Journal articles: 'Strategies of Internationalization'

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Prange, Christiane. "Ambidextrous internationalization strategies." Organizational Dynamics 41, no. 3 (July 2012): 245–53. http://dx.doi.org/10.1016/j.orgdyn.2012.03.009.

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Freitas, Denise de. "STRATEGIES IN SEARCH FOR INTERNATIONAL PARTNERSHIPS." Revista do Colégio Brasileiro de Cirurgiões 42, suppl 1 (2015): 81–82. http://dx.doi.org/10.1590/0100-69912015s01008.

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Introduction: Internationalization is the process which integrates universal, intercultural or global dimension in a program, in this case, postgraduate. It can be understood as the process of increasing participation in international operations. Method: To offer design and motivational logistics on how to run a process of international scientific relationship. Results: It is necessary to develop several different aspects to be reached internationalization: to know the fundamentals of internationalization; to have international vision; to promote strategy for internationalization; to know the characteristics of an institutional center of internationalization; and to understand the institutional advantages of internationalization. Conclusion: Internationalization is essential to aerate the Brazilian postgraduate and not mischaracterize or weakens the process. On the contrary, it contributes to increase its vitality and capacity for innovation. Today is not possible to imagine science without internationalization.

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Grönroos, Christian. "Internationalization strategies for services." Journal of Services Marketing 13, no. 4/5 (August 1999): 290–97. http://dx.doi.org/10.1108/08876049910282547.

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Lessassy, Léopold, and Alain Jolibert. "Internationalization of Retail Strategies." Journal of Euromarketing 16, no. 3 (June 19, 2007): 27–36. http://dx.doi.org/10.1300/j037v16n03_03.

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Tsuneyoshi, Ryoko. "Internationalization strategies in Japan." Journal of Research in International Education 4, no. 1 (April 2005): 65–86. http://dx.doi.org/10.1177/1475240905050291.

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Rementsova, Nadezhda A. "INTERNATIONALIZATION OF EDUCATIONAL SERVICES: TENDENCIES AND STRATEGIES." RSUH/RGGU Bulletin. Series Economics. Management. Law, no. 4 (2020): 47–58. http://dx.doi.org/10.28995/2073-6304-2020-4-47-58.

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With ongoing globalizasication in the world economy, the internationalization of higher education is becoming increasingly important. The article considers several main definitions of “internationalization”, makes an overview of the basic national strategies and approaches which defines country’s policies regarding internationalization of higher education. It also identifies the mainstream world tendencies of higher education internationalization and advantages of internationalization in terms of government and higher education institution perspectives. For the state, internationalization is an important element of the country’s development, as it offers government to use additional opportunities of: developing the economy and making profit by exporting educational services; supporting the labour market; getting political benefits; developing the national higher education systems in accordance with global trends; the society cultural and social life developing. From the position of universities internationalization allows to improve the quality of educational programs in accordance with international standards, to strengthen reputation at the international level and, thus, to become more competitive. In this regard, many countries use internationalization of higher education in different ways and forms. As an example, the article examines contemporary institutional practices for the development of internationalization in the United Arab Emirates, China, South Korea and Russian Federation.

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Rexhepi, Gadaf, Veland Ramadani, Amir Rahdari, and Grisna Anggadwita. "Models and strategies of family businesses internationalization." Review of International Business and Strategy 27, no. 2 (June 5, 2017): 248–60. http://dx.doi.org/10.1108/ribs-12-2016-0081.

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Purpose This paper aims to emphasize the importance of crafting and selecting business models and strategies of family business in the process of internationalization. Design/methodology/approach Based on literature review about international entrepreneurship, strategic management, models and strategies of internationalization, a new conceptual framework on family businesses internationalization is provided. Findings Family businesses, depending on their size, use different models and strategies to internationalize their activities. Originality/value This paper provides a new conceptual framework about internationalization of family businesses, which is based in three main phases: operating in a domestic market and get prepared for a foreign market, selecting the right model of internationalization and selecting the right strategy of internationalization. Beside the new conceptual model, the authors provide the implications of this model toward internationalization of family businesses, and the authors propose some useful recommendation for further research in this field.

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Brandão, Amélia Maria Pinto da Cunha, and Rodrigo Ferreira de Oliveira. "INTERNATIONALIZATION STRATEGIES IN MUSIC FESTIVALS." Scientific Annals of Economics and Business, Special Issue (2019): 91–112. http://dx.doi.org/10.47743/saeb-2019-0018.

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The internationalization of music festivals is a very recent and very complex process – due to the subjectivity of the theme – that encompasses the areas of management, internationalization, and culture, and has intensified in recent years. This paper investigates the ways in which music festivals are currently internationalized and the internal processes prior to this decision. Its primary objective is to identify the main strategies of internationalization used by companies owning cultural goods, such as music festivals. Another goal is to fill an academic gap between internationalization theories and cultural management, contributing with the compilation and description of the main techniques employed by the market through a qualitative approach to the methodology and content analysis on decision-makers’ interviews. The results can confirm the internationalization model mostly used by the sector, which prefers a phased method. Main entry strategies, territory-choosing process, and motivations and reasons behind this process are also investigated.

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SPIVAKOVSKYY, Sergiy, Tetiana SPIVAKOVSKA, Olena KANISHCHENKO, and Shahira ELALFY. "Marketing Strategies of Companies in Internationalization Process." Journal of Advanced Research in Law and Economics 9, no. 6 (November 2, 2019): 2155. http://dx.doi.org/10.14505//jarle.v9.6(36).30.

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The article concerns the options of company internationalization, depending on the degree of market internationalization. The main indicators for assessing the degree of company internationalization were determined. The specificity of companies’ internationalization in terms of the concept of international product life cycle was analyzed. The features of international marketing strategy in the internationalization process were examined; the determinants of international marketing strategy were described. The relationship between the phases of international marketing and the level of application of international marketing strategy was determined. The level of application of international marketing strategy by Ukrainian enterprises was researched.

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Ratten, Vanessa, Veland Ramadani, Leo-Paul Dana, Frank Hoy, and Joao Ferreira. "Family entrepreneurship and internationalization strategies." Review of International Business and Strategy 27, no. 2 (June 5, 2017): 150–60. http://dx.doi.org/10.1108/ribs-01-2017-0007.

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Purpose The purpose of this paper is to provide an overview of family entrepreneurship and internationalization strategies by discussing the papers in this special journal issue. Design/methodology/approach The main research areas related to family business are discussed in terms of socioemotional wealth and societal trends. A review of the literature is conducted to highlight the emerging themes affecting the decision of family businesses to internationalize. Findings The paper stresses how it is important to have an entrepreneurial approach to internationalization of family businesses. Research limitations/implications As more family businesses are born globals, it is important to focus on the positive aspects of internationalization, including emerging markets and gaining important entrepreneurial knowledge. Practical implications Family businesses need to be more innovative and risk-taking in their approach to internationalization as it helps them build their reputation and increase performance. Originality/value As there are limited studies about family entrepreneurship and internationalization in terms of a broad view of family, this paper takes an inclusive approach to the changing nature of how a family is defined in today’s global society.

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Li, Xin, and Jens Gammelgaard. "An integrative model of internationalization strategies." critical perspectives on international business 10, no. 3 (July 1, 2014): 152–71. http://dx.doi.org/10.1108/cpoib-01-2012-0004.

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Purpose – This paper aims to critically review the ownership, location and internalization (OLI) model and the Uppsala internationalization process (UIP) framework. We suggest that the inclusion of concepts such as corporate entrepreneurship, host country institutions and regulatory focus in an integrated framework helps to explain firm internationalization. Design/methodology/approach – This paper is based on a review of the literature on the OLI and UIP models. In addition, it presents a conceptual model that encompasses corporate entrepreneurship, regulatory focus and institutions. Findings – The OLI and the UIP models fail to include corporate entrepreneurship and managerial psychology in their analyses. We suggest that regulatory focus theory unifies the managerial strategic choice between position logic and opportunity logic. In addition, host country institutions affect this managerial choice with regard to internationalization. Practical implications – Regulatory focus theory originates from managerial psychology. The model is, therefore, relevant for managers, and it shows how the outcomes and processes of corporate entrepreneurial activity should manifest themselves in managerial decision-making related to further internationalization. The strength of host country institutions also affects such decision-making. Originality/value – This paper is the first to present the concept of regulatory focus in relation to firm internationalization. In addition, it shows that most entrepreneurship-related models of internationalization focus on international entrepreneurship and start-up firms. In contrast, this paper focuses on corporate entrepreneurship and the internationalization of established firms.

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Lee, Dong-Hyun. "Internationalization Strategies of Emerging Challengers." Academic Society of Global Business Administration 16, no. 4 (August 30, 2019): 41–67. http://dx.doi.org/10.38115/asgba.2019.16.4.41.

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TAKEMASA, Fumio. "Internationalization Strategies for Design Standards." Journal of the Society of Mechanical Engineers 108, no. 1035 (2005): 96–98. http://dx.doi.org/10.1299/jsmemag.108.1035_96.

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Currie, Geoffrey. "Internationalization Strategies for Higher Education." Journal of Medical Imaging and Radiation Sciences 45, no. 2 (June 2014): 180. http://dx.doi.org/10.1016/j.jmir.2014.03.063.

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Shao, Qiuyue, Shouming Chen, and Peien Chen. "CEO rhetorical strategies and firms' internationalization: A communication perspective." Strategic Management, no. 00 (2022): 6. http://dx.doi.org/10.5937/straman2200006s.

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Based on the upper echelons theory, previous literature has suggested that CEO's personal characteristics influence firms' internationalization. However, most research investigates the static traits such as age, education, overseas background, etc. Since CEO's communication skills exert influence on the firm as well, communication may also be of significance in the process of firm internationalization. We proposed that three CEO rhetoric strategies affect firm internationalization by persuading employees to recognize the international purpose and contribute to it jointly. Using the data of CEO rhetorical strategies and the level of internationalization of 118 Chinese listed firms, we tested the influence of CEO rhetoric strategy on firms' internationalization. The results show that two CEO rhetoric strategies-Ethos and Pathos-affect firm internationalization positively. The findings reveal that proper strategy of CEO communication is important for the execution of firms' internationalization.

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TREVOR, MALCOLM. "The Overseas Strategies of Japanese Corporations." ANNALS of the American Academy of Political and Social Science 513, no. 1 (January 1991): 90–101. http://dx.doi.org/10.1177/0002716291513001008.

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Internationalization, including the internationalization of business, is widely discussed in Japan today. Starting with the trading companies and banks in the 1950s, followed by the manufacturers in the 1970s and increasingly by the financial institutions in the 1980s, the overseas spread of Japanese corporations in developed as well as in developing countries has been conspicuous. Comparisons have been made with American multinational spread in the 1950s, but it is not an exact parallel. Internationalization means more business, but Japanese managers fear the dilution of systems used so effectively at home. The companies therefore face problems, especially in the internationalization of management. Yet a high-level study group and others in Japan have concluded that this is the only viable path adapted to the changed needs of the 1990s and beyond and that taking it is a matter of enlightened self-interest.

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Vasileva, Elena, and Tatiana Zerchaninova. "The strategies for Russian higher education regionalization and internationalization." SHS Web of Conferences 94 (2021): 02013. http://dx.doi.org/10.1051/shsconf/20219402013.

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Today the education internationalization has become one of the economy sectors in the developed countries; the export potential of Russian education is still largely underutilized. Until now, domestic and foreign scientific literature lacks a comprehensive study of state policies pursued by national states to develop the internationalization and/or regionalization. The study of internationalization policies tends to focus on in-depth case studies across two to three countries. However, studies with a narrow geographic scope, although they provide valuable information about this phenomenon, do not allow us to see a holistic picture. The article attempted to overcome the indicated gaps in scientific research by analyzing the strategies of higher education regionalization and internationalization at countries that occupy a large market share and formulate recommendations for Russia. The article argued that in the context of the Covid-19 pandemic, the priority area for the internationalization is the development of virtual mobility and internal internationalization and regionalization.

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Li, Xiaohui, Yunshan Lian, and Jingyuan Zhao. "Internationalization Strategies of Chinese Pharmaceutical Firms." International Journal of Asian Business and Information Management 4, no. 4 (October 2013): 35–47. http://dx.doi.org/10.4018/ijabim.2013100103.

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Chinese pharmaceutical market value is about USD 110 billion in 2009, and it has become the world’s second largest market. Chinese pharmaceutical firms are becoming a growing player in global pharmaceutical chains. In this paper, sample firms are selected and surveyed with a focus on effective internationalization strategies and paths, through an empirical research, this paper summarizes the internationalization of Chinese pharmaceutical firms, and finds the effective strategies of international market entry are product upgrading along the industrial chains, international certification and cooperation, outsourcing and licensing, and other paths of overseas expansion. The implication for pharmaceutical firms in emerging market is to choose the suitable strategies based on own advantages, learn from the experience of other emerging market and domestic leading companies of internationalization, and gradually enter the standard market. This study not only provides international market entry strategies for the latecomers of Chinese pharmaceutical firms, but also enriches the internationalization theory of emerging market.

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Dhandapani, Karthik, Rajesh Srinivas Upadhyayula, and Rakesh Basant. "Post internationalization strategies of born global service firms." Competitiveness Review: An International Business Journal 29, no. 5 (October 21, 2019): 481–96. http://dx.doi.org/10.1108/cr-02-2018-0017.

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Purpose Extant literature suggests that post-entry internationalization strategies and performance implications of born globals are an under-researched area. This paper aims to examine the internationalization strategies of born global service firms (BGSFs) and performance implications thereof through strategic group analysis of hand-collected data from Indian information technology (IT) firms. Design/methodology/approach Strategic group analysis has been used to examine if there are any differences in the strategic decisions across firms and if there are any implications of these strategies on the performance of firms. The strategic group approach helps understand not only the antecedents but also the strategic trade-offs that different groups of BGSFs face after internationalization. The study uses Indian IT industry as the context for analysis of BGSFs, as studies have found that the Indian IT industry to have significant presence of born globals. Findings Four distinct strategic paths were found to be followed by BGSFs. In addition, the nature of services and ways of mobilization or deployment of resources explain the different internationalization paths and consequently performance. The performance differences primarily stem from the choice of degree of commitment and scope of internationalization. Practical implications This study provides distinct insights to practice by charting internationalization paths for an emerging born global. Originality/value This paper contributes to the theory on born globals by using strategic lens to explain the internationalization paths and their performance implications.

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Behnam, Michael, and Dirk Ulrich Gilbert. "Internationalization Strategies of Medium-Sized German Companies: An Empirical Survey." Journal of International Business and Economy 2, no. 1 (December 1, 2001): 95–110. http://dx.doi.org/10.51240/jibe.2001.1.6.

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This empirical survey is based on a questionnaire which was distributed to 6,000 medium-sized German companies with international activities. The analyses included responses from a total of 533 enterprises. The areas examined include the importance of globalization, the motives for and the obstacles to globalization, the strategic planning of internationalization, the forms of internationalization adopted, the internationalization of a range of business functions and, finally, the geographical regions targeted by medium-sized German companies in their drive for internationalization. The study offers an up-to-date view of the current situation of medium-sized German companies operating within an international context, and insight into their attitudes towards internationalization.

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van den Berghe, Douglas, and Rob van Tulder. "The Geography of Foreign Direct Investment: A Tripartite Framework." Journal of International Business and Economy 3, no. 1 (December 1, 2002): 1–24. http://dx.doi.org/10.51240/jibe.2002.1.1.

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Patterns in Foreign Direct Investment (FDI) over the 1990s reveal three internationalization strategies: classic internationalization, emerging internationalization and competitive internationalization. The evolving tripartite framework enables to position internationalization strategies, FDI theories and, a number of emerging issues related to FDI and globalization in their geographical context. The three internationalization strategies simultaneously shape, although not necessarily to the same extent, nor in a similar fashion, current globalization. Driven by ‘regionalism’ among homogeneous blocks (in particular among the European Union member states and between the EU and the United States) ‘competitive internationalization’ is arguably the most salient feature of globalization at the end of the 20th century.

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Beliaeva, Victoria S., and Elena D. Frolova. "From ‘candidates’ to ‘grandmasters’: internationalization strategies of universities." R-Economy 7, no. 4 (2021): 266–75. http://dx.doi.org/10.15826/recon.2021.7.4.023.

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Relevance. Higher education is one of the main areas for the development of national and world economy. To remain competitive on the national and international markets of higher education, universities need to invest considerable financial, human and other resources into internationalization. There is, however, no ‘one-size-fits-all’ solution and universities may choose from an array of strategies to become more visible on the international arena and to move up the global rankings. Research objective. The purpose of this article is to clarify the concept of internationalization in the field of higher education, to identify the key factors that influence universities’ success in internationalization and to explore the strategies and activities used by universities from different countries to internationalize. Materials and Methods. Methodologically, this study relies on the methods of directed content analysis, cluster analysis with SPSS statistics, case studies and interviews. The sample included 32 universities from Western Europe, China and Japan, Russia and the USA – participants of international programs of competitiveness enhancement. Results. 7 key factors that determine the success of a university’s internationalization efforts were identified, the most important of which are financial resources and international interaction. The study also proposes a methodology based on calculation of the internationalization index, which can be applied to determine this or that university’s type and choose the optimal activities to enhance its internationalization. Conclusions. Relocation of the university to a type (cluster) of a higher level through the implementation of the proposed activities can be considered as a modern way of their internationalization.

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Jayashree, Sreenivasan, and Sahal Ali Al-Marwai. "Internationalization Strategies adopted by Malaysian Companies." Journal of Applied Sciences 10, no. 4 (February 1, 2010): 305–11. http://dx.doi.org/10.3923/jas.2010.305.311.

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Kim Sung Ho, 나승화, and 김판진. "The Internationalization Strategies for Venture Business." Journal of Distribution Science 7, no. 3 (September 2009): 101–22. http://dx.doi.org/10.15722/jds.7.3.200909.101.

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Dixit, Amit, and Nithya Jayaraman. "Internationalization Strategies of Private Equity Firms." Journal of Private Equity 5, no. 1 (November 30, 2001): 40–54. http://dx.doi.org/10.3905/jpe.2001.319999.

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Fey, Carl F., Amar K. J. R. Nayak, Changqi Wu, and Abby Jingzi Zhou. "Internationalization Strategies of Emerging Market Multinationals." Journal of Leadership & Organizational Studies 23, no. 2 (February 18, 2016): 128–43. http://dx.doi.org/10.1177/1548051816633229.

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Jaklič, Marko. "Internationalization Strategies, Networking and Functional Discretion." Competition & Change 3, no. 4 (December 1998): 359–85. http://dx.doi.org/10.1177/102452949800300401.

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Tsai, Huei-Ting, and Andreas B. Eisingerich. "Internationalization Strategies of Emerging Markets Firms." California Management Review 53, no. 1 (November 2010): 114–35. http://dx.doi.org/10.1525/cmr.2010.53.1.114.

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Farias, Athena De Albuquerque. "STRATEGIES FOR INTERNATIONALIZATION OF SCIENTIFIC JOURNALS." Amadeus International Multidisciplinary Journal 3, no. 5 (November 5, 2018): 51–53. http://dx.doi.org/10.14295/aimj.v3i5.49.

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The use of English language as an exclusive or partial in publications of articles in journals has increased the debate in the various areas of knowledge, although the aim is to maximize the international dissemination of research and, consequently, the journals themselves. In 2016, the scientific journal Amadeus International Multidisciplinary Journal, opens its first volume with the aim of enable the publication of scientific works in the most diverse areas of knowledge. Since its inception, there has been a great demand regarding the Health field of research. Even though this journal has highlighted also works in different areas.

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Grönroos, Christian. "Internationalization strategies for services: a retrospective." Journal of Services Marketing 30, no. 2 (April 11, 2016): 129–32. http://dx.doi.org/10.1108/jsm-11-2015-0354.

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Purpose This paper aims to evaluate the findings first put forward in the article “Internationalization strategies for services” (Grönroos, 1999) with the benefit of hindsight and to offer directions for further research and developments in this research area. Design/methodology/approach Research directions spurred by the publication of the original article are examined in the light of current service(s) marketing theory and practice and the development of digitalization and Internet and mobile technologies. Promising current and future strands of research are identified. Findings The originally suggested modes of internationalization seem to remain valid. However, digitalization and the development of Internet and mobile technologies have enabled new ways of internationalizing which enable offering services globally from the establishment of a firm. Originality/value The original article was highly rated, generated discussion and drove important further research. It has value in the history of service(s) marketing research. This retrospective analysis by the author gives unique insight into the processes and thinking associated with understanding key factors which have contributed to the historical development of service(s) marketing and provides substantial directions for future research.

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Castiello-Gutiérrez, Santiago. "Purposeful Internationalization." Journal of Comparative & International Higher Education 11, Winter (March 14, 2020): 93–95. http://dx.doi.org/10.32674/jcihe.v11iwinter.1539.

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Internationalization strategies are becoming pervasive within HEIs, but a common thread that aligns diverse international activities with the essence of each institution’s public good mission is missing. Some Institutions enact an approach that challenges the current mainstream Anglo-American construct of internationalization while contributing to a greater public good.

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Jiménez, Andrés Mauricio Chavarro, Georgina Fernández Álvarez, and José G. Vargas-Hernández. "Analysis of the internationalization strategies of Colombian banking services companies between 2000 and 2015." REBRAE 10, no. 3 (August 23, 2017): 444. http://dx.doi.org/10.7213/rebrae.10.003.ao07.

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This article analyzes the internationalization strategies of Colombian banking services companies between 2000 and 2015 and analyzes their internationalization process in light of the theory of eclectic theory of Dunning (1988). For this, a review of the internationalization literature is made, emphasizing the OLI model. Next, the internationalization strategies of Colombian banking services companies are presented during the period in question. Finally, it is analyzed the internationalization of Colombian banking to Central America through the Eclectic theory.

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Glass, Chris R., and Jenny J. Lee. "When Internationalization Funding Feels Tight: Satisfaction With Funding and Campus Internationalization Strategies." Journal of Studies in International Education 22, no. 4 (May 10, 2018): 302–16. http://dx.doi.org/10.1177/1028315318773146.

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This study investigated predictors of satisfaction with an institution’s strategy for campus internationalization among international affairs staff ( N = 1,520) and compared the varying perceptions of their institution’s funding to fulfill this mandate. This study identified factors that influenced these individuals’ sense of their institution’s internationalization strategy. Among international affairs staff who were most dissatisfied with their institution’s funding, satisfaction with how their institution managed the outsourcing of university functions, and perceived competition with other universities most influenced their perceptions of strategy. For those moderately satisfied with funding, retention of senior university leadership most influenced their perceptions of strategy. Support from senior administration, communication with faculty, and capacity to support increased student enrollment influenced perceptions of strategy for all respondents. The results of this study suggest the negotiation of the educational and entrepreneurial rationales for internationalization are far more complex—and dependent on far more factors—at institutions where international affairs staff perceive fewer human and financial resources to be available.

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Lee, Hee Kyung, and Byung Shik Rhee. "Hybrid Internationalization in Korea: A Promising Development?" International Higher Education, no. 96 (December 5, 2018): 13–15. http://dx.doi.org/10.6017/ihe.2019.96.10788.

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This article presents and analyzes a newly developed model of inbound internationalization of higher education in Korea—a demand-based, locally oriented, hybrid model of internationalization. This model combines existing features of internationalization—the typical study-abroad model in which international students are taught in the host country’s primary language and the decade-long Korean internationalization model, in which international students are educated in separate academic programs—with recently developed, demand-based educational programs. While conventional, English-language-driven internationalization strategies such as increasing the number of English as a medium of instruction (EMI) courses still exist, this hybrid model is becoming popular among Korean higher education institutions. Yet, although this model may seem better than conventional strategies, it still does not solve a main challenge of internationalization, academic capitalism—and it even reproduces it. This article is meant to help higher education institutions in developing countries whose primary language is not English to develop new internationalization strategies.

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De Wit, Hans, and Fiona Hunter. "International(ization of) Higher Education at the Crossroads." International Higher Education, no. 78 (November 15, 2014): 2. http://dx.doi.org/10.6017/ihe.2014.78.5796.

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Where international higher education broadly analyses international developments in higher education at the system level, internationalization can be seen as a subcategory of this work, focusing more specifically on the international rationales, approaches, strategies, activities and outcomes of higher education at the regional, national and institutional level, and (where possible) in a comparative perspective. This special issue of International Higher Education seeks to highlight new and innovative dimensions in internationalization. It also gives space to examine developments in internationalization of higher education in regions and countries that are less known than English speaking countries and Western Europe. And it illustrates the increasing importance and diversity of internationalization’s conceptual understandings and lived experiences in modern international higher education. This annual special issue is a collaboration between the Center for International Higher Education at Boston College and the Centre for Higher Education Internationalisation at the Università Cattolica del Sacro Cuore in Milan.

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Zayachuk, Yuliya. "Internationalization of higher education at the institutional level: the example of Ivan Franko National University of Lviv." Visnyk of the Lviv University. Series Pedagogics, no. 36 (2022): 85–93. http://dx.doi.org/10.30970/vpe.2022.36.11555.

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The work is devoted to the study of the issue of internationalization as a crucial component of the university activities. It is emphasized that researchers comprehend the internationalization of higher education at the supranational, continental, national, institutional, and individual levels. The institutional level of internationalization of higher education, its essence and strategy are analyzed in detail. It is emphasized that current university should find its own strategy of internationalization and understand that the prospect of its inclusion to the global education system also depends on this. It is shown that institutional level of internationalization of higher education includes the policy of a particular educational institution and structural subdivisions dealing with the strategy of its international activity. It has been found that institutional-level rationales driving internationalization are international profile and reputation, student and staff development, strategic alliances, research, knowledge production, and income generation. The approaches to internationalization of higher education at the institutional level such as activities, outcomes, rationales, programs, and process are highlighted and the examples of program and organizational strategies are provided. The institutional level of internationalization of higher education is analyzed in detail on the example of Ivan Franko National University of Lviv. Its program, organizational strategies and tools for their implementation are shown. Some results of the study, conducted by the author in September 2021, namely a survey of students at Ivan Franko National University of Lviv on the changes in higher education and its internationalization are also presented. Keywords: higher education, internationalization, levels of internationalization, institutional level of internationalization, strategies.

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Mulliqi, MSc Arta. "Internationalization of Higher Education: Trends and Strategies." ILIRIA International Review 1, no. 1 (June 30, 2011): 105. http://dx.doi.org/10.21113/iir.v1i1.202.

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Within the context of broad literature on higher education, this paper discusses some of the issues of the international dimension of higher education. Higher education is becoming increasingly international, as more students are willing to study overseas, enrol in international programmes in their home country, or take cour-ses at universities in other countries by using the internet. Interna-tional higher education has become an issue of negotiation on liberalizing trade in services through GATS, and an important issue for policy makers. Because of its importance on capacity bui-lding, income generation, skilled migration and mutual unders-tanding, many countries have already established strategies to encourage the mobility of students, teachers and programmes.

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Vorpsi Cami, Laura. "STRATEGIES FOR THE INTERNATIONALIZATION OF CAR TNCs." Economics and Finance 9, no. 2 (2021): 55–70. http://dx.doi.org/10.51586/2311-3413.2021.9.2.55.70.

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Central to corporate strategies for the internationalization of the financial and economic activities of automotive TNCs are questions about both, the geographical configuration of their international value chain and the degree of its manageability, the effectiveness of management coordination, and the level of integration of the corporate organization structure. Exacerbation of the competition between automakers for raw materials sources and markets generates such a global trend of modernizing corporate strategies for the internationalization of their activities as a modularization of business activity, which underlies the powerful motivation of mega-suppliers of automotive corporations to increase their level of vertical integration production and implementation of macro components. Despite the global nature of automotive manufacturing modularization, each multinational corporation chooses the most appropriate modular platform model in terms of the most efficient combination of organizational structure, operating system of research and development and the level of versatility to maximize adaptation in the production of different models and modifications of vehicles. In the face of global trends, the automotive corporate sector undergoes a significant deepening of integration processes, which is manifested in the formation of branched and highly diversified consolidated groups of companies. This necessitates the growing need to integrate multinational corporations' complex methods of analyzing their financial status into the practice of diagnostics of the activities of multinational corporations with the introduction into the business practice of a system of corporate financial sensitivity sensitization that is unified globally.

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Su, Ning. "Internationalization Strategies of Chinese IT Service Suppliers." MIS Quarterly 37, no. 1 (January 1, 2013): 175–200. http://dx.doi.org/10.25300/misq/2013/37.1.08.

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Park, Do-Joon, and Shuzhi Liu. "A study on ZTE’s Internationalization Operation Strategies." E-Business Studies 23, no. 1 (February 28, 2022): 311–27. http://dx.doi.org/10.20462/tebs.2022.2.23.1.311.

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Ahsan, Faisal Mohammad, and Ashutosh Kumar Sinha. "Costs vs Benefits of Different Internationalization Strategies." Academy of Management Proceedings 2016, no. 1 (January 2016): 15256. http://dx.doi.org/10.5465/ambpp.2016.15256abstract.

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Nalbandyan, G. G. "INTERNATIONALIZATION STRATEGIES OF RUSSIAN NON-ENERGY COMPANIES." Strategic decisions and risk management, no. 1 (May 2, 2019): 36–45. http://dx.doi.org/10.17747/2618-947x-2019-1-36-45.

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The article is devoted to the generalization and descriptive analysis of foreign market entry strategies used by Russian non-energy companies. According to the research results, in most cases, the companies use either the replication strategy of offering a standardized product in all countries, or a strategy of limited adaptation products by local business units to local conditions. In addition, the author assesses the impact of the liability of foreignness effect on internationalization process of Russian non-energy companies.

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Miller, Fred. "Using Study Abroad Programs in Internationalization Strategies." Journal of Education for Business 64, no. 4 (January 1989): 188–90. http://dx.doi.org/10.1080/08832323.1989.10117357.

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Mukherjee, Debmalya, Erin E. Makarius, and Charles E. Stevens. "Business group reputation and affiliates’ internationalization strategies." Journal of World Business 53, no. 2 (February 2018): 93–103. http://dx.doi.org/10.1016/j.jwb.2017.12.003.

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Djordjevic, Momcilo, and Ana Djordjevic. "The indirect strategies of internationalization of companies." Marketing 43, no. 1 (2012): 33–40. http://dx.doi.org/10.5937/markt1201033d.

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Barac, Maja, and Rafael Moner-Colonques. "INTERNATIONALIZATION STRATEGIES IN OLIGOPOLY WITH HETEROGENEOUS FIRMS." Bulletin of Economic Research 68, S1 (March 3, 2016): 66–77. http://dx.doi.org/10.1111/boer.12076.

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Parente, Ronaldo C., Álvaro Bruno Cyrino, Nicole Spohr, and Flavio Carvalho de Vasconcelos. "Lessons learned from Brazilian multinationals’ internationalization strategies." Business Horizons 56, no. 4 (July 2013): 453–63. http://dx.doi.org/10.1016/j.bushor.2013.04.003.

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Plazibat, Ivana, and Ivona Vrdoljak Raguž. "Connection Between Retail Internationalization and Management Strategies**." Journal of Corporate Governance, Insurance, and Risk Management 1, no. 1 (March 27, 2014): 203–12. http://dx.doi.org/10.56578/jcgirm010112.

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In past ten years the world of retailing has changed dramatically due to changes to consumer consumption, product saturation and most of all to technology improvements. Retailers have to operate in environment that fluctuates among different challenges that global economy puts on their way of doing business. Also global economy and internationalization of business reduced dependence on home markets and mood swing of domestic consumers. Needless to say attractiveness of foreign-new markets and its possibilities of growth. But unfamiliar and unpredictable territory has its treats and risk. In our paper we are focused on analysis of the strategies that retailers have as option when their wont to internationalize their business. Analysis of theoretical aspects of retail internationalization, and also of motives that shift retailers operations and attention from domestic toward unfamiliar markets are also given. The question for new analysis or research is put is there the best entry strategy for retailers or is it a mix of skill, experience and luck?

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Zhu, Jiabin, and Shaoxue Liu. "Internationalization of Humanities Disciplines in Chinese Higher Education." International Journal of Chinese Education 5, no. 1 (July 13, 2016): 41–57. http://dx.doi.org/10.1163/22125868-12340059.

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In the context of internationalization of higher education in China, this essay analyzes some inherent differences between the stem disciplines and humanities disciplines when it comes to the internationalization of curriculum and implementation. With a focus on the challenges facing the internationalization of the liberal arts, or humanities disciplines, a functional 3M model, that is, the internationalization of “Mind,” “Method,” and “Medium”, was proposed to address different aspects of the internationalization process. Moreover, we proposed multiple strategies that could possibly promote the professional development of faculty members along the three specific dimensions, aligning the strategies with the working definitions within each dimension of the 3M model.

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Crespo, Nuno Fernandes, Vitor Corado Simões, and Margarida Fontes. "Competitive strategies and international new ventures’ performance: Exploring the moderating effects of internationalization duration and preparation." BRQ Business Research Quarterly 23, no. 2 (April 2020): 120–40. http://dx.doi.org/10.1177/2340944420916334.

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The purpose of this article is twofold: to bring back to discussion the importance of strategy as a key element for international new ventures (INVs) to achieve higher international performance and to assess the relevance of contingency perspective, particularly two organizational contingency factors (internationalization duration and internationalization preparation), in moderating the strategy–performance relationship. The framework developed addresses the effects of four competitive strategies (cost leadership and innovation-based, marketing-based, and quality- and service-based differentiation) as determinants of INVs’ international performance. In addition, internationalization duration and internationalization preparation are included as moderators of these relationships. The hypotheses were tested using a sample of 319 INVs. The findings show that marketing and quality and service differentiation strategies are associated with higher INVs’ international performance and that internationalization duration and internationalization preparation play relevant moderating effects. JEL CLASSIFICATION: M13; M16

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Journal articles on the topic 'Strategies of Internationalization'

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