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| 2. |
- Abraha Gebrekidan, Desalegn, et al.
(författare)
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A model for understanding the process of firm establishment in foreign loosely-structured emerging markets
- 2018
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Ingår i: Journal for International Business and Entrepreneurship Development. - : InderScience Publishers. - 1549-9324 .- 1747-6763. ; 11:4, s. 327-342
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Tidskriftsartikel (refereegranskat)abstract
- Our understanding of the process of firm establishment in foreign markets is relatively limited especially in relation to host-developing and host-emerging markets. The market-specific and context-driven nature of the firm establishment process is largely overlooked in the literature. Against this background, we aim to chart the establishment process of a Spanish telecommunication firm, Telefonica, in Brazil and Chile by applying the 'four stage firm establishment process model in foreign markets' (Abraha, 1994). We identify strategic responses crafted by Telefonica to overcome the challenges during its establishment process. We revise Abraha's model in view of the findings and conclude with implications for managerial practices.
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| 3. |
- Abraha Gebrekidan, Desalegn, et al.
(författare)
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Determinants of the international strategic alliance process and alliance failure : learning from the Volvo-Renault break-up
- 2017
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Ingår i: International Journal of Strategic Business Alliances. - : Inderscience Publishers. - 1756-6444 .- 1756-6452. ; 6:1/2, s. 86-110
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Tidskriftsartikel (refereegranskat)abstract
- While the scholarly focus has shifted from strategic alliance formation to alliance performance and thus alliance outcome, the process that leads to a particular outcome: alliance success or alliance failure remains indeterminate. Given their high failure rate, this study aims to identify factors that contribute to an alliance failure to better understand the strategic alliance management process to help alliances survive. Purposefully, the Volvo-Renault alliance break-up is investigated. A Process Model for International Strategic Alliance Lifecycle is developed. The findings establish that post-formation, the strategic alliance process necessitates managing interactions among: partners’ objectives; partners’ resource contribution; access to partner’s network; and alliance performance. However, for an alliance to sustain, learning and assessment must be an integral part. Learning and assessment are critical strategic inputs that serve as ‘binding forces’, and as an ‘alert mechanism’ whereby timely corrective managerial actions are triggered in favor of an alliance sustainability and vice versa.
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| 4. |
- Abraha Gebrekidan, Desalegn
(författare)
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Establishment processes in a one party economy : the case of Eritrea
- 2010
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Ingår i: African Journal of Economic and Management Studies. - : Emerald Group Publishing Limited. - 2040-0705 .- 2040-0713. ; 1:1, s. 91-111
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Tidskriftsartikel (refereegranskat)abstract
- Purpose – The purpose of this paper is to address the issues of how business people perceive the business environment, how government policies impact the environment and how the environment impacts the establishment processes and position development of new firms in the Eritrean market. The process is discussed by keeping a strict focus on the main actors and the activities they carried out, as well as how the available resources are utilized and exchanged in the market.Design/methodology/approach – Drawing on the establishment process model developed from the network approach, case studies based on interviews and focus group discussions have been used to shed light on the extent to how government policies and the environment impacts the establishment processes and position development in the Eritrean market.Findings – An important conclusion of this paper is that the main obstacle for business establishment is the hostile attitude of the government to the private sector. Another significant obstacle for building a successful position in the market is the state-owned command economy network of relationships. An additional crucial hindrance is the non-existence of a market economy network of relationships that can provide firms in the private sector with the resources they need to perform their operations.Research limitations/implications – All firms in this paper have demonstrated that the main obstacle for establishment is the hostile attitude of the government to the private sector. Another obstacle is the state-owned command economy network of relationships, which hinders firms from building a successful position in the market. An additional crucial hindrance is the non-existence of a market economy network of relationships that can provide firms in the private sector with the resources they need to perform their operations. Since the paper is based on case studies and focus group discussions, conducting a similar study on a representative sample of firms selected from a larger population will be very useful.Originality/value – This paper makes a unique contribution by focusing on the establishment process in a market, which is regulated, controlled and owned by the one party government. The other unique contribution is that a firm has to identify the secrets of business success and to follow the same strategy.
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| 5. |
- Abraha Gebrekidan, Desalegn
(författare)
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Establishment Processes in the Traditional, Complex and Fast Developing Emerging Economy : The Case of Swedish Firms in China
- 2012
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Ingår i: Proceedings of the 2012 International Conference on Marketing Studies (ICMS2012). - : academic-journal.org.
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Konferensbidrag (refereegranskat)abstract
- Applying a qualitative case-study method this article examines the establishment processes of IKEA and HELDING Share Company (HSC). The findings show that establishment in China is a complex, time and resources consuming process. This is because the Chinese culture makes it a pre-requisite to build social networks of harmonious interpersonal relationships, i.e. guanxi_to achieve success. The rules are changing continuously and there is an excessive involvement of the authorities in the economic activities in the market. It thus takes time and consumes enormous resources to understand the problems and to develop strategies to achieve success in establishments. IKEA and HSC developed interpersonal networks (guanxi) with the JV partners and the various influential people (facilitators) in the different phases of establishments. The developed guanxi enabled the two firms to understand and to handle; the cultural constraint, the complicated and continuously changing legal system, the bottlenecks in authorities relationships, the most complex and time consuming bureaucratic structures, the unique style of negotiations, to get operations and import license, license for the land for running the business and to get various types of assistance in the network development.
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| 6. |
- Abraha Gebrekidan, Desalegn, et al.
(författare)
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From industrial networks to strategic alliances or vice-versa
- 2009
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Ingår i: International Journal of Business and Emerging Markets. - : InderScience Publishers. - 1753-6219 .- 1753-6227. ; 1:4, s. 361-386
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this paper is: to highlight the impact of industrial networks on strategic alliances; to determine if alliances help firms to build up new or strengthen existing networks; to find out whether alliances succeed or precede networks. Our findings show that well-developed networks have a positive impact on how alliances function and the results that they can achieve. The other finding is that alliances defend and strengthen networks, and also enable firms to build new ones or penetrate those of their alliance partner(s). The final conclusion is that it is difficult to determine if alliances succeed or precede networks.
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| 7. |
- Abraha Gebrekidan, Desalegn, et al.
(författare)
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How Developed-Country Firms Make Standardization/Transfer and Adaptations Decisions in Relation to their Developing-Host-Country Operations?
- 2019
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Ingår i: Journal of East-West Business. - : Routledge. - 1066-9868 .- 1528-6959. ; 25:2, s. 107-143
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Tidskriftsartikel (refereegranskat)abstract
- Factors influencing firms’ standardization and adaptations decisions tend to be treated as static isolated entities in the extant literature. Further, the focus is predominantly on Western MNCs and product development or marketing functions with manufacturing firms and the emerging/developing country perspective underrepresented. We explore factors, as well as their interrelations that determine standardization and adaptations decisions when a developed country manufacturing firm establishes operations in a developing country. Purposefully, Italian manufacturing firms with operations in Vietnam are examined. We identify functions, processes, and practices that are standardized/transferred and those that are adapted. A theoretical model is developed based on the findings.
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| 8. |
- Abraha Gebrekidan, Desalegn, et al.
(författare)
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Managing Cultural Differences in International Business Operations : A Perspective from Europe
- 2014
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Ingår i: Proceedings of 6th Annual American Business Research Conference 9 -10 June 2014, Sheraton LaGuardia East Hotel, New York, USA. - : World Business Institute Australia. - 9781922069528
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Konferensbidrag (refereegranskat)abstract
- While the advantages of globalization are numerous, (including economies of scale in research and development, production, marketing, access to large and many markets, access to new ideas, technologies, competencies, resources), globalization also brings with it new challenges. Cultural differences arguably being one of the most important of these challenges. Literature suggests that cultural differences and the firms’ ability to deal with them have a significant impact on firms’ operations as well as performance. Against this background, this study explores the relationship between cultural differences and the effectiveness of international business operations. The data is drawn from a sample of North European firms operating in diverse foreign markets. The findings show that for the European firms in our sample the learning, in the main, tended to take place 'by doing' over time. The paper concludes with managerial implications.
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| 9. |
- Abraha Gebrekidan, Desalegn
(författare)
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The Destructive Impact of the Psychopathic and Narcissistic Leadership on the Diplomatic Dimension of Nation Building
- 2016
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Ingår i: 17<sup>th</sup> International Academy of African Business and Development Conference Proceedings. - 9780620709354 ; , s. 51-
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Konferensbidrag (refereegranskat)abstract
- Abstract: This article examines the Diplomatic Dimension of Nation building in Eritrea in light of the diplomatic vision adopted in 1994 by the so called the Peoples Front for Democracy and Justice (PFDJ). Both secondary and primary data are used to write this article. The primary data is collected through telephone interviews, personal interviews, skype-interviews and focus-group discussions with some veteran liberation fighters, former government officials, diplomats and some Eritreans who were holding key positions in the government and who have experience and knowledge as to how the narcissists and psychopaths deal with the neighboring countries and regional as well as international cooperation and relationships. The main findings show that the leadership has committed a diplomatic, moral and ethical blunder scoring one of its main failures in the diplomatic dimension of nation building. This is due to the fact that it has applied a militarist and one man owned, designed, decided and mismanaged diplomatic relationships which is not at all co-operative, although it claims that it applies a healthy neighborly, regional and international cooperation and relationships as stipulated in the diplomatic vision. Moreover, the dysfunctional militarist and one man owned, designed, decided and miss managed relationships and diplomatic approach is not properly planned and it is poorly coordinated and terribly mismanaged. This reality has a serious negative consequence on the diplomatic, economic, social, cultural, organizational and political conditions of the country. The other finding of this study is that the reason why the failed, i.e. narcissistic and psychopathic leadership applies a militarist and one man owned diplomatic relationships model is because it clearly understands that to maintain and strengthen its political, economic, cultural, organizational and social power i.e. power of all aspects it has to have a full control of all the diplomatic, economic, financial and human resources in the country. The reason why the psychopaths spear headed by the self-appointed destructive dictator do not implement the diplomatic vision is because like all the other visions envisaged in the 1994 charter, the diplomatic vision was not designed to be implemented but to help the dictator to get enough time to create the conditions necessary to implement the hidden vision which the Eritrean people couldn’t yet design appropriate strategies to fight it adequately and to dismantle its power apparatus. The last reason for the failure of the diplomatic dimension of nation building is the lack of a competent and authentic leadership that possesses the qualities of an effective, legacy building and developmental leadership.
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| 10. |
- Abraha Gebrekidan, Desalegn, et al.
(författare)
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The Journey of Strategic Alliances
- 2017
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Ingår i: Proceedings of the 43rd Annual Conference of the EuropeanInternational Business Academy. - 9788864930428 ; , s. 54-
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Konferensbidrag (refereegranskat)abstract
- The purpose of this article is to highlight the journey to and from strategic alliances and if alliances lead to the creation of new Alliances, how existing networks are managed and strengthened and to identify the factors which impact and determine the journey to and from strategic alliances. One of the findings of this chapter is that, in the pre-strategic alliance phase firms can have direct and indirect relationships which can lead to the formation of strategic alliances under certain circumstances, whereas in just the opposite circumstances those relationships might not lead to alliances formation. The other finding is that one of the main factors which determines the journey of strategic alliances is the degree of internationalization of the firm and the market. It is also found out that the journey of alliances can be different in the different groups of Central Europe countries depending on the pace or degree of adaptation of those countries, i.e. whether they are fast-, or medium or slow adapting countries.
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