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Year 2016, Volume 2, Issue 5, 603 - 611, 26.08.2016

Abstract

References

  • Burdon S., Chelliah J., Bhalla A. (2009). Structuring enduring strategic alliances: the case of Shell Australia and Transfield Services, Journal of Business Strategy, 30(4), 42-51.
  • Byrne S., Popoff L. (2008). International Joint Ventures Handbook, Baker & McKenzie.
  • Campbell E., Reuer J.J. (2001), International Alliance Negotiations: Legal Issues for General Managers, Indiana University Kelley School of Business, Business Horizons Copyright.
  • Carnegy H. 1995. Struggle to save the soul of IKEA, Financial Times (27 March 1995).
  • Elmuti D., Kathawala Y. (2001). An overview of strategic alliances, Management Decision 39/3 205-217, MCB University Press.
  • Geringer J.M., Hebert L. (1989). Control and Performance of International Joint Ventures, Journal of International Business Studies, 20(2), 235-254.
  • Grant R.M., Baden – Fuller Ch. (2004,1 January), A Knowledge Accessing Theory of Strategic Alliances, Journal of Management Studies 41: 0022-2380.
  • Jagersma P.K. (2005), Cross – border alliances: advice from the executive suite, Journal of Business Strategy,2(1), 41-50.
  • Janoff, B. (1991) ‘Surviving recession’, Progressive Grocer, 80, 5, 16‐24.
  • Kale P, Singh H. (2009), Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here? Perspectives, Academy of Management.
  • Killing J.P. (1982, May – June). How to Make a Global Joint Venture Work, Harvard Business Review, No. 82310.
  • Kling K., Gofeman I. (2003). Ikea CEO Anders Dahlving on international growth and Ikea's unique corporate culture and brand identity, Academy of Management Executive.
  • Meyer, A. D. (1982) 'Adapting to Environmental Jolts', Administrative Science Quarterly, 27, 4, 515‐37.
  • Slatter, S. (1984) Corporate Recovery, Penguin, Harmondsworth
  • Slywotzky A., Hoban Ch. (2007), Stop competing yourself to death: strategic collaboration among rivals, Journal of Business Strategy, 28(3), 45-55.
  • Retrieved from http://www.emeraldinsight.com/journals.htm?articleid=1603609&show=html
  • Terpstra V., Sarathy R. (2001). International Marketing, 8th edn., Chicago Il, Dryden Press.
  • Whittington, R. (1989) Corporate Strategies in Recession and Recovery: Social Structure and Strategic Choice, Unwin Hyman, London.
  • Yip G. (2002). Total Global Strategy, London Prentice-Hall.
  • Zou G., Cavusgil S.T. (2002). The GMS: a broad conceptualization of global marketing strategy and its effect on firm performance, Journal of Marketing, 66, pp. 40-57.

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Year 2016, Volume 2, Issue 5, 603 - 611, 26.08.2016

Abstract

-

References

  • Burdon S., Chelliah J., Bhalla A. (2009). Structuring enduring strategic alliances: the case of Shell Australia and Transfield Services, Journal of Business Strategy, 30(4), 42-51.
  • Byrne S., Popoff L. (2008). International Joint Ventures Handbook, Baker & McKenzie.
  • Campbell E., Reuer J.J. (2001), International Alliance Negotiations: Legal Issues for General Managers, Indiana University Kelley School of Business, Business Horizons Copyright.
  • Carnegy H. 1995. Struggle to save the soul of IKEA, Financial Times (27 March 1995).
  • Elmuti D., Kathawala Y. (2001). An overview of strategic alliances, Management Decision 39/3 205-217, MCB University Press.
  • Geringer J.M., Hebert L. (1989). Control and Performance of International Joint Ventures, Journal of International Business Studies, 20(2), 235-254.
  • Grant R.M., Baden – Fuller Ch. (2004,1 January), A Knowledge Accessing Theory of Strategic Alliances, Journal of Management Studies 41: 0022-2380.
  • Jagersma P.K. (2005), Cross – border alliances: advice from the executive suite, Journal of Business Strategy,2(1), 41-50.
  • Janoff, B. (1991) ‘Surviving recession’, Progressive Grocer, 80, 5, 16‐24.
  • Kale P, Singh H. (2009), Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here? Perspectives, Academy of Management.
  • Killing J.P. (1982, May – June). How to Make a Global Joint Venture Work, Harvard Business Review, No. 82310.
  • Kling K., Gofeman I. (2003). Ikea CEO Anders Dahlving on international growth and Ikea's unique corporate culture and brand identity, Academy of Management Executive.
  • Meyer, A. D. (1982) 'Adapting to Environmental Jolts', Administrative Science Quarterly, 27, 4, 515‐37.
  • Slatter, S. (1984) Corporate Recovery, Penguin, Harmondsworth
  • Slywotzky A., Hoban Ch. (2007), Stop competing yourself to death: strategic collaboration among rivals, Journal of Business Strategy, 28(3), 45-55.
  • Retrieved from http://www.emeraldinsight.com/journals.htm?articleid=1603609&show=html
  • Terpstra V., Sarathy R. (2001). International Marketing, 8th edn., Chicago Il, Dryden Press.
  • Whittington, R. (1989) Corporate Strategies in Recession and Recovery: Social Structure and Strategic Choice, Unwin Hyman, London.
  • Yip G. (2002). Total Global Strategy, London Prentice-Hall.
  • Zou G., Cavusgil S.T. (2002). The GMS: a broad conceptualization of global marketing strategy and its effect on firm performance, Journal of Marketing, 66, pp. 40-57.

FORMULATING AND CONDUCTING INTERNATIONAL STRATEGIES IN EGYPTIAN SMES IN AN UNSTABLE ECONOMIC AND POLITICAL SITUATION

Year 2016, Volume 2, Issue 5, 603 - 611, 26.08.2016

Abstract

International joint venture (IJV) longevity and stability are frequently used as indicators of collaborative success. The SMEs with wide target to the global market can pursue different international strategic approaches to the targeted markets. The international strategies distinguish three types of globally oriented strategies: the global, the multinational and the multifocal strategies while instability factors influence the organizational behaviours and could have a negative impact on the conducting of the international strategy and the achievement of its goals.

Based on this fact, formulating and conducting an international strategy in an unstable economic and political situation requires either the good knowledge of international competitive rules in an industry and its segments with a high consideration and comprehension of the economic and political situation, or an adapted globalization model capable to face the common challenges of instability.

This paper synthesizes the theoretical and methodological rationales for this approach, taking example of some of the Egyptian SMEs with implications for theory development. A corporate strategy perspective on IJVs is provided, which proposes that the effects of IJV dynamics are meaningfully considered at the parent firm level, and the impact of IJV longevity versus instability depends upon factors such as: the firm’s collaborative objectives, post exchange conditions, identification of the strategic issues in different categories of countries, the type of actions to take and the integration and coordination of activities and the IJV's specific governance trajectory. The analysis aids in interpreting prior research and points to the value of more integrative, contingency perspectives on the strategy of globalization and their evolution.

Keywords: International strategy, SMEs, joint venture, instability, organizational behavior, globalization models, success.

References

  • Burdon S., Chelliah J., Bhalla A. (2009). Structuring enduring strategic alliances: the case of Shell Australia and Transfield Services, Journal of Business Strategy, 30(4), 42-51.
  • Byrne S., Popoff L. (2008). International Joint Ventures Handbook, Baker & McKenzie.
  • Campbell E., Reuer J.J. (2001), International Alliance Negotiations: Legal Issues for General Managers, Indiana University Kelley School of Business, Business Horizons Copyright.
  • Carnegy H. 1995. Struggle to save the soul of IKEA, Financial Times (27 March 1995).
  • Elmuti D., Kathawala Y. (2001). An overview of strategic alliances, Management Decision 39/3 205-217, MCB University Press.
  • Geringer J.M., Hebert L. (1989). Control and Performance of International Joint Ventures, Journal of International Business Studies, 20(2), 235-254.
  • Grant R.M., Baden – Fuller Ch. (2004,1 January), A Knowledge Accessing Theory of Strategic Alliances, Journal of Management Studies 41: 0022-2380.
  • Jagersma P.K. (2005), Cross – border alliances: advice from the executive suite, Journal of Business Strategy,2(1), 41-50.
  • Janoff, B. (1991) ‘Surviving recession’, Progressive Grocer, 80, 5, 16‐24.
  • Kale P, Singh H. (2009), Managing Strategic Alliances: What Do We Know Now, and Where Do We Go From Here? Perspectives, Academy of Management.
  • Killing J.P. (1982, May – June). How to Make a Global Joint Venture Work, Harvard Business Review, No. 82310.
  • Kling K., Gofeman I. (2003). Ikea CEO Anders Dahlving on international growth and Ikea's unique corporate culture and brand identity, Academy of Management Executive.
  • Meyer, A. D. (1982) 'Adapting to Environmental Jolts', Administrative Science Quarterly, 27, 4, 515‐37.
  • Slatter, S. (1984) Corporate Recovery, Penguin, Harmondsworth
  • Slywotzky A., Hoban Ch. (2007), Stop competing yourself to death: strategic collaboration among rivals, Journal of Business Strategy, 28(3), 45-55.
  • Retrieved from http://www.emeraldinsight.com/journals.htm?articleid=1603609&show=html
  • Terpstra V., Sarathy R. (2001). International Marketing, 8th edn., Chicago Il, Dryden Press.
  • Whittington, R. (1989) Corporate Strategies in Recession and Recovery: Social Structure and Strategic Choice, Unwin Hyman, London.
  • Yip G. (2002). Total Global Strategy, London Prentice-Hall.
  • Zou G., Cavusgil S.T. (2002). The GMS: a broad conceptualization of global marketing strategy and its effect on firm performance, Journal of Marketing, 66, pp. 40-57.

Details

Primary Language English
Subjects Social
Journal Section Articles
Authors

Hanan GOUDA This is me

Publication Date August 26, 2016
Application Date September 30, 2016
Acceptance Date September 15, 2021
Published in Issue Year 2016, Volume 2, Issue 5

Cite

EndNote %0 IJASOS- International E-journal of Advances in Social Sciences FORMULATING AND CONDUCTING INTERNATIONAL STRATEGIES IN EGYPTIAN SMES IN AN UNSTABLE ECONOMIC AND POLITICAL SITUATION %A Hanan Gouda %T FORMULATING AND CONDUCTING INTERNATIONAL STRATEGIES IN EGYPTIAN SMES IN AN UNSTABLE ECONOMIC AND POLITICAL SITUATION %D 2016 %J IJASOS- International E-journal of Advances in Social Sciences %P 2411-183X-2411-183X %V 2 %N 5 %R %U

Contact: ijasosjournal@hotmail.com

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