The success of an international business lies in the domestic culture and its operation in terms of human resource management, governance, publicity, and strategic design. Employers’ best global practices should be applied as a way of enhancing international business. The main aspects of international business have a strong influence on strategic human resource management goals and organizational strategy.
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Apetrei, Kureshi, and Horodnic (2015) discuss the results of a study carried out to investigate how a national culture can influence global industrialists. The study was necessitated by the fact that research in the global business has recently focused on how small and medium-sized enterprises (SMEs) can become international. The research is an indicator of intensified efforts to do more studies into how varied cultures affect international entrepreneurs in the wake of many firms making their operations global and others opting for worldwide management as their day-after-day exercise. It has pointed out that the cultural inclination of a given citizenry is vital in directing business policies and control for foreign investment.
SMEs have a difficult time operating internationally and are at a high risk of failing due to competition (Apetrei et al., 2015). They are faced with the challenge of applying novel practices in the new environment as their operations may be affected by unfamiliar cultural, economic, and social occurrences. The approaches that the authors highlight with respect to SMEs adapting to new environments are excellently portrayed. They include adaptation by allowing the people based in the new environment to take up positions of authority and learning the culture in which the business is to operate. I agree with the claims of the authors because it is difficult to identify the influence of cultural alignments in the SMEs as is the case with corporations that have been in international operation for a long time.
In his article, Cuervo-Cazurra (2016) proposes an extension of a study done on bribery and, more particularly, an analysis carried out into the differences between accepting and giving bribes for purposes of doing business. Regular assessments should be done on state officials and administrators who serve their respective governments. The article also underscores the need for scrutiny into the best means of further developing theories that have been found useful in understanding the linkage of international businesses with a country’s enterprises and regimes. It shows that the topic has drawn interest in the recent past in the determination of its impact on global enterprising.
Cuervo-Cazurra (2016) highlights how corruption can be analyzed with interest in international business by finding out its basis, results at the industry and country levels, and how it can be controlled. I agree with the claims made by the author since concerned theories should be advanced to give detailed information as to how the international business is affected by accepting, rejecting, and allowing payment of a bribe or not. It is clear that corruption has a harsh impact on both a country and a firm, especially where no laws prohibit such acts. For any country, the levels of foreign investments and exports get low while the production costs for the existing firms tend to rise as bribes are funded.
Van Witteloostuijn (2015) presents a tool that might revolutionize management and international business if utilized extensively. I agree with the author’s claims because the laboratory designs presently in use do not offer the best tools for investigating international business and research. The article emphasizes on making the experimental international business a day-to-day affair through the creation of tools that may be accessed online rather than carrying out investigations using designs that are limiting in terms of coverage. The tools may be highly efficient and resourceful in offering enlightenment in international business and contributing to the progression of research. This is delightful since the method draws results from a cause-and-effect relationship, which can be applied in the area of management in business.
Different international practices may enhance the growth of global enterprises if brought to play as done by Cathy Engelbert, the Chief Executive Officer of Deloitte; a United Kingdom multinational corporation with head offices in New York City. One of its best global practices involves employee engagement, which is a central aspect of a successful business. This is mostly undertaken by employers who know that the input of employees towards organizational success cannot be underestimated as they are capable of devoting themselves to the business to make positive contributions. The other practice requires the employer to keep branding to tap into the best talent and ensure its retention. This may be realized by seeking to know the kind of reputation the employer has in the public domain.
The realization of a successful international business depends on domestic culture and organizational human resource management, control, publicity, and tactical design. Employers should develop a positive culture by preventing corruption and seeking to fill positions by getting the best personnel from the pool of talent. Businesses should have competent people, particularly for management and executive positions, and ensure their retention for facilitated reputation and success.
Apetrei, A., Kureshi, N. I., & Horodnic, I. A. (2015). When culture shapes international business. Journal of Business Research, 68(7), 1519-1521.
Cuervo-Cazurra, A. (2016). Corruption in international business. Journal of World Business, 51(1), 35-49.
van Witteloostuijn, A. (2015). Toward experimental international business: Unraveling fundamental causal linkages. Cross Cultural Management, 22(4), 530-544.