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Book Review: Foreign Direct Investment and Strategic Alliances in Europe

Book Review: Foreign Direct Investment and Strategic Alliances in Europe necessary to develop maintain and an up-to-date The first paper by Almor looks at the choice of HR Scorecard there remains the question of entry strategies of Israeli manufacturing firms into how many HR managers will find themselves EU markets in terms of three contextual factors position in a to implement such an approach. including industry, ownership, and size, and three Whilst this approach to measuring HR strategic factors comprising of international performance / contribution might not be the experience, dependence on foreign market and answer for all organisations it is leading the way perception of foreign market, in both terms of its for a more in-depth consideration of the uncertainty, change and opportunities. Almor measurement of HR's performance and its thoroughly compares four (l) entry modes, contribution to organisational performance. (2) wholly-owned sales subsidiaries and joint international ventures, as a form of FDI, as Pamela Mathews well as (3) international strategic alliances and (4) Charles Sturt Universitv indirect/direct exporting. The research is based on a study of 84 firms, which represented about 70% of Israeli manufacturers operating in the EU in 1991. The findings offer interesting an discussion and valuable insights into the varying levels and (Eo.) HoNc http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Journal of the Australian and New Zealand Academy of Management Cambridge University Press

Book Review: Foreign Direct Investment and Strategic Alliances in Europe

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Publisher
Cambridge University Press
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2002
ISSN
1324-3209
DOI
10.5172/jmo.2002.8.2.67
Publisher site
See Article on Publisher Site

Abstract

necessary to develop maintain and an up-to-date The first paper by Almor looks at the choice of HR Scorecard there remains the question of entry strategies of Israeli manufacturing firms into how many HR managers will find themselves EU markets in terms of three contextual factors position in a to implement such an approach. including industry, ownership, and size, and three Whilst this approach to measuring HR strategic factors comprising of international performance / contribution might not be the experience, dependence on foreign market and answer for all organisations it is leading the way perception of foreign market, in both terms of its for a more in-depth consideration of the uncertainty, change and opportunities. Almor measurement of HR's performance and its thoroughly compares four (l) entry modes, contribution to organisational performance. (2) wholly-owned sales subsidiaries and joint international ventures, as a form of FDI, as Pamela Mathews well as (3) international strategic alliances and (4) Charles Sturt Universitv indirect/direct exporting. The research is based on a study of 84 firms, which represented about 70% of Israeli manufacturers operating in the EU in 1991. The findings offer interesting an discussion and valuable insights into the varying levels and (Eo.) HoNc

Journal

Journal of the Australian and New Zealand Academy of Management – Cambridge University Press

Published: Jan 1, 2002

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