International strategy : is it meeting the challenge? Orr, Stuart 2005, International strategy : is it meeting the challenge?, in Proceedings of the Second International Business Research Conference, World Business Institute, Melbourne, Vic., pp. 1-15. Attached Files Name Description MIMEType Size Downloads orr-internationalstrategyisit-2005.pdf Published version application/pdf 1.06MB 37 Title International strategy : is it meeting the challenge? Author(s) Orr, Stuart orcid.org/0000-0002-4675-046X Conference name International Business Research. Conference (2nd : 2005 : Sydney, N.S.W.) Conference location Sydney, N.S.W. Conference dates 5-8 Dec. 2005 Title of proceedings Proceedings of the Second International Business Research Conference Editor(s) Hoque, Mohammad Publication date 2005 Conference series International Business Research Conference Start page 1 End page 15 Total pages 15 p. Publisher World Business Institute Place of publication Melbourne, Vic. Summary International strategy (IS) is the approach by which an organisation's capabilities and resources are directed to generate value utilising the global market's opportunities (and risks). Many of the largest multinationals invest significant resources in their IS, however, the literature does not offer any substantive model for the process. This paper presents a model of the IS process which comprises two parts, the first part is made up of inputs, development and outputs and the second comprises a feedback loop based on organisational performance measurement and its interpretation which impacts on the first part stages of inputs and development. The content of the model is explained and justified using examples of practice. Inputs are comprised of market information, human resources, diversity and value creation and host country environmental factors. Development is comprised of preparation and learning, planning and scrutinising partnerships, anticipating impacts of globalisation, anticipating impacts of technology, location, experience effects, planning competencies, planning for cost effectiveness, scenario planning, planning structures and operations, leadership and ethics. Outputs are comprised of structure, scope of operations, target countries, facility location and positioning. Performance interpretation explains rapid and major changes in IS outputs, such as structure and business unit portfolios, whilst process complexity explains observed output similarities for organisations reacting to similar inputs and suggests an evolutionary approach in their determination. ISBN 9780646455341 0646455346 Language eng Field of Research 150308 International Business Socio Economic Objective 970115 Expanding Knowledge in Commerce, Management, Tourism and Services HERDC Research category E1 Full written paper - refereed Copyright notice ©2005, World Business Institute Persistent URL http://hdl.handle.net/10536/DRO/DU:30005781 Document type: Conference Paper Collections: Deakin Graduate School of Business Open Access Collection   Unless expressly stated otherwise, the copyright for items in DRO is owned by the author, with all rights reserved. Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au. Versions Version Filter Type Wed, 28 Jan 2009, 08:40:55 EST Fri, 07 May 2010, 10:10:57 EST Fri, 07 May 2010, 10:12:54 EST Tue, 28 Feb 2012, 08:58:41 EST Wed, 01 May 2013, 16:07:52 EST Wed, 17 Sep 2014, 18:43:33 EST Fri, 19 Sep 2014, 10:42:12 EST Filtered Full Citation counts:   Cited 0 times in TR Web of Science Cited 0 times in Scopus Search Google Scholar Access Statistics: 561 Abstract Views, 37 File Downloads  -  Detailed Statistics Created: Mon, 07 Jul 2008, 09:54:10 EST

Every reasonable effort has been made to ensure that permission has been obtained for items included in DRO. If you believe that your rights have been infringed by this repository, please contact drosupport@deakin.edu.au.