The total amount of FDI ¡]Foreign Direct Investment¡^ in China has increased dramatically in recent years; however, what factors have motivated Chinese firms to invest abroad? Since 2001, China¡¦s foreign exchange reserves have been continuously increasing1, while holding significant FX reserves has pressured the central bank to offset the loss which resulted from RMB appreciation. Moreover, China, where they controlled less strategic asset than the global rivals, taking FDI was also late than developed countries. As a response, Chinese government has implemented the ¡§Going abroad¡¨ policy that foster OFDI which encouraged domestic companies to invest overseas so as to enhance its international competitiveness. In doing so, it is able to address the competitive disadvantage, acquire both tangible and intangible assets by engaging international activities, and in the meantime to sterilize the increase of foreign reserves. In terms of FDI entry mode, China has engaged in different levels of transnational investment. Exporting, OEM, international subcontracting, and joint venture are generally undertaking by Chinese firms, whereas state-owned companies focus on mergers, acquisition and organic expansion. Previous studies into the internationalization have tended to discuss inward FDI, while outward FDI is also important. For the above reason, this study aims at examining both these two parts as well as the internationalization of Chinese firms. Starting from the top 500 enterprises, we will mainly target the energy and IT industry as the basis of analysis. The data collection spans from 2000 to 2009, also include the content analysis .To verify the hypothesis, we apply multiple regression to investigate whether the internationalization of these two sectors have display the correlation between sales revenue, and foreign paten outputs. The empirical results find that: ¡]1¡^ The motivation of IT industry are more inclined to acquire intangible asset and explore new market, whereas the energy industry aims at obtaining natural resources.¡]2¡^ On the respect of entry mode, the incentive of state-owned enterprises is to fulfill the state policy , mainly adopt mergers and acquisitions. and the non-central state-owned and private enterprises relatively focus on organic expansion as well as the M&A. ¡]3¡^ With these two hypotheses, the first one reflects the internationalization is significant to foreign patent outputs and positively related to each other. and second exhibits that all independent variables, including the internationalization ¡]score¡^, patent outputs as well as exporting are all positively significant to the sales revenue. In conclusion, ¡¥¡¥going abroad¡¦¡¦ strategy has positive contributions to the sales revenue.

The reason that a firm have to run its business in diversify ways, is to extend contents that it produced, enhance its business values and gain more benefits. Diversification has two kinds of business models, which is vertical and horizontal diversification. As for a steel company, vertical diversify is use its main business as the core, then extend to other new territories of steel business. A firm, which uses internationalization strategy, has several internal and external factors. The internal factors, which are like domestic market is to small, rise to the labor costs, values of people change, traditional industries move abroad, and lack of lobar power. For external factors is free market economy, change of the business environments. To lower the cost, company has to integrate domestic and abroad advantageous resources. The firm has to advancing its own competitiveness by internationalization. Corporation merge is for the purpose of expanding the organization scale and operation abilities, and to pursue growth of external businesses. By buying target company¡¦s properties, to reach the goal of corporation merges. With the transnational merge can also achieve the internationalization strategy. The integration and re-engineering of working process, is the key task after to take over the management of the merged company. To co-operate with company strategy, review the resources needed during the integration. To plan and design the method of improves working process. And to start the implementation. To review the achievements of the integration and improvement of the working process. Can be judged by key events, which defined by different main manufacturing and managing issues. And with review in each phase, the effective of improvement could be ensured. For every company, every important decision made. Will lurking with several uncontrollable factors. To face with the risks, which are coming from any miss-judgment or fails decisions during the merging process that could ruin the whole merging process. In conclusion and suggestion section, we will discuss more about the best processing model of merging task.

Industrial computer is a niche industry. In the past, because of the certain level entry barrier, it is not a hot industry to be discussed. Now, Taiwan has more than a decade in technology products manufacturing experience, which contributes the industrial computer industry cluster. It is predictable that in 5-10 years, the industry is profitable for the reason that the application of the products and technology is more popular in daily life. Furthermore, the computer technology industry has changed to be R&D and technology innovation oriented from purely manufacturing and OEM, ODM. It comes with the result that there are more and more Taiwan International Procurement Office set up to be the communication contact between customers and manufacturers. However, recently for the effect of the phenomenon of Taiwanese manufacturer moving the factory to low labor cost countries, the advantage is not longer staying. Taiwan industrial computer manufacturers also get a lot of OEM/ODM orders. Many international system companies set up an procurement office in Taiwan for better communication. But the case company is not like the previous. It is a German added value distributor, who imports Taiwan industry computer parts and bare bone to sell locally. The reason for her to set up an international procurement office is to speed up the incoming material. The case company type, business model and procurement office values are different from the normal procurement office. This is why the study would like to understand case company¡¦s and her procurement office international purchasing strategy and competitive advantage, and observe how the company keeps the competitive advantage not t be threaten by manufacturer moving out. From the company background, the study find out industrial computer and Taiwan Procurement Office environment and opportunities, then it moves on analyzing company internationalization and procurement office setting up motivation. After knowing the reasons, the study concludes the international purchasing strategy. Finally, by having diamond model and SWOT analysis, then there is the competitive advantage. The result of the study is that the case company uses National Procurement, Proactive Strategy or Offensive Sourcing Strategy as her International Procurement strategy. The strategy is high involvement on internationalization and it helps to build up or strengthens the competitive advantage. Besides, mother company support is required because International Procurement Strategy has positive and direct connection with operation strategy. The reason for the case company to set up a Taiwan procurement office is in order to strengthen her differentiation strategy. Because Taiwan has better labor condition, near to suppliers and efficient logistic from industrial computer cluster, all make the obvious cost advantages. The suggestions for the case company are listed below: to be a know-how turntable supply chain or to go differentiation by having multi-function value added service to keep the advantage.

ABSTRACT As the global market effect, most enterprises have complicated relationship between cooperation & competition. The most effective strategy & accurate operation structure became the most significant guide line in all industries. Through the Taiwan industries development history among the global market, three most significant concepts were listed as follow: 1. Economic aspect ¡V minimized the capital consumption in all business transaction. 2. Strategy aspect ¡V Combine others abilities & resources to enhance its own strength 3. Marketing aspect ¡V established standard industries rules & use it to rule the market. Over competition between industries will not only increase the cost consumption and also defected the relation between industries network system. The most effective solution is to provide a clear system for production, transportation & sales. Globalize the trading connection between all countries in-order to maintain the business under any circle stances. In fact, cooperation between the industries is the most significant & effective strategy against the global market competition. Taiwan industries management team must consider carefully on all factors that would occur in all investment plans. Analysis the most accurate resource combination structures & created the most precious strategy for production, sales & investment.

<p>Background:</p><p>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.</p><p>Purpose:</p><p>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.</p><p>Method:</p><p>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.</p><p>Conclusions:</p><p>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.</p>

<p>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.</p> / <p>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.</p>

<p>Background</p><p>International trade has dramatically increased during the last half of the 20th century and it is now of significant importance to most eco-nomies. International trade is especially crucial to countries such as Sweden, with a small domestic market. It has been said that a com-pany needs to have a committed management, as well as a strategy for it’s export and it’s marketing to reach long-term success. Never-theless, companies sometimes use a “strategy of least involvement”, leaving the international marketing strategy decisions in the hands of foreign agents and distributors.</p><p>Purpose</p><p>The purpose with this thesis is to investigate how the export and marketing strategies have been developed and implemented by suc-cessful Swedish export companies.</p><p>Method</p><p>Winners of the Export-Hermes Prize and Stora Exportpriset have been used as a sample of successful export companies. Qualitative semi-structured interviews with four of them were conducted to col-lect the empirical data.</p><p>Conclusion</p><p>The export companies in this study showed great differences con-cerning their original export ambitions, the methods they used to se-lect foreign markets, the modes that they used to enter new markets and the pace in which the international expansions were carried out. There were however strong similarities between the successful ex-port companies in other areas. All four companies had owners and top management who had been, and in most cases still were, highly involved and driving forces in the export activities. The companies also shared a belief in working with clear goals and having a strict control over subsidiaries and intermediaries. The authors are of the opinion that this control and monitoring are crucial for the success of the implementation of the export and marketing strategies.</p>

<p>Abstract</p><p>Introduction</p><p>Boarders are shrinking, the world becomes more internationalized and the globalization of society has resulted in increasing demands on universities to adjust their education to the labor market. A growing interest among Swedish students to study abroad and re-ceive an international experience has increased as well. The changes in the environment have affected organizations’ recruitment processes and how they manage their human resources.</p><p>Problem</p><p>Today an ordinary education is not enough, you need to have something unique, some-thing that makes you stand out in the crowd. As a student you are encouraged to study abroad, and many view this as a possibility to broaden their competence. However, it is not known how future employers value and compensate this experience.</p><p>Purpose</p><p>The purpose of this thesis is to examine how university studies abroad are valued when recruiting white-collar workers. The ambition is to provide prospective and current stu-dents with an understanding of the employers’ view of the subject.</p><p>Method</p><p>The empirical data have been gathered by using a qualitative approach and face-to-face interviews have been conducted with the human resource manager at eleven medium- and large-sized organizations, located in Norrköping, Linköping, and Jönköping.</p><p>Conclusions</p><p>We have come to the conclusion that it is difficult to determine specific competences that are preferable in the selection of white-collar workers, however the candidate’s unique competences are somehow reflected in the personality. Organizations view the study abroad experience as rewarding for the candidates personal development and ma-turity. The university study abroad experience might not be valued higher in the future, but the more knowledge and information available, the larger are the benefits for both the organizations and the candidates.</p>

<p>Background: During the past ten years an increasing trend of international representation in Swedish boards, referred to as board internationalization, has occured. Figures show that in 1994 foreign board members held 3,4% (Sundin & Sundqvist, 1995) of the seats in Swedish companies boards, today that figure is 14,2% (Fristedt & Sundqvist, 2005). This trend seems to continue as the nominations of this year is streaming in. Although this trend occurs Swedish business press is questioning why not more foreign directors are being appointed members to board (Almgren, 2006). Fahim (2005) also questions this and argues that companies need to realise that there is a profitability perspective on the subject of diversity. In many of the large Swedish companies the absence of foreign directors is noticed, but there is a few in the forefront which have appointed foreign directors. The reasons for internationalizing a board can be different and it interesting to investigate how forefront companies discuss internationalization in general and which reasons in particular that drives board internationalization.</p><p>Purpose: The thesis' purpose is to investigate the main rational for board internationalization.</p><p>Frame of reference: In the frame of reference, four possible influences on the internationalization of the board is presented, in order to be discussed and compared to the empirical findings; corporate governance, ownership structure, stakeholder pressure, and competitive advantage.</p><p>Method: In order to fulfill the purpose, a qualitative research method is chosen, based on in-depth interviews. The sample consists of ten interviews with chairmen of Swedish boards within companies that are represented by at least one foreign board member.</p><p>Conclusion: We have concluded that the main rational of board internationalization is the search for competitive advantage, which is believed to be created by a board with diverse competences and networks. Regarding ownership structure, foreign private owners are the only ones that are influencing the internationalization. Both the corporate governance development and the stakeholder pressure are identified in the empirical findings, but not believed to be an influence of internationalization.</p>

<p>Introduction</p><p>Boarders are shrinking, the world becomes more internationalized and the globalization of society has resulted in increasing demands on universities to adjust their education to the labor market. A growing interest among Swedish students to study abroad and receive an international experience has increased as well. The changes in the environment have affected organizations’ recruitment processes and how they manage their human resources.</p><p>Problem</p><p>Today an ordinary education is not enough, you need to have something unique, something that makes you stand out in the crowd. As a student you are encouraged to study abroad, and many view this as a possibility to broaden their competence. However, it is not known how future employers value and compensate this experience.</p><p>Purpose</p><p>The purpose of this thesis is to examine how university studies abroad are valued when recruiting white-collar workers. The ambition is to provide prospective and current stu-dents with an understanding of the employers’ view of the subject.</p><p>Method</p><p>The empirical data have been gathered by using a qualitative approach and face-to-face interviews have been conducted with the human resource manager at eleven medium- and large-sized organizations, located in Norrköping, Linköping, and Jönköping.</p><p>Conclusions</p><p>We have come to the conclusion that it is difficult to determine specific competences that are preferable in the selection of white-collar workers, however the candidate’s unique competences are somehow reflected in the personality. Organizations view the study abroad experience as rewarding for the candidates personal development and ma-turity. The university study abroad experience might not be valued higher in the future, but the more knowledge and information available, the larger are the benefits for both the organizations and the candidates.</p>