International business diplomacy /

Multinational enterprises (MNEs) experienced 'golden days' during the 1990s and 2000s, they expanded globally and were major players in globalization. Today they have become powerful actors in the global economy. CEOs of international businesses are welcomed by heads of state as their coun...

Πλήρης περιγραφή

Λεπτομέρειες βιβλιογραφικής εγγραφής
Άλλοι συγγραφείς: Ru�el, Huub (Επιμελητής έκδοσης)
Μορφή: Ηλ. βιβλίο
Γλώσσα:English
Έκδοση: Bingley, U.K. : Emerald Publishing Limited, 2017.
Σειρά:Advanced series in management ; v. 18.
Θέματα:
Διαθέσιμο Online:Full Text via HEAL-Link
LEADER 03744nam a2200409Ii 4500
001 9781787430815
003 UtOrBLW
005 20171218104651.0
006 m o d
007 cr un|||||||||
008 171218s2017 enk ob 001 0 eng d
020 |a 9781787430815  |q (e-book) 
040 |a UtOrBLW  |b eng  |e rda  |c UtOrBLW  |d GrThAP 
050 4 |a HD2755.5  |b .I58 2017 
072 7 |a K  |2 bicssc 
072 7 |a BUS041000  |2 bisacsh 
080 |a 658.1 
082 0 4 |a 658.049  |2 23  |2 23 
245 0 0 |a International business diplomacy /  |c edited by Huub Ru�el. 
264 1 |a Bingley, U.K. :  |b Emerald Publishing Limited,  |c 2017. 
264 4 |c �2018 
300 |a 1 online resource (ix, 286 pages). 
336 |a text  |b txt  |2 rdacontent 
337 |a computer  |b c  |2 rdamedia 
338 |a online resource  |b cr  |2 rdacarrier 
490 1 |a Advanced series in management,  |x 1877-6361 ;  |v volume 18 
500 |a Includes index. 
504 |a Includes bibliographical references. 
505 0 |a Prelims -- Conceptualizing business diplomacy -- Topical business diplomacy -- Business diplomacy -- Index. 
520 |a Multinational enterprises (MNEs) experienced 'golden days' during the 1990s and 2000s, they expanded globally and were major players in globalization. Today they have become powerful actors in the global economy. CEOs of international businesses are welcomed by heads of state as their counterparts, they are invited by governments to help solve global issues such as climate change and poverty, and they are facing dilemmas comparable to those of other international actors. However, MNEs are facing global legitimacy challenges. They are suspected of tax avoidance, using low wage countries for corporate benefits only, disrespecting privacy regulations, abusing consumer data, violating local community rights, exploiting natural resources, ignoring basic human rights, and employing too many lobbyists targeting national and international political decision-making processes for their own corporate interests. Although many of these challenges are not new, they have resurfaced and become more apparent during the past couple of years, partly due to the economic recession that many developed economies have faced and to the broader awareness of increasing global inequality and the importance of sustainability. How can international business respond? Strategic business diplomacy may be the answer. Business diplomacy involves developing strategies for long-term, positive relationship building with governments, local communities, and interest groups, aiming to establish and sustain legitimacy and to mitigate the risks arising from all non-commercial or exogenous factors in the global business environment. Business diplomacy is different from lobbying or strategic political activity; it implies an (strategic / holistic) approach of an international business to look at itself as an actor in the international diplomatic arena. Representation, communication and negotiation are key in such an approach. One of the consequences is that MNEs are able to operate in and show respect for an international business environment that consists of multiple stakeholders. This demands a strategic perspective and vision on the sector and the business environments in which the company wants to operate, and requires a specific set of instruments, skills and competences. 
650 0 |a International business enterprises. 
650 0 |a Entrepreneurship. 
650 0 |a International economic relations. 
700 1 |a Ru�el, Huub,  |e editor. 
776 |z 9781787430822 
830 0 |a Advanced series in management ;  |v v. 18.  |x 1877-6361 
856 4 0 |u http://www.emeraldinsight.com/doi/book/10.1108/S1877-6361201718  |z Full Text via HEAL-Link