The main content of this assignment is to answer these two questions, and a minimum of 4 references are required, all of which should be in the correct format.
To answer these two questions you need to follow the theoretical knowledge I sent for the course to complete. The word count requirement is at least 1000 (not including references) Follow the 2 documents I sent to complete this work, thanks.
Topic 9: Entering Foreign Markets and International Production, Outsourcing & Logistics In your case discussion answer you should aim to: 1. Identify the international business principles, concepts and terms and theories used in Topic 9 by reading your relevant compulsory textbook chapters. 2. Try to pose additional or alternative stakeholder views to those already discussed in lectures and tutorials. 3. Cite an example of the situation, problem or solution from your work place, experience or what you have seen in the media recently to further illuminate the key issues. 4. Where possible use theories to provide an overarching theoretical explanation for your overall view. This would normally appear at the end of your assignment. You have theories from trade and foreign direct investment, as well as from ethics, CSR and global responsibility. Much to choose from and you will become more familiar with them as the course unfolds. Lectures and tutorials held weekly will help you considerably with the approach you might take. 5. You must reference all your ideas, arguments and opinions. Otherwise, you run the risk that your discussion will be considered mere opinion with no basis. Work experience is different, because it is based on experiential knowledge. (References are not included in the word count). You will be marked down if you do not reference or provide evidence as to where your ideas come from. You will be assessed on the extent to which you have addressed these points. Your individual case study answer for Topic 9 should be in the 1000-1200 word range. Topic 9 case and questions. 1. What are some of the obstacles that Tesla faces to their operations nationally and internationally in its entry and growth into the German economy? 2. What entry mode have they selected for their MNC to enter Germany and forge relations with partner in this advanced economy (AE) that might be quite different if they were to enter an emerging market (EM) or partner with an EM Corporation? For example, they have a manufacturing subsidiary in China? The case A lesson in business German Headnote Tesla in Germany BERLIN Elon Musk takes on the unions, European edition This is a big week for Tesla's "gigafactory" in Grünheide, near Berlin. According to the German press, the American electric-car maker will get the final green light from local authorities to start operations within days. In one way, it already has. On February 28th Tesla workers elected their first works council, a group of employees that in German law co-decide with managers things like working hours, leave and training. For Elon Musk, Tesla's anti-union chief executive, this must rankle. He has tried to shield his first German plant from Ger- many's strict labour laws by incorporating the business as a Societas Europaea (se), a public company registered under eu corporate law that is exempt from some "codetermination" rules, such as the requirement for firms with more than 2,000 employees to give workers half the seats on supervisory boards. ses are not, however, exempt from having a works council. IG Metall, Germany's mightiest union, which represents auto workers, has been on a collision course with Mr Musk ever since he refused to sign up to collective wage agreements for the industry (the only other firm not included is Volkswagen, which has its own generous wage deal). It has set up an office close to the gigafactory to advise Tesla workers about their rights and listen to their complaints. It has employed a Polish speaker to organise employees that Tesla is hiring across the border in Poland. It hopes that persuading enough Tesla workers to join its ranks would add oomph to its campaign to join the collective wage deal; the union says the company pays senior staff well but that production-line workers get a fifth less than those at bmw and Mercedes-Benz. Most important, it sees the works council as the first step to full co-determination. Mr Musk must see it differently. He may have fast-tracked the election in order to get a more sympathetic council. Tesla has so far hired only around 2,500 mostly senior and skilled workers, out of a workforce that will grow to 12,000 or so. Such employees are likelier to see eye to eye with management. The rest of Deutschland ag will be watching to see if Germany changes Tesla into something less abrasive or if Tesla changes Germany's labour relations into something less consensual [Think: corporate governance issues, financing, political networking, etc.] A lesson in business German https://go.openathens.net/redirector/unisa.edu.au?url=https://www.proquest.com/magazines/lesson-business-german/docview/2635847430/se-2?accountid=14649 BUSS5251 IB Virtual Class - Revision Business Models and the External Environmental Impact Prof Susan Freeman (Course Coordinator) BUSS3103 International Business Environment: Business models and theories to address the External Environmental Impact of disruptions and Internal managerial firm behaviour Prof Susan Freeman Professor of International Business (Course Coordinator) Some suggested international business models, frameworks and theories to address country-level, firm-level or managerial-level decisions around the impact of external environmental disruptions. Many of you are looking at cases for your Team Assignment that take in these aspects as you formulate your research problems. We are addressing such aspects in our topics and related cases throughout the study period. • There are many current issues we will discuss throughout the course and we will address each of these key international business models and theories as we progress through the course. • Here they are at your finger-tips to make it easier for you to work through the assessment and enjoy the world of international business ! BUSS3103 International Business Environment: Business models and theories to address the External Environmental Impact of disruptions and Internal managerial firm behaviour Prof Susan Freeman Professor of International Business (Course Coordinator) To help you to get us started here are some summary slides: 1. 4 International Business risks (great framework for evaluating uncertainties and risks across 4 areas in international business) in a single slide with some explanations. 2. Trade and Foreign Direct Investment (FDI) theories (provides a quick summary of the country level and firm level trade and FDI theories for explaining behaviour of managers, firms, and nations in trade and FDI related decisions and activities) a single slide. 3. Ethical principles and theories (explains and summarises the range of theories and perspectives from an ethical and CSR point of view and why managers, firms and governments might behave unethically) a single slide 1. Also defines an ethical dilemma which you need to be able to do to shape your research problem for investigation in your team assignment. 4. Market (country) attractiveness (explains how to evaluate a new foreign market location quickly and easily in a single slide. This set of slides provides a quick overview, of the theoretical frameworks you might like to consider for all your assessment, whether it be the team assignment, the individual assignment, or the continuous assessment as we discuss the cases. In one way or another they highlight ethical dilemmas. A word on Covid-19 and other external (environmental) disruptions, such as the Russian insurgence into Ukraine With the impact of Covid-19 on businesses we have observed a number of phases – what are they? • This is impacting business models - What is a business model? • Which ones don’t seem to be working? In which phases (When)? Why? • What ones seem to be working? When? Why? • What are the global and regional drivers of disruption in Europe? Asia and the Middle East? Africa? US and the Americas? And at home, domestically? • We can now unfortunately add the Russian insurgence into Ukraine • How do they differ? Why? What about the phases? • These are issues we will discuss throughout the course and we will address each of these key international business models and theories as we progress through the course. • Here they are at your finger-tips to make it easier for you to work through the assessment and enjoy the world of international business! 4 IB Risks: Source: Cavusgil, S.T., Knight, G., Riesenberger, J.R., Rammal, H.G, & Freeman, S. (2012) “International Business: The New Realities”, Australasian Edition, Pearson Australia. The Four Types of Risks in IB Cross-cultural risk: a situation or event where a cultural miscommunication puts some human value at stake Country risk: potentially adverse effects on company operations and profitability holes by developments in the political, legal, and economic environment in a foreign country Currency risk: risk of adverse unexpected fluctuations in exchange rates Commercial risk: firms potential loss or failure from poorly developed or executed business strategies, tactics, or procedures Risks: Always Present but Manageable • Managers need to understand their implications, anticipate them, and take proactive action to reduce adverse effects. • Some risks are extremely challenging, e.g., the East Asian economic crisis of 1998 generated substantial commercial, currency, and country risks. Political and social unrest surged to Indonesia, Malaysia, South Korea, Thailand, and the Philippines. • And another – Covid-19 • What do we consider to be the next? When? Why? What theoretical explanations do we have for International Business dilemmas? International Business Trade and Investment Theories Reminder: Theories of International Trade and Investment 8Cavusgil, S.T., Knight, G., Riesenberger, J.R., Rammal, H.G, & Freeman, S. (2012) “International Business: The New Realities”, Australasian Edition, Pearson Australia, Chapter 6, Exhibit 6.1, p. 150. Ethics and CSR perspectives What Are Ethical Dilemmas? ➢Ethical dilemmas - situations in which none of the available alternatives seems ethically acceptable ➢ real-world decisions are complex, difficult to frame, and involve consequences that are difficult to quantify ➢ the ethical obligations of an MNE toward employment conditions, human rights, corruption, environmental pollution, and the use of power are not always clear cut ➢ the right course of action is not always clear Why Do Managers Behave Unethically? 2. Decision-making processes - the values and norms that are shared among employees of an organization ➢ organization culture that does not emphasize business culture encourages unethical behavior 3. Organization culture - organization culture can legitimize unethical behavior or reinforce the need for ethical behavior 4. Unrealistic performance expectations - encourage managers to cut corners or act in an unethical manner Why Do Managers Behave Unethically? 5. Leadership - helps establish the culture of an organization, and set the examples that others follow • when leaders act unethically, subordinates may act unethically, too