Terms in International Business Glossary of Terms
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Code of Business Ethics
Code of Business Ethics Code of Business Ethics 1 www.mediakind.com An overview This Code of Business Ethics (this “Code”) has been developed for the purpose of providing an overview of MediaKind’s policies and the directives guiding our relationships with each other and with our stakeholders. MediaKind Code-of-Business-Ethics_Rev B.docx 2 www.mediakind.com Contents BEING A TRUSTED PARTNER ............................................................................................................ 4 Our guiding principles .......................................................................................................................... 4 Our responsibility for compliance ........................................................................................................... 5 Reporting compliance concerns ............................................................................................................. 5 CONDUCTING BUSINESS RESPONSIBLY ........................................................................................... 6 Our obligation as responsible corporate citizens ....................................................................................... 6 Respecting human rights throughout our business operations .................................................................... 7 Health and safety ................................................................................................................................ 8 Commitment to sustainable development .............................................................................................. -
Global Sourcing and Purchasing Strategy As Decision- Making Process
GLOBAL SOURCING AND PURCHASING STRATEGY AS DECISION- MAKING PROCESS Julio Sánchez Loppacher IAE Business and Management School, Universidad Austral, Argentina Mariano Acosta S/N y Ruta Nacional N° 8 - Derqui (B1629WWA) - Pilar - Pcia. de Buenos Aires Tel. (+54 11) 4809 5088 Fax. (+54 11) 4809 5070 [email protected] Raffaella Cagliano Dipartimento di Ingegneria Gestionale, Politecnico di Milano, Italy P.zza Leonardo da Vinci, 32, 20133 Milano Tel. 02 2399 2795 Fax. 02 2399 2720 [email protected] Gianluca Spina Dipartimento di Ingegneria Gestionale, Politecnico di Milano, Italy P.zza Leonardo da Vinci, 32, 20133 Milano Tel. 02 2399 2771 Fax. 02 2399 2720 [email protected] POMS 18th Annual Conference Dallas, Texas, U.S.A. May 4 to May 7, 2007 1 ABSTRACT As reported extensively in academic literature, companies have been forced by increasing global competition to devise and pursue international purchasing strategies that hinge on reducing prices and optimising quality, fulfilment, production cycle times, responsiveness and financial conditions. As a result, purchase management has turned to improve internationalisation to support companies’ globalisation processes. Specifically, research studies focusing on Multinational Companies’ (MNC) corporate purchasing strategy influence on affiliates’ global supply strategy (GSS) development reveal a strong link between two key dimensions: a) supply source –i.e., the level of supply globalisation as related to MNC’s worldwide operating needs - and b) purchase location –i.e., the level of centralisation in relevant purchasing decisions. In this research, a sample of seven Italian MNCs operating in Latin America’s MERCOSUR (Southern Common Market) region have been studied in an attempt to analyse their purchasing strategy definition and development processes. -
THE OECD-WTO BALANCED TRADE in SERVICES DATABASE (BPM6 Edition)
1 THE OECD-WTO BALANCED TRADE IN SERVICES DATABASE (BPM6 edition) Antonella Liberatore (OECD), Steen Wettstein (WTO)1 January 2021 Complete, consistent and balanced bilateral trade in services statistics are vital for the empirical analysis of international trade as well as for policy-making and trade negotiations. Unfortunately, such data are not readily available. This paper presents the work of OECD and WTO to build an updated version of the Balanced Trade in Services (BaTIS) dataset, a complete and consistent trade in services matrix to serve as input for the compilation of the TiVA Inter-Country Input-Output Tables and as a tool for the analysis of trade patterns in general. This second edition of BaTIS provides annual data for 2005-2019, covering 202 economies, broken down by the 12 main EBOPS 2010 service categories. This paper accompanies the dataset and describes its compilation methodology in detail, including the collection and cleaning of the reported data, the different methodologies used to estimate missing information, and the final balancing of the export and import flows. 1 This contribution reflects a description of a methodology and does not represent the position or opinions of OECD, WTO or their respective Members, nor the official position of any staff members. The definition of geographical territories in this report is merely statistical and does not imply an expression of opinion by the OECD or the WTO Secretariat concerning the status of any country or territory, the delimitation of its frontiers, its official name, nor the rights and obligations of any WTO member in respect of WTO agreements. -
International Strategic Management: a Conceptual Model with Top Managers' Emotional Intelligence, Cultural Intelligence, and N
information Review International Strategic Management: A Conceptual Model with Top Managers’ Emotional Intelligence, Cultural Intelligence, and Networking Ângelo Miguel R. Cabral 1,*, Fernando Manuel P. O. Carvalho 1 and José António Vasconcelos Ferreira 2 1 CeBER, Faculty of Economics, University of Coimbra, 3004-512 Coimbra, Portugal; [email protected] 2 GOVCOPP, Department of Economics, Management, Industrial Engineering and Tourism, University of Aveiro, 3810-193 Aveiro, Portugal; [email protected] * Correspondence: [email protected] Received: 8 October 2020; Accepted: 8 December 2020; Published: 10 December 2020 Abstract: The conceptual approach in this article follows and analyzes the holistic model of Kuivalainen, Sundqvist, Saarenketo, and McNaughton in 2012, making it analytically fitting to the SMEs’ international strategic groups concerning their international scale and scope. That model, according to our conceptual proposal, needs a methodological readjustment to an effective conformity towards the cross-sectional research. Accordingly, we presented two main considerations. First, we put together a conceptual model, fitted towards the field of top managers’ psychological characteristics as major antecedent of the firms’ international strategy. Second, the proposed conceptual model is methodologically oriented for cross-sectional studies. In relation to the antecedents, we took top managers’ emotional intelligence and cultural intelligence as distinctive capabilities of the firms’ international strategy and as major antecedents of top managers’ networking behaviors. Regarding firms’ international performance as the major conceptual model outcome, a multidimensional approach is taken with financial, strategic, and overall performance. These elements of the international firms are regarded as of major importance within the international firms’ enterprise architecture. Methodologically, we performed a bibliographic review on the fundamental concepts that we present in the model. -
Lecture 10 2-18 Outline and Slides 0.Pdf
Economics 2 Professor Christina Romer Spring 2016 Professor David Romer LECTURE 10 INTERNATIONAL TRADE AND TRADE POLICY February 18, 2016 I. OVERVIEW II. REVIEW OF COMPLETE SPECIALIZATION A. Example of the United States and China B. Terms of trade and world prices III. INCOMPLETE SPECIALIZATION A. Changing opportunity cost within each country B. Optimal level of specialization C. Consumption possibilities with trade IV. SUPPLY AND DEMAND ANALYSIS OF INTERNATIONAL TRADE A. Export good B. Import good V. WELFARE AND EMPLOYMENT EFFECTS OF TRADE A. Welfare analysis of trade 1. Export good 2. Import good B. Employment effects of trade VI. TRADE POLICY A. Some definitions B. Effects of a tariff C. Welfare analysis of a tariff D. Possible arguments for protection Economics 2 Christina Romer Spring 2016 David Romer LECTURE 10 International Trade and Trade Policy February 18, 2016 Announcements • Midterm 1 Logistics: • Tuesday, February 23rd, 3:30–5:00 • Sections 102, 104, 107, 108 (GSIs Pablo Muñoz and David Green) go to 245 Li Ka Shing Center (corner of Oxford and Berkeley Way). • Everyone else come to usual room (2050 VLSB). • You do not need a blue book; just a pen. • You also do not need a watch or phone. Announcements (continued) • Collecting the Exams: • If you finish before 4:45, you may quietly pack up and bring your exam to the front. • After 4:45, stay seated. • We will collect all of the exams by passing them to the nearest aisle. • Please don’t get up until all of the exams are collected. • Academic honesty: Behave with integrity. -
GLOSSARY of INTERNATIONAL TRADE TERMS 2016 Guide
CALIFORNIA FASHION ASSOCIATION 444 South Flower Street, 37th Floor · Los Angeles, CA 90071 ·ph. 213.688.6288 ·fax 213.688.6290 Email: [email protected] Website: www.californiafashionassociation.org GLOSSARY OF INTERNATIONAL TRADE TERMS 2016 Guide Sponsored By: Prepared by: CALIFORNIA FASHION ASSOCIATION 444 South Flower Street, 37th Floor, Los Angeles, CA 90071 Phone: 213-688-6288, Fax: 213-688-6290 [email protected] | www.californiafashionassociation.org 1 CALIFORNIA FASHION ASSOCIATION 444 South Flower Street, 37th Floor · Los Angeles, CA 90071 ·ph. 213.688.6288 ·fax 213.688.6290 Email: [email protected] Website: www.californiafashionassociation.org THE VOICE OF THE CALIFORNIA INDUSTRY The California Fashion Association is the forum organized to address the issues of concern to our industry. Manufacturers, contractors, suppliers, educational institutions, allied associations and all apparel-related businesses benefit. Fashion is the largest manufacturing sector in Southern California. Nearly 13,548 firms are involved in fashion-related businesses in Los Angeles and Orange County; it is a $49.3-billion industry. The apparel and textile industry of the region employs approximately 128,148 people, directly and indirectly in Los Angeles and surrounding counties. The California Fashion Association is the clearinghouse for information and representation. We are a collective voice focused on the industry's continued growth, prosperity and competitive advantage, directed toward the promotion of global recognition for the "Created in California" -
1.1 International Trade 1.2 Global Business Basics 1.3
GLOBAL BUSINESS U.S. DEPARTMENT OF COMMERCE “How can our company sell electric motors in Eastern Europe?” “What are the biggest markets for soft drinks in Asia?” “What trade barriers might be encountered when doing business in Latin America?” Trade Specialists at Export 1.1 INTERNATIONAL TRADE Assistance Centers of the U.S. Department of Commerce are ready to answer these, and other, international trade questions. With offices in more than 80 cities around the U.S., Trade Specialists are able to 1.2 GLOBAL BUSINESS • research potential foreign markets for a product or service • help locate customers in other BASICS countries • assist with developing an interna- tional marketing plan Additional exporting and interna- tional trade information is available 1.3 ECONOMICS OF GLOBAL from the U.S. Department of Commerce at www.ita.doc.gov and www.usatrade.gov BUSINESS THINK CRITICALLY 1. Why are Export Assistance Centers important to business and the economy? 2. What skills would be necessary to work as a trade specialist in an Export Assistance Center? The Chapter 1 video for this module introduces the concepts in this chapter. A Global Business Plan PROJECT OBJECTIVES I Become aware of the geographic, economic, cultural, and political factors that influence international business activities I Develop an understanding of methods used for measuring international trade activities I Explain the factors that influence the level of economic development in a country GETTING STARTED Read through the Project Process below. Make a list of materials that you will need. Decide how you will get the needed materials or information. -
Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future Steven Alter University of San Francisco, [email protected]
View metadata, citation and similar papers at core.ac.uk brought to you by CORE provided by University of San Francisco The University of San Francisco USF Scholarship: a digital repository @ Gleeson Library | Geschke Center Business Analytics and Information Systems School of Management February 2013 Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future Steven Alter University of San Francisco, [email protected] Follow this and additional works at: http://repository.usfca.edu/at Part of the Business Administration, Management, and Operations Commons, Management Information Systems Commons, and the Technology and Innovation Commons Recommended Citation Alter, Steven, "Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future" (2013). Business Analytics and Information Systems. Paper 35. http://repository.usfca.edu/at/35 This Article is brought to you for free and open access by the School of Management at USF Scholarship: a digital repository @ Gleeson Library | Geschke Center. It has been accepted for inclusion in Business Analytics and Information Systems by an authorized administrator of USF Scholarship: a digital repository @ Gleeson Library | Geschke Center. For more information, please contact [email protected]. Research Article Work System Theory: Overview of Core Concepts, Extensions, and Challenges for the Future Steven Alter University of San Francisco [email protected] Abstract This paper presents a current, accessible, and overarching view of work system theory. WST is the core of an integrated body of theory that emerged from a long-term research project to develop a systems analysis and design method for business professionals called the work system method (WSM). -
Upcoming Accounting Changes Will Affect Your Business Operations
Upcoming accounting changes will affect your business operations Transition needs to be on your agenda now Three new standards in Australia are having a respond to the changes effectively and tell their major impact on business operations. Complying stakeholders early about the expected impacts on with the new Leasing, Revenue, and Financial financial results – crucial to bringing them along Instruments (i.e. hedging) standards will require on the company’s performance journey. many companies to change their business strategy, remuneration structure, tax plans, internal systems To help your company transition to these and controls, and investor communications. standards, we’ve developed a three-step model Companies that act now to take advantage of for how you should respond to the accounting the implementation timetable will be able to changes (see overleaf). Have you considered? • Your stakeholders and how you will communicate the impact of the changes on your results? • Your financial results and how you will go about determining the impact of the change? • Your organisation’s control environment and whether you are equipped to implement the changes efficiently and effectively? More than accounting Strategy (e.g. real estate strategy, Internal controls treasury strategy) Will there be an impact on the end-to-end Have you reassessed your existing strategy around processes and internal controls? business development, pricing decisions and operational behaviour? Tax plans Will there be an impact on tax planning HR and remuneration structure -
Business Studies
1. How to use this Booklet Purpose of the study guide • This study guide is developed to assist you to respond to different kind of questions on the topics included in this booklet • It will assist you to understand relevant concepts. For this purpose, a glossary of related terminology is included. • Pay special attention to hints and tips in preparing you on how to respond to different kinds of questions • After every content topic there will be an activity , check your answers in Section 6 of the booklet • The activities are based on exam- type questions • If you get any incorrect answers, make sure you understand where you went wrong before you continue to the next section. Look out for the following icons used in the booklet: 1 2. Study and Examination Tips 2.1 Structure of the question paper SECTION A Answer all questions: Different types of short and objective questions are set using various assessment styles and covering the 40 marks entire content for the year, e.g. multiple-choice, match columns, choose the correct word in brackets, etc. 30 min (20 short questions x 2) 10 marks per broad topic SECTION B Five questions are set and learners answer three 3 x 60 = questions: 180 marks These questions are set on all the content covered during the year. Answers should be in paragraph style. 3 x 30 min = 90 min Applicable verbs, e.g. discuss, motivate, compare, differentiate, explain, etc. Case studies (scenarios) or source-based questions will be included. Focus areas: Question 2- Business Environment Question 3- Business Ventures Question 4- Business Roles Question 5- Business Operations Question 6 - Miscellaneous SECTION C FOUR questions are set covering the entire 80 marks content for the year (use scenarios): Choose any TWO of the FOUR questions. -
Supply Chain Social and Environmental Responsibility Is an Important Part of Our Business Relationships with Our Suppliers
2012 Corporate Responsibility Report ibm.com/ibm/responsibility/2012 Supply Chain Social and environmental responsibility is an important part of our business relationships with our suppliers. We work closely with them to encourage sustained improvement throughout our global supply chain and across various aspects of corporate responsibility. In this section you will find examples of how we set requirements for the companies we do business with, grow the global diversity of our supply base and collaborate with industry groups and stakeholders. IBM 2012 Corporate Responsibility Report 2 Contents Supply Chain ...........................................................................................3 Supplier Assessment and Improvement Plans............................................................6 Industry Collaboration..................................................................................12 Conflict Minerals .......................................................................................13 Supplier Diversity ......................................................................................14 IBM 2012 Corporate Responsibility Report / Supply Chain 3 Supply Chain With suppliers located in close to 100 countries, social and environmental responsibility is a major facet of our corporate responsibility efforts and we have incorporated this into our business relationships with our valued suppliers. IBM’s supply chain is a strategic asset that helps us deliver consistently high-quality goods and services to our customers -
Enterprise Resource Planning (ERP) System Implementation: Promise and Problems Mehmet C
The Review of Business Information Systems Volume 7, Number 3 Enterprise Resource Planning (ERP) System Implementation: Promise and Problems Mehmet C. Kocakülâh, (E-mail: [email protected]), University of Southern Indiana Dana R. Willett, University of Southern Indiana Abstract The experiences of the two businesses presented here correlate well with the success factors iden- tified in the literature related to implementation of enterprise resource planning systems. The im- portance of successful ERP system planning and deployment becomes evident when consideration is given to the resources companies devote to these projects and the advantages promised and of- ten realized as a result of business process improvement through ERP. As enterprise resource planning continues to evolve, its importance seems likely to grow. This evolution will allow ERP to expand to serve smaller and smaller businesses and businesses with more specialized enterprise resource planning needs. To truly serve these institutions, ERP deployments must become more reliable through the further refinement of success factor analysis. 1.0 Introduction nterprise Resource Planning (ERP) systems change the way businesses do business. With promises of huge savings and competitive advantages, vendors sell at least $15 billion of ERP systems each year E with expected market growth to $50 billion in annual ERP sales in the next three years, (Bingi, 1999). More than 50% of the Fortune 500 corporations today have already implemented ERP systems, (Grove, 2000), and 70% of the Fortune 1000 firms already have or will soon have ERP systems installed, (Bingi, 1999). Further, newly developed ERP packages target small and medium-size business with assurances that these software systems will bring big-business efficiencies at reasonable rates, (SAP Solutions, 2001).