International Field Studies: Tools For Enhancing Cultural Literacy

As part of Loyola College’s Executive MBA Program, students participate in an international field study (IFS).  This IFS provides participants with an experientially based learning opportunity to understand that there are leadership universals that every executive and manager needs to practice in order to be world-class at home and abroad; and to appreciate that valuing and leveraging cultural differences is key to success  in a global environment. This paper presents our approach to enhancing the cultural competency and literacy of students enrolled in the program

Knowledge Flows and Economic Development Through Microenterprise Collaboration in Third-Sector Communities

The U.N. once dealt only with governments. By now we know that peace and prosperity cannot be achieved without partnership involving governments, international organizations, the business community and civil society. In today’s world we depend on each other.” Kofi Annan, UN Secretary (1999). As emphasized by Secretary Annan’s quote, the global community is increasingly concerned with economic development and promotion of democracies is focusing on developing programs to stimulate partnerships among three distinct sectors: government sector, civil society and private sector, including locally based and international entrepreneurs. The modern organization is becoming increasingly informed in its strategies and practices by the concepts of learning and knowledge

Establishing financial targets for joint ventures in emerging countries: A conceptual model

A conceptual framework is proposed regarding front-end financial targets for multinational entities (MNEs) regarding their international joint ventures with government-owned or government-influenced entities of economically emerging nations. The model theoretically integrates and advances two distinct levels of propositions. The first level suggests that prior to its establishment, a negotiating range will be influenced by an intersection of the MNE's strategic objectives and the host government's expectations of the cooperative effort. Subsequently, the MNE will adjust its expected compensation target within the established range due to the risk arising from various host country environmental factors. The proposed external environmental factors include cultural distance, political risk, economic instability, and host country operating level restrictions.International joint ventures Cooperation Emerging countries

International Management Managing in a Diverse and Dynamic Global Environment

xxi. 579 hal.; 26 c

Reciprocity in International Business: A Study of Telecommunications Alliances and Contracts

Reciprocity has been identified as a “messy” concept to study within international cooperative ventures. Theoretically grounded in international cooperation, transaction cost theory and economic anthropology, reciprocity is operationalized and explored in this study. Specifically, the effects of cultural distance, economic nearness, country-level risk and governance mechanisms are analyzed in relationship to three distinct measures of reciprocity. The international long distance industry provides the research setting. During the 1980s and 1990s, as this industry has become more competitive within the United States, foreign partners have been slow to reciprocate regarding the sharing of revenues derived from increased overseas calling. To study reciprocity between U.S. international long distance carriers and their partnering foreign entities, a pooled time-series/cross-sectional technique is used. 11 years of contractual arrangements between the U.S. firms and the telecom administrations of 109 countries are analyzed. Governance mechanisms test as highly significant with all measures of reciprocity, while the other independent variables exhibit varying degrees of significance with the respective dependent measures.© 1998 JIBS. Journal of International Business Studies (1998) 29, 281–304

The effect of the board and executive committee characteristics on the degree of internationalization

Many corporate governance observers agree that when firms encounter dramatically changed competitive environments, the board of directors may become involved in the strategy formation process. Based on Finkelstein and Hambrick's (Finkelstein, S., Hambrick, D., 1996. Strategic leadership: top executives and their effects on organizations. West, Minneapolis, MN.) conceptual model, we examine the effects of the board of directors and executive committee characteristics on the degree of internationalization of the U.S. telecommunications industry during the 12 years after AT&T's 1984 divestiture. We also examine the effects of the regulatory environment and core business growth on the degree on internationalization during this time. We find support linking executive committee characteristics and regulatory environment to the degree of internationalization. Characteristics of the entire board are consistently found to be insignificant.Executive committe Corporate governance Internationalization Telecom industry