Background: As a consequence of the increasing globalization, more trade co-operation etc., swedish companies get to an ever increasing extent internationalized. Whereas some time ago it was mainly the big, established companies going abroad, today just as many small and medium sized swedish companies sell and produce goods abroad. During the past few years, there has been a tendency for research in the field of international business to focus manly on high-technology, so called knowledge-intensive companies. However, an important proportion of international companies in Sweden are part of the traditional manufacturing business. Research in the field concerning differences between different companies from different businesses is limited. Are there any differences in the way companies internationalize between the two categories? What are the differences? Purpose: The purpose of the study is to investigate if there are any differencies in the way swedish small and mediumsize companies internationalize, how these differencies look like, and the factors that influence the companies choice of entry modes. Problem In what way do swedish companies internationalize? Which entry modes do they choose? What factors affects the choice of entry modes? Are there any differencies in the answers of the questions above between traditional manufacturing companies and high-technology companies. Practical procedure: The paper is based upon an approach similar to a casestudy, using interviews with the CEO or head of the export departement as datacollection-method. The method of selection we used is based upon our own criteria regarding number of employees, turnover and other firm-specific data. We then selected four swedish international companies located in Linköping and Mjölby, of which two were high-technology companies and two were traditional manufacturing companies. Result: The study shows that companies in their early stages of the internationalization process drop a step-by-step approach to geographical and cultural close markets in order to internationalize. The two high-technology companies had a higher speed in their internationalization process compared with the two traditional manufacturing companies. Market potential was the main explanatory factor for all companies regarding choice of entry mode. Compared with the traditional manufacturing companies, the two high-technology companies were more organized in their international business affairs, anlayzing to a greater extent different alternative approaches. These companies also to a greater extend give priority to the participation in different internatioanl networks, marketpresence and the development of specific competencies. The two high-technology companies used more resource-demanding entry modes, whereas the two traditional manufacturing companies still to a greater extend rely on easy and cheap entry modes.

Background: The Uppsala and Network Models of Internationalization belong to the Nordic School and were created based on Swedish companies. Is that possible to apply these models to a Brazilian context? Brazilian companies are becoming more international and expanding to foreign markets, and this study is going to exam if the Nordic schools models can be used to explain the internationalization process of a Brazilian company. Purpose: The purpose of this thesis is to exam if the proposition, that states that the Uppsala and the Network Models combined can explain the internationalization process of a Brazilian company, is correct. Method: To collect material for this thesis an interview with the case company was done and also secondary data was used from the company. Results: It is possible to state that the combination of the two models is able to explain the internationalization process of the studies Brazilian company. It is also possible to state that where the Uppsala Models lacks explanation value, the Network Model can be applied.

Background: In recent years globalisation has become the recipe for companies to enter foreign market in order to increase sales. Today internationalisation strategy is not limited to large firms as small and medium size firms have taken the challenge to explore international market in order to achieve a sustainable competitive advantage. In this thesis, I and my co-author intend to investigate the internationalisation process of two Swedish firms, Vaderstad AB and ContextVision AB. Purpose: Our aim is to develop a model to provide a solid explanation of today’s Internationalization process. The model will be generated on the basis of studying three models, and the two Swedish firms’ Internationalization process. The model will also be inspired by Luostarinen&Welch (1988 in Kosonen, 1991) dimensions of internationalisation. We aim to suggest this model to firms which intend to begin internationalization process. Result: Two Swedish firms in our thesis conduct different internationalization strategies when they go to international market. Based on the empirical evidence and previous researches it is possible to develop a new model that can provide a holistic view of a firm internationalisation process

Background: What initially caught our attention was the fact that many Swedish manufacturing firms establish production abroad and consequently many jobs are lost. However we decided to go behind the alarming reports of lost jobs, and instead study the subject from the companies’ perspective. Purpose: The purpose of the thesis is to study why Swedish companies establish production in China and Eastern Europe, how the production in these regions works, and what effects it has had on the company. Method: A qualitative study was conducted where interviews were performed with six Swedish manufacturing firms. The answers from each interview were then analyzed in order to match the empirical findings to the theoretical framework. A joint analysis was conducted where the answers from the six interviews were compared and analyzed. Finally conclusions were drawn as answer to our purpose. Conclusions: Our studies show that there are two main reasons for Swedish manufacturing firms to establish production in China and Eastern Europe respectively. These reasons are reduced costs and possibility to produce closer to the market. Keeping the product development in Sweden when producing abroad does not imply any problems as long as regular visits are paid to the plant. These visits are also important in order to maintain the relationships, which seems to be especially important in China. Cultural differences affecting the production exist to a varying extent both in China and Eastern Europe compared to Sweden. Establishing production abroad seems to be successful for most companies.

Förflyttning av fabriksarbeten till låglöneländer har varit en vanligt förekommande diskussion den senaste tiden. Idag kan vi se denna trend utvecklas ytterligare till förflyttning av affärsprocesser. En av dessa processer som varit omdiskuterad på senare tid är Forskning och Utveckling, FoU. Trots att FoU bland annat innefattar kunskap och kompetens och det faktum att Sverige är känt för att vara ett land med hög kompetens och framgångsrika högteknologiska företag tycks en stor oro kring risken för utflyttning av högkvalitativa arbeten till låglöneländer förekomma. Genom en kvalitativ studie med en reflexiv metodologi kombinerad med en abduktiv metod har frågan vad FoU-trenden innebär och vilka, från svenska företags perspektiv gällande kompetens och kunskap, hot och möjligheter som finns i denna trend besvarats. Från de tre olika synvinklarna; respondenter arbetandes utanför företag, respondenter arbetandes i företag och respondenter arbetandes nära företag, samlade vi information om det aktuella ämnet och fann sex områden från vilka användbar information kunde användas för att besvara studiens syfte; offshore-trenden, internationalisering av FoU, kostnad kontra kvalitet, kompetens/kunskap, nätverk samt möjligheter respektive hot. Det finns ingen säkerställd information kring internationaliseringens proportioner men en tendens till förflyttning av företag kan fortfarande urskiljas. Detta leder dock även till ett ökat antal utlandsägda företag i Sverige, vilket kan resultera i en bredare och djupare kunskapsbas i landet. Svårigheterna att förflytta kunskap tycks vara ett problem och i takt med att låglöneländernas kompetens ökar kan det vara aktuellt att flytta delar av FoU-enheter. Det är därför av stor vikt att vara flexibel och föränderlig för att ha möjligheten att förbli konkurrenskraftig på den globala marknaden. Vidare spelar nätverk en viktig roll vad gäller global konkurrens eftersom dessa kan leda till ökade kunskaper och möjligheter. Jakten på minskade kostnader och ökad kompetens kommer förmodligen alltid vara ett faktum. Det viktigaste under dagens globala förändringar och nya verklighet är dock att inte tolka förändringarna som hot utan som möjligheter. / The relocation of manufacturing professions in favour of low-wage countries have been a frequent discussion lately. Today we see the trend develop even further, towards relocation of business processes. One of these business processes that have been up for discussion in recent times is Research and Development, R&D. Although R&D is among others built on knowledge and compe-tence and Sweden are known for being a country with high competence and successful high technology companies, a huge worry appears to exist about the risk of loosing highly qualified positions to low-wage countries. By a qualitative study with a reflexive methodology way of thinking combined with an abductive method, we have answered the question what the R&D offshore trend signifies and what, from a Swedish companies’ perspective, considering competence and knowledge, threats and opportunities there are in this trend. From the three different viewpoints; respondents working outside companies, respondents working inside companies, and respondents working close to companies we gained information about the subject in matter and distinguished six areas from were useful information could be gathered in order to fulfil the purpose of the study; the offshore trend, R&D internationalization, cost versus quality, competence/knowledge, networks, and opportunities and threats. There is no ensured knowledge of the internationalization proportions but there is still a tendency to relocation of companies. However, this also lead to an increased number of foreign owned companies in Sweden, which may result in a wider and deeper knowledge base in the country. The difficulties in transferring knowledge seem to be an issue and while low-wage countries’ competence increases there might be in question to relocate part of R&D units. It is therefore of huge importance to stay flexible and responsiveness to be able to stay competitive at the global market. Further net-works play an important role when competing globally since these may contribute to increased knowledge and better opportunities. The chase towards decreased costs and increased competence will always be a fact. However, the most important during today’s international changes and the new reality is to not interpret the changes as threats but as opportunities.

In this paper we aim to identify the most important factors that influence the decisions made by large Western MNCs concerning post entry changes (PEC) in the BRIC markets. Thiss tudy attempts to explain processes and reasons why these changes take place. In addition we make a comparison between strategies followed and the differences between them for each of the BRIC markets.Most academic literature focuses on entry mode theories, however little has been written onPEC. PEC today is a hot topic in the current international business environment. This isevident in the market as many Western MNCs that invested in emerging markets throughJoint Ventures (JV) during the late 1980s and 1990s are now restructuring their strategies in order to further their growth (Luo, 2007).The paper uses a qualitative study to explain and explore PEC strategies in each of the four BRIC markets, using case studies of three Italian large MNCs: Artsana, De Longhi and Luxottica.The study finds that firstly BRIC markets should not be seen as a whole, as academic literature has a tendency to suggest. Secondly, the study finds that country-specific conditions directly affect PEC choices and decisions differently in each market. We have identified a number of variables which influence PEC, of these economic conditions and institutional context pressures were found to be the most important determinants for PEC within the MNCs studied. This study will help management to better choose appropriate PEC and set the most suitable operational mode for each specific environment.

The relevance of global economy are being enhanced day by day, organizational internationalization is becoming more and more important nowadays. Many companies have stated their internationalization process, but not all of them are successful. Thus, the main purpose and aim of this study is to research the relationship between the internal management of organization and firm internationalization process, and find out the most important internal factors (entrepreneur, corporate culture, organizational human resource management) which could push organization to identify the internationalization opportunity and to operate the internationalization process. In this paper, authors construct an original theoretical framework, and chooses Huawei Company as a real example to examine the theoretical results which are concluded from the existing studies.

French SMEs within the medical technology industry follow an internationalization pattern which cannot completely be explained by traditional internationalization models. Going abroad is not a strategy to overcome challenges inherent to the medical technology industry. Instead, it is the positive consequence of their merge with internationalized firms, or an opportunity offered by their network.

To find an appropriate balance between centralization and localization is a key factor for a successful international company. From a company perspective, this thesis tries to figure out if the different aspects such as organizational culture, national culture and industry sector determine the standardization or adaptation of companies' websites and which website features are affected. The internationalization typology of Barlett and Ghoshal has been used to classify 12 companies from 3 industry sector according to their international strategy. Then their websites in United States, Germany and Taiwan will be analysed to compare if the internationalization types among their websites correspond to the expected. The results show that the three aspects impact the appearence of their websites.

As two former exchange students ourselves and studying the International Business and Economics program we were appealed by writing this thesis on commission for the International Office at Umeå University. The marketing of education is an area of research still in development. This lead us to our problem: In what way do International Offices work to market their exchange programs? The purpose of the study was to get an understanding of how International Offices in Europe work to market their exchange programs. We wanted to see and compare how the International Offices work to make students go and come on exchange programs. All this to improve the knowledge of the International Offices in Europe to become more effective and achieve greater success. We started our theory chapter by writing about service marketing: describing a service and how to work with it. We continued with theories about the marketing of education. Australia turned out to be the country where we found the basis for our study. They are researching the most within the marketing of education. Using the theories as a basis we constructed a model called ‘the European Director’ of how International Offices in Europe work to market their exchange programs. The study was done using a qualitative method. Three telephone-, and one face-to-face interview were conducted with persons working in International Offices. Our view of knowledge was hermeneutical and we had a deductive approach even though somewhat influenced by the ‘golden middle way’. Our perspective was that of the International Offices. The results of our study were a compilation of our model that we constructed. Placing any IO in the head of ‘the European Director’ can tell how an International Office is working on a national- and international level towards students, other IOs and other universities. On an international level towards students the Internet and student ‘recruiters’ are tools that are used. Towards other IO’s and universities the Internet, brochures, personal selling and relationships are important. On a national level the Internet towards students is also an important tool, as is also personal selling and direct marketing. Towards other IO’s and universities the Internet and cooperations in different forms are used. The internationalization and the staff is very important in all offices. The internationalization is constantly on their minds and some offices even feel great pressure from it. The internationalization is evident in all offices since they all, except one, use individual marketing campaigns towards different countries.