a major shipping and logistics firm and will thrive in global markets. At the same time, the company will be impacted by the changing competition, regulatory forces, and new technologies in logistics and global shipping. This case study also provides future developments and growth prospects of Maersk and the shipping industry. [ABSTRACT FROM AUTHOR]

On January 15, 2016, Haier Group, China's leading home appliances maker, announced that it was going to acquire General Electric's Appliances unit for $5.4 billion. The deal was reached shortly after GE withdrew from an earlier agreement with Swedish appliance company Electrolux with a purchase price of $3.3 billion. This case analysis will explore the motives of Haier's acquisition move, benefits the acquisition will likely bring to Haier, as well as potential challenges. It also includes an analysis of the US and global home appliances markets, with in-depth analysis of key competitors in this changing market. [ABSTRACT FROM AUTHOR]

China's auto industry also had a golden decade of explosive growth. In 2009, China's auto market has exceeded the United States, the world's largest car market, and in 2013, China's auto production both breaks through twenty million. However, through the presentation of China's auto market booming, we should be acutely aware that the status of China's automobile industry in the global automotive industry value chain is still very low, this paper did analysis regarding the current situation, and also Japan, Germany, America oversea R&D development experience could also a good knowledge to know, and also the oversea M&A strategy should be considered Meanwhile by analysis Romania experience to learn from each other. [ABSTRACT FROM AUTHOR]

Aims Steady increases in alcohol consumption and related problems are likely to accompany China's rapid epidemiological transition and profit-based marketing activities. We reviewed research on health promotion interventions and policies to address excessive drinking and to guide health-care reform. Methods We searched Chinese- and English-language databases and included 21 studies in China published between 1980 and 2013 that covered each policy area from the World Health Organization ( WHO) Global Strategy to Reduce the Harmful Use of Alcohol. We evaluated and compared preventive interventions to the global alcohol literature for cross-national applicability. Results In contrast with hundreds of studies in the global literature, 11 of 12 studies from mainland China were published in Chinese; six of 10 in English were on taxation from Taiwan or Hong Kong. Most studies demonstrated effectiveness in reducing excessive drinking, and some reported the reduction of health problems. Seven were randomized controlled trials. Studies targeted schools, drink-driving, work-places, the health sector and taxation. Conclusions China is the world's largest alcohol market, yet there has been little growth in alcohol policy research related to health promotion interventions over the past decade. Guided by a public health approach, the WHO Global Strategy and health reform experience in Russia, Australia, Mexico and the United States, China could improve its public health response through better coordination and implementation of surveillance and evidence-based research, and through programmatic and legal responses such as public health law research, screening and early intervention within health systems and the implementation of effective alcohol control strategies. [ABSTRACT FROM AUTHOR]

Despite growing interest in emerging Chinese multinational corporations (MNCs), most previous studies have focused on the strategic content and end results of their internationalization strategies. There has been little or no research on the process by which some Chinese companies are beginning to build integrated global strategies. The purpose of this contribution is to identify issues with regard to the benefits, difficulties, the learning process and the adaptation associated with companies arriving much later than their well-established competitors in the context of the global television manufacturing industry. This research adopts a qualitative approach to examine the way that the Chinese company, TCL, has attempted to build a global strategy behind such rivals as Samsung and Panasonic over a period of 10 years. The findings show that a catch-up company may struggle to obtain the benefits of an integrated global strategy and may face greater difficulties than the existing players, particularly in learning to adjust to the company's new strategic direction. However, latecomers experience shorter learning processes than their well-established rivals, facilitated by advances in technology and by a better understanding of the globalization process. The evidence suggests that the development of existing resources, the learning of new skills and innovation by such companies will be important in the game of catch-up. [ABSTRACT FROM PUBLISHER]

This article argues that starting with substantial divergence, China strategy research and global strategy research are now converging. This scholarly transformation is largely driven by the recent rise of the Chinese economy, which has emerged from being a peripheral member of the global economy to a core contributor. I trace some of the early roots of China research in our field, outline the beginning of my own China research, and discuss my more recent research which has become more global incorporating substantial China and non-China elements. In addition, I use the emergence of the institution-based view of strategy, which has been largely propelled by China research, to shed light on how China research may make more global theoretical contributions beyond the immediate context of this research. Finally, to further push China research to the center stage of global strategy research, I recommend that scholars “act local, think global.” [ABSTRACT FROM AUTHOR]

This study examines environmental and organizational factors that influence a multinational enterprise's (MNE's) capability exploitation and building in a complex foreign market. Analysis of data from 167 MNE subunits in the People's Republic of China suggests that capability exploitation and capability building are inversely associated with environmental complexity and industrial uncertainty. Business cultural specificity impedes capability exploitation but not capability building. While capability exploitation is associated with the use of wholly owned entry mode, capability building is linked to the joint venture mode. MNEs seeking local market expansion also deploy greater capability exploitation and building than those seeking export market growth. Our analysis further suggests that the threats of environmental hazards on capability building are reduced when the joint venture entry mode is used. An appropriate alignment of capability exploitation or building with its identified determinants is found to be associated with high performance. [ABSTRACT FROM AUTHOR]