Over the years so many academic literatures has revealed that increased number of firms have seen internationalization as a means to gain and sustain competitive advantage and even increase economic of scale, and this has led many western companies to emerging markets. In this paper we discovered that among the pool of Swedish firms, only the MNEs have seen Nigerian market attractive to internationalize to, but just a few of the Swedish SMEs has expanded to the Nigerian market. This research was conducted by doing a qualitative study with the use of phenomenological research approach, during our investigation on the functions of intermediaries in Swedish SMEs internationalization to Nigeria market.Furthermore, we were able to understand the importance and functions of the different marketing intermediaries’ in Swedish SMEs internationalization to Nigeria market. These intermediaries equip the Swedish firms with the required objective knowledge of the Nigerian market, updating them with recent development of the opportunities and threats involved in the Nigerian marketing environment, and linking these Swedish firms to the required government departments, distributors, agent/broker, customers, middle men etc, thereby impacting them with the experiential knowledge. Moreover, it is important for firms to have objective or pre-market knowledge of a particular market before entering that market, but this knowledge is regarded as non-helpful knowledge to firms. But the experiential knowledge is acquired over time in the market, which is regarded as the helpful knowledge. It is evident that the intermediaries equip these firms with both objective and experiential knowledge.Although the opportunities in some emerging markets are very attractive, but the threats in these markets are other factors firms also put into consideration before internationalizing to these markets. This is why thorough market research has to be done so that firms can create effective marketing strategies when they want to expand their marketing activities to emerging markets. Despite the risk and uncertainties involved in doing business in foreign countries, still yet companies selling global products do not have any choice than to internationalize their marketing operations.

Due to the globalization trend, the internationalization of small and medium enterprises (SMEs) has become a common practice in the last decades. The New Product Development (NPD) is recognized as innovative value creating effort that has become important in the high-risk, globally competitive environment, and small firms seem to be more effective in utilizing product design and manufacturing involvement, while large firms standardize and formalize the product development practices. Thus, the main focus of this research study is the NPD capabilities and the internationalization process. The main research question focuses on whether and how the NPD capabilities influence the internationalization process of the companies in the health industry. A qualitative study is carried out to answer the research question by interviewing three Swedish companies in the health industry. The empirical findings and analysis conclude that the NPD capabilities and the internationalization process go along with each other and they are both dependant. There is a positive relationship between the NPD capabilities and the internationalization process, but it is not yet defined which one has a greater influence.

Multinational corporations (MNCs) raised from emerging markets (EM) have drawn enormous attention to the world in recent decades. These internationalization activities have not only signaled characterized features of globalization, but also foreseen the future of strengthened “latecomer” global position emerged from developing countries. However, current studies have shown sufficient lack on research towards motivation behind EM MNCs’ internationalization. Many current theories and models were followed by patterns applied within those more developed countries. Nevertheless, EM MNCs appeared to hold different motivations approaching to internationalization. Thus, this paper documents a series of reasons that triggered EM MNCs to internationalize. In particular, studies carried out from this paper have concluded into a 2x2 Model, which characterized that the EM MNCs’ internationalization motives are incorporated from two perspectives (institutional based and resource based) into two approaches (asset seeking and opportunity seeking). Four case studies of multinationals in technological industry from two emerging markets are included in this paper, in order to attest validity of the 2x2 Model; these multinationals are Lenovo (China), Haier (China), Arçelik (Turkey), and Vestel (Turkey). We believe that technological industry is one of the most significant industries from emerging markets that is intensively involved in international activities; the selected firms have shown devoted global strategies and created certain size of impact in the global market, which is genuinely representative towards our studies.

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Background: China is the country with the worldwide hugest hydropower reserves. Interms of meeting its electricity demand, further development of its reserves is necessary.European companies are leading on the hydropower market and strive for projects inChina, resulting in challenges and opportunities while facing emerging market features.Aim: This study presents an analysis of the Chinese electricity market with the aim toidentify challenges and opportunities European hydropower companies face whenoperating or entering this market. The analysis uses Blue Ocean as strategic tool to finda new perspective of examining the market situation and potential.Definition: The OECD (2007) defined hydropower as “electricity generation using thepower of falling water”.Method: This study is based on qualitative research. It constitutes five expertinterviews with company employees as Voith and a professor for fluid mechanics andhydraulic machinery at Stuttgart University.Results: The analysis resulted in 12 challenges and opportunities for Europeanhydropower companies. The challenges arise mainly from political influence on theChinese market. Opportunities, on the other hand, have strategic implications on alltime horizons but focus on different technologies and directions. The long term strategicopportunity was identifies by applying the Blue Ocean strategy. Further this proves theex ante applicability of the Blue Ocean strategy.

Purpose The aim of this study is to explore, describe and analyze how service firms overcome barriers of internationalization at an early stage. Thus, this study is aiming to increase a better understanding of what kind of preconditions these firms have in the very early stages of internationalization. Methodology This research has been based on qualitative case study and abductive approach. We wanted to pursue this research strategy since we were aiming to receive an in-depth understanding of service firms’ early internationalization process. A delimitation we further have applied in this study is a focus only on early entry to Norwegian market and on Swedish consulting firms. These delimitations have been based mainly on the fact that it would be easier to compare the results from the empirical data. We have furthermore conducting a total of 5 interviews with 6 interviewees. Three of these have been with our chosen case companies and the other two have been with two external actors with profound knowledge about the Norwegian market.   Conclusions In our conclusions, we have identified the main characteristics of barriers in an early internationalization stage for service firms and enablers to overcome these barriers. The three key enablers are networks and relationships, international entrepreneurship and presence at the foreign market.

In this study the authors wanted to find out what role networking and knowledge play for a Swedish company that wants to enter the Nigerian market. This was done by using a qualitative approach and conducting interviews with HQS AB a Swedish company that entered Nigeria, the Swedish Trade Council and the Nigerian Embassy. No studies have previously been done about the internationalization process for a Swedish firm entering Nigeria therefore this essay provides empirical findings that can be useful for Swedish firms that want to enter Nigeria and for researchers within international business. The result from this study indicate that HQS AB had a successful market entry to Nigeria mainly because networking help them get in touch with partners that could add value by providing valuable connections that eventually helped HQS AB to start their business in Nigeria. Moreover, by attaining tacit knowledge in Nigeria, HQS AB managed to handle challenges in Nigeria such as the complex bureaucracy system and the business culture in the country.

The prevalence of internationalization in universities today is affecting the cities in which they are located. As the integration of international students adds to the ambiance and culture of a city, the authors argue that mutual participation of universities and communities will influence the development of a city. The aim of this thesis is therefore to explore the collaborations between the two, using Jönköping’s International Business School (JIBS) as a case study. In focusing our attention on international students and their part-time employment, we wish to gain a better understanding of the potential effects a university may have in enhancing a city. Research was conducted in an effort to obtain diverse views and uncover underlying themes that may exist between different stakeholders. Respondents from the following organizations were interviewed to clarify the different perceptions: The University Service’s Career Center, International and Recruitment Offices at JIBS, and Jönköping Municipality. It was found that networking between JIBS and Jönköping exists, but that the relationship appears to be complex as each party has different dimensions to consider, making true collaboration difficult. However, communication and cooperation could be useful in steering the direction of city development. The presence of international students is seen as influencing the culture, knowledge, and image of the city, but a true integration of these students is lacking. A further contribution through the inclusion of international students in part-time employment is believed to be beneficial to both the city and students, but barriers such as language make this a difficult task. An alliance between JIBS and Jönköping is therefore encouraged, as their combined efforts are crucial in solving these types of issues. We claim that the integration of international students through the creation of part-time jobs or internships demonstrates one way JIBS contributes to the city.   The prevalence of internationalization in universities today is affecting the cities in which they are located. As the integration of international students adds to the ambiance and culture of a city, the authors argue that mutual participation of universities and communities will influence the development of a city. The aim of this thesis is therefore to explore the collaborations between the two, using Jönköping’s International Business School (JIBS) as a case study. In focusing our attention on international students and their part-time employment, we wish to gain a better understanding of the potential effects a university may have in enhancing a city. Research was conducted in an effort to obtain diverse views and uncover underlying themes that may exist between different stakeholders. Respondents from the following organizations were interviewed to clarify the different perceptions: The University Service’s Career Center, International and Recruitment Offices at JIBS, and Jönköping Municipality. It was found that networking between JIBS and Jönköping exists, but that the relationship appears to be complex as each party has different dimensions to consider, making true collaboration difficult. However, communication and cooperation could be useful in steering the direction of city development. The presence of international students is seen as influencing the culture, knowledge, and image of the city, but a true integration of these students is lacking. A further contribution through the inclusion of international students in part-time employment is believed to be beneficial to both the city and students, but barriers such as language make this a difficult task. An alliance between JIBS and Jönköping is therefore encouraged, as their combined efforts are crucial in solving these types of issues. We claim that the integration of international students through the creation of part-time jobs or internships demonstrates one way JIBS contributes to the city.

Nowadays, an increasing number of global retailers such as IKEA, Carrefour and Auchan, are expanding their business internationally: internationalization is seen as a way to face competitors as well as to enhance position on the market. In particular, emerging markets are becoming a fertile field for investing resources due to their fast economic development and growing disposable income of the local population. A number of market actors (or stakeholders) affect or are affected by the internationalization process, and therefore stakeholder management determines its success to a large extent. Thus, stakeholder management competences are becoming increasingly important in today’s business world. Our study addresses stakeholder management strategy applied by a Swedish global retailer (IKEA) when internationalizing to the Russian market. We also try to identify the main cultural differences between the focal organization and the Russian stakeholders, and the way in which the company faces and overcomes those diversities. Thus, we first give a brief overview of stakeholder management approach applied by IKEA on the corporate level, and then focus on particular practices adopted in Russia. Although the IKEA Group has internal and external stakeholder management framework, we find out that no explicit stakeholder management methodology is used in Russia. The strategy of managers is emergent and implicit, but within the company guidelines and code of conduct and in accordance with organizational culture and values. Although we outline IKEA Russia’s interaction with all main stakeholder groups on the Russian market, we examine more in detail the strategies applied towards the company’s three most critical stakeholders: government, suppliers and employees. Hence, IKEA Russia opts for long-term close collaboration with suppliers through knowledge and expertise exchange, close relationship-building, improvement of working standards, and even financial investments in some cases. Employees are granted good working conditions and respectful attitude, different compensation package, possibilities for personal and professional development. Government, identified by our respondents as the most challenging stakeholder, is approached through lobbying on different levels, development of personal relationships, exchange of experience and best practices. However, when interacting with authorities, IKEA also has to adapt, be “flexible within the limits”, and focus on the long-term. Having outlined real-life strategies applied by IKEA in Russia, we compare them with the results of theoretical modeling. In order to come up with theoretical propositions for stakeholder management of IKEA in Russia, we developed a stakeholder management model, which comprised all the most relevant theories. We, thus, discover that theoretical suggestions for stakeholder management are close to what is done by management in practice. However, the theoretical model overlooks “soft” aspects of dealing with stakeholders: local and organizational culture, turbulent business environment, fast pace of doing business. Moreover, it is difficult for a single stakeholder management framework to give a one-right stakeholder management approach: it is important to combine different theories and use them for complementing each other. This allows to get a more profound insight into managing stakeholders. We develop our research based on the information we could gather from IKEA’s representatives as well as secondary data sources, such as books, two doctoral theses, and a vast amount of journal articles. Our respondents were asked to answer questions throughout which their perceptions about the company’s stakeholders have been evaluated. This has helped the researchers to draw conclusions and answer the research questions.