An Analysis of Chinese acquisitions of Made in Italy firms in the luxury sector

Outward Foreign Direct Investment (OFDI) from emerging economies has begun to increase significantly and has been growing at a faster pace than Foreign Direct Investment (FDI) from the developed world. This research seeks to assess the impact of Chinese acquisitions and their implications for the “Made in Italy” luxury sector and its firms. This paper presents a cross-case analysis of two Chinese acquisitions in order to provide some in-depth insights into the influences and the motives driving Chinese firms to invest in the luxury Made in Italy sector, the patterns and modes of the Chinese acquisitions as well as the competitive strategies and the distinctive challenges that both investors and acquired firms have to face. From the findings, it emerges that both the investor and the acquired firm need to overcome several key challenges to be mutual benefits from the acquisition

Quality practices, priorities and performance: an international study

This paper presents the results of a survey administered across seventeen countries that seeks to examine quality practices, priorities and performance. The participating countries were Argentina, Australia, Belgium, Brazil, China, Croatia, Denmark, Germany, Hungary, Ireland, Italy, Netherlands, Norway, Spain,Sweden, UK and USA. The methodology involved the use of a self-administered questionnaire to director/head of operations/manufacturing in best practice firms within the sector of firms classified by ISIC(rev.2) Division 38. There is evidence of both similarities and differences across the countries studied. Further analysis is required to explore the convergence versus “culture specific” argument.International, Practices, Priorities, Performance

Outward FDI in Ireland and its policy context

Although starting from a very low base and initially insignificant when compared to the growth of Ireland’s inward foreign direct investment (FDI), Ireland’s outward FDI flows have steadily increased over time. In particular, the decade following 2000 saw a rapid rise in outward FDI flows from Ireland, with its stock growing from US$28 billion in 2000 to US$ 324 billion in 2011. This reflects the remarkable growth of annual FDI outflows, from US$5 billion in 2000 to US$ 27 billion in 2009, the latter representing the highest recorded value. The year 2004 marked Ireland’s emergence as a net direct investor for the first time in its history. With the global financial and economic crisis, Ireland’s outward FDI flows recorded declines in 2010 and 2011 from the record value attained in 2009

Inward FDI in Ireland and its policy context, 2012

Despite the global financial and economic crises and a sharp downturn in the domestic economy between 2008 and 2009, Ireland managed to attract large inflows of foreign direct investment (FDI) in 2010. Inward FDI (IFDI) flows in 2010 were at a similar level to those in 2009, the second highest in Ireland’s FDI history. However in 2011, there was a decline in such flows. While Ireland’s economy has been greatly affected by the global crisis, Irish government initiatives have further fostered the country’s attractiveness as an investment location for the world’s firms. All indications are that Ireland’s IFDI performance will continue to surpass that of most countries into the near future

Facilitating collaboration in e-supply chain systems: an action learning-based approach

Increasingly, organisations are emphasizing more cooperative trading relationships with the view to constructing long-term collaborative partnerships. Often firms introduce Internet-based systems to integrate strategic suppliers into collaborative networks. In reality, many of these collaborative supply chain systems have underperformed or been terminated. Frequently these inter-organisational systems achieve gains in operational performance but fall short of relationship change. However to maximise the potential of an integrated system, participants need to learn ‘the art of collaboration’ with supply chain partners and manage a difficult change process. Achieving a successful implementation requires a formal intervention programme that facilitates behavioural change to improve integration within the network. One practical intervention technique is “action learning”. This approach focuses on learning from experience in an applied organisational context to cultivate behavioural change and collaborative practice. In this paper, the authors identify the key elements of an action learning programme created to promote behavioural change in the implementation of an Internet-based collaborative supply chain system. Based upon empirical data from an EC-Funded Fifth Framework Project, the impact of this formal integration programme is assessed

Rose of No Man\u27s Land, The

[Verse 1, English] I’ve seen some beautiful flowers, Grow in life’s garden fair, I’ve spent some wonderful hours, Lost in their fragrance rare; But I have found another, Wondrous beyond compare. [Refrain, English] There’s a rose that grows on “No Man’s Land” And its wonderful to see, Though it’s sprayed with tears, it will live for years, In my garden of memory. It’s the one red rose the soldier knows, It’s the work of the Master’s hand; ‘Mid the war’s great curse stands the Red Cross Nurse, She’s the rose of “No Man’s Land.” [Verse 2] Out of the heavenly splendor, Down to the trail of woe, God in his mercy has sent her, Cheering the world below; We call her “Rose of Heaven,” We’ve learned to love her so. [Refrain] [Verse, French] J’ai vu bien des fleurs s’empourprer, Au jardin de la vie, Et souvent j’aime à m’enivrer, De leur senteur be’nie, J’en sais une au pur eclat, Sans rival ici bas. [Refrain, French] La rose fleurit sous le Boulets, En avant du front elle est, De pleurs arrosée, Pour bien des années, Dans nos coeurs elle restera. Le rose rouge amour de soldat, Dans cette enceinte où rienne bouge, L’ombre qui parâit, Portant la Crois Rouge, C’est la Rose de Boulets

中国对欧投资的挑战

This Perspective addresses Chinese foreign direct investment in Europe. It focuses on the major challenges that Chinese investors have faced in that host environment. These relate to the host region’s divergent characteristics, home country liability of origin, China’s OFDI regulation and the capabilities of the investing enterprises

Action research in collaborative improvement

There is an increasing need to apply and transfer continuous improvement (CI) to inter-organisational processes. As such collaborative improvement (CoI) is emerging as a new concept within managerial literature and practice. This paper begins with a discussion on the logic and value of applying action research (AR) in empirical research in the field of CI and CoI to contribute to both theory and practice. It introduces the theory and characteristics of AR and describes the implementation of an AR process in an inter-organisational setting through the adoption of an AR model. Finally, it discusses the generation of theory through AR and concludes that AR is relevant and valid in research on CI and CoI as it contributes both to concerns of practitioners and the body of knowledge