Economic Globalizations: Corporation Flashcards

1
Q

Economic Globalization: Corporations (Chapter 14) author

A

Peter Dicken

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2
Q

The business corporation that is the central actor and the primary shaper of the global economy.

A

Transnational Corporation (TNC)

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3
Q

2 of one of the chartered trading companies, which emerged in Europe from the 15th century that played extremely important roles in the evolution of an increasingly interconnected political economy.

A
  1. East India Company
  2. Hudson’s Bay Company
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4
Q

The allegedly placeless giants whose operations span the globe and which owe no allegiance to any particular country or community.

A

Global Corporations

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5
Q

It is an investment by one firm in another with the intention of gaining control over that firm’s operation.

A

Direct Investment

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6
Q

It is simply direct investment that occurs national boundaries, that is, when a firm from one country buys a controlling investment in a firm in another country or where a firm sets up a branch of a subsidiary operation in another country.

A

Foreign Direct Investment

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7
Q

It refers to the situation in which firms purchase equity in other companies purely for financial reasons and not to gain control.

A

Portfolio Investment

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8
Q

2 categories of Firms Transnationalization

A
  1. Market-Oriented Investment
  2. Asset-Oriented Investment
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9
Q

The second set of reasons derives from the fact that the assets that firms need to produce and sell products and services are also geographically very unevenly distributed and, therefore, may need to be exploited in situ.

A

Asset-Oriented Investment

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10
Q

It is where the developments and communications technologies, as well as in production process technologies, have increased the ability of firms to access other unevenly distributed assets on increasingly wide geographical scales.

A

Natural Resource-Oriented Investment

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11
Q

It sprang into prominence in the literature of the 1970s and 1980s that was based upon the claims that firms in the Western industrialized countries were fleeing the constraints of high-cost, militant labor to tap cheap and malleable labor in developing countries.

A

New International Division of Labour

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12
Q

2 major ways in which firms develop transnational activities

A
  1. Greenfield Investment
  2. Engagement with other firms
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13
Q

It is simply building of totally new facilities and it adds up to the productive stock of both the firm itself and the country/community in which it occurs.

A

Greenfield Investment

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14
Q

It involves the transfer of equity between companies or involves a shift in ownership and control of both firms’ entire assets.

A

Merge and Acquire (M&A)

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15
Q

It is where relationships between partner firms are increasingly multilateral, rather than bilateral, polygamous rather than monogamous.

A

Networks of Alliances

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16
Q

An alliance that also proliferate in the semiconductor industry to develop new generations of memory chips.

A

International Strategic Alliances

17
Q

A new component in the economic landscape for creating the new constellations of economic power.

A

Collective Competition

18
Q

These are entrepreneurial ventures which operate beyond their home territory from the outset.

A

Born Globals

19
Q

The Russian painter that once observed that every painter is born somewhere, and even is later he responds to other surroundings, a certain essence, a certain aroma of his native land will always remain in his work.

A

Marc Chagall

20
Q

a A characteristic which then interact with the place-specific characteristics of the countries and communities in which they operate to produce a set of distinctive outcomes.

A

Bearers

21
Q

A distinctive Japanese business groups that have been at the center of Japanese economic development during the post-World War II period.

A

Keiretsu

22
Q

In Korea, they are being drastically restructured and the relationships with the state reduced.

A

Chaebol

23
Q

4 ideal types of TNC

A
  1. Multinational
  2. International
  3. Global
  4. Integrated Network
24
Q

3 regions in the “Triad Regions” of transnational production

A
  1. Europe
  2. North America
  3. East Asia
25
Q

It is where the establishment of the NAFTA is leading to a re-configuration of corporate activities to meet the opportunities and constraints of the new regional system.

A

North America

26
Q

It is where the increasing integration of the EU has led to substantial reorganization of existing corporate networks and the establishment of pan-EU systems by existing and new TNCs.

A

Europe

27
Q

It was probably the first major US company to recognize the potential of regional production when it established a pan-European structure in 1967.

A

Ford

28
Q

They don’t have the same kind of regional political framework as the Eu or NAFTA, there is very strong evidence of the existence of regional production networks organized primarily by Japanese firms.

A

East Asia

29
Q

4 countries in “Four Tigers”

A
  1. Hong Kong
  2. Korea
  3. Singapore
  4. Taiwan
30
Q

It is where all transnational production networks are influenced and embedded by.

A

Multi-scalar Regulatory Systems

31
Q

These are immensely significant in influencing the geography of transnational production networks.

A

International Regulatory Bodies

32
Q

This translates into complex bargaining processes in which, contrary to much conventional wisdom, there is no unambiguous and totally predictable outcome.

A

Territorial Asymmetry

33
Q

A firm which has the power to coordinate and control operations in more than 1 country, even if it does not own them.

A

Modern TNC

34
Q

There is geographical unevenness of markets; both the size and particular characteristics of markets influence the locational decisions of TNCs.

A

Market-Oriented Investment

35
Q

A formal agreements between firms to pursue a specific strategic objective, to enable firms to a achieve specific goal that they believe can not be achieved on their own only some of the participant’s business operation are involved; usually focused on specific business problem.

A

Strategic Collaboration