Pub Date : 2021-11-05DOI: 10.1108/ribs-01-2021-0011
A. Manzilati, Silvi Asna Prestianawati
Purpose This paper aims to provide new insights into the financing system used in emerging economies and how they related to UN Development Goals for sustainable development. The study focuses on small businesses’ informal financing options and whether these lead the borrower into a debt trap. Design/methodology/approach The study uses the example of small-medium fisheries in Indonesia to highlight the formal/informal financing options availed by the businesses and their relationship with the lender. The authors use the qualitative method with a phenomenology approach and interview key stakeholders in the sector. Findings The authors find that the set interest repayments and the checks and balances involved in judging the borrower’s creditworthiness make the formal due to the strict requirements. Instead, the fishermen rely on the informal financing system and borrow from the mapak – a person who lends money on the condition that the fishermen’s catch will be sold to the lender as repayment. Research limitations/implications This study focuses on the financing system in emerging economies. Using the coastal business areas in the Indonesian fishing sector, the authors highlight the informal financing system and the potential debt trap. Future research could extend and study this issue in other industries and geographic regions to test whether emerging economies meet their targets and commitments under the UN Sustainability Development Goals. Emerging markets like Indonesia have a unique model of financing system and their business structure. Three conditions are highlighted in the financing system of business in coastal areas, namely, informal financing, close market access and social capital. Originality/value This study addresses financial inclusion and whether the UN Sustainability Development Goal 8 is being met in emerging economies. The study is one of the few to address this issue and highlights that emerging economies are yet to take concrete steps to make the formal financing sector more inclusive to achieve poverty alleviation.
{"title":"Informal financing or debt traps: are the UN sustainable development goals being met in emerging economies?","authors":"A. Manzilati, Silvi Asna Prestianawati","doi":"10.1108/ribs-01-2021-0011","DOIUrl":"https://doi.org/10.1108/ribs-01-2021-0011","url":null,"abstract":"\u0000Purpose\u0000This paper aims to provide new insights into the financing system used in emerging economies and how they related to UN Development Goals for sustainable development. The study focuses on small businesses’ informal financing options and whether these lead the borrower into a debt trap.\u0000\u0000\u0000Design/methodology/approach\u0000The study uses the example of small-medium fisheries in Indonesia to highlight the formal/informal financing options availed by the businesses and their relationship with the lender. The authors use the qualitative method with a phenomenology approach and interview key stakeholders in the sector.\u0000\u0000\u0000Findings\u0000The authors find that the set interest repayments and the checks and balances involved in judging the borrower’s creditworthiness make the formal due to the strict requirements. Instead, the fishermen rely on the informal financing system and borrow from the mapak – a person who lends money on the condition that the fishermen’s catch will be sold to the lender as repayment.\u0000\u0000\u0000Research limitations/implications\u0000This study focuses on the financing system in emerging economies. Using the coastal business areas in the Indonesian fishing sector, the authors highlight the informal financing system and the potential debt trap. Future research could extend and study this issue in other industries and geographic regions to test whether emerging economies meet their targets and commitments under the UN Sustainability Development Goals. Emerging markets like Indonesia have a unique model of financing system and their business structure. Three conditions are highlighted in the financing system of business in coastal areas, namely, informal financing, close market access and social capital.\u0000\u0000\u0000Originality/value\u0000This study addresses financial inclusion and whether the UN Sustainability Development Goal 8 is being met in emerging economies. The study is one of the few to address this issue and highlights that emerging economies are yet to take concrete steps to make the formal financing sector more inclusive to achieve poverty alleviation.\u0000","PeriodicalId":45046,"journal":{"name":"Review of International Business and Strategy","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-11-05","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"44029623","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-18DOI: 10.1108/ribs-07-2021-0105
S. Rana, Shubhangi Verma, M. M. Haque, Gouher Ahmed
Purpose The manuscript reflects on the future of higher education from an emerging country perspective. The authors specifically answer how new education policies, ranking and accreditation are impacting the current state of Indian higher education institutions (IHEIs) and how IHEIs can cultivate their path towards positioning themselves internationally. This study aims to bring together existing scenarios and to serve as a springboard for future research and applications. Design/methodology/approach The manuscript is designed and executed as a conceptual study exploring the current state and prospects for IHEIs. The study synthesizes the concepts of positioning strategies in context to IHEIs. A conceptual diagram integrating existing concepts from marketing, total quality management and business education is created to understand the phenomenon among the IHEIs stakeholders. Findings The authors found that IHEIs started showing their international presence yet they are facing various challenges (government bureaucracy; international salary standards; global student population; and cultural sensitivity). The authors also found that the positioning problem is not a one-time attempt; the complexity of higher education is a “wicked problem” and, hence needs to be evaluated, changed and executed continuously. The manuscript offers relevant information to IHEIs leaders and stakeholders to improve on their international positioning strategies and proposes avenues for future research. Originality/value The study outlines future development and positioning strategic plans that IHEIs may consider and reflect in their strategic plan. The conceptual diagram on achieving successful international positioning and problem areas is expected to act as a guidebook for the key decision-makers. The focus is on distinguishing the imperatives, creating a key guide for meeting immediate requirements, allotting assets prudently to update their international presence. The study will provide IHEIs with a new lease of life in the future.
{"title":"Conceptualizing international positioning strategies for Indian higher education institutions","authors":"S. Rana, Shubhangi Verma, M. M. Haque, Gouher Ahmed","doi":"10.1108/ribs-07-2021-0105","DOIUrl":"https://doi.org/10.1108/ribs-07-2021-0105","url":null,"abstract":"\u0000Purpose\u0000The manuscript reflects on the future of higher education from an emerging country perspective. The authors specifically answer how new education policies, ranking and accreditation are impacting the current state of Indian higher education institutions (IHEIs) and how IHEIs can cultivate their path towards positioning themselves internationally. This study aims to bring together existing scenarios and to serve as a springboard for future research and applications.\u0000\u0000\u0000Design/methodology/approach\u0000The manuscript is designed and executed as a conceptual study exploring the current state and prospects for IHEIs. The study synthesizes the concepts of positioning strategies in context to IHEIs. A conceptual diagram integrating existing concepts from marketing, total quality management and business education is created to understand the phenomenon among the IHEIs stakeholders.\u0000\u0000\u0000Findings\u0000The authors found that IHEIs started showing their international presence yet they are facing various challenges (government bureaucracy; international salary standards; global student population; and cultural sensitivity). The authors also found that the positioning problem is not a one-time attempt; the complexity of higher education is a “wicked problem” and, hence needs to be evaluated, changed and executed continuously. The manuscript offers relevant information to IHEIs leaders and stakeholders to improve on their international positioning strategies and proposes avenues for future research.\u0000\u0000\u0000Originality/value\u0000The study outlines future development and positioning strategic plans that IHEIs may consider and reflect in their strategic plan. The conceptual diagram on achieving successful international positioning and problem areas is expected to act as a guidebook for the key decision-makers. The focus is on distinguishing the imperatives, creating a key guide for meeting immediate requirements, allotting assets prudently to update their international presence. The study will provide IHEIs with a new lease of life in the future.\u0000","PeriodicalId":45046,"journal":{"name":"Review of International Business and Strategy","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-10-18","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"47675507","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-10-11DOI: 10.1108/ribs-02-2021-0031
K. Fatehi, Gita Taasoobshirazi, J. Sánchez-Gutiérrez
Purpose Japanese American philosopher Magoroh Maruyama (1969) proposed the Mindscape theory, a macro model of cultural differences identification. The theory suggests inter-and intra-cultural heterogeneity and four major Mindscapes of H, I, S and G. He and his colleagues designed 64 graphic geometric patterns based on redundant and non-redundant complexity to recognize the Mindscapes in cultures. However, there is no method of identifying each Mindscape individually/separately. In other words, specificity is missing in this theory. Without such identification, the applicability of the Mindscape theory in international business is limited. This study aims to provide the needed specificity. Design/methodology/approach The present study applies Harvey’s (1966) four epistemological systems to identify each of the four Mindscapes. According to Maruyama and Harvey, three of Harvey’s four systems are identical to the three Mindscapes of H, I and G. If the authors can match the three Mindscapes with the three Harvey’s systems, what remains the authors assume to be the fourth Mindscape. Findings The current study determined various graphic and geometric patterns associated with each of the four Mindscapes. In doing so, the study expanded the applicability of the theory in international business. Research limitations/implications Harvey (1966) administered nine psychological tests (instruments) to many subjects over nearly two decades to determine the four systems. Using nine major instruments is very challenging, demanding and time-consuming. For ease of application and saving time, the authors used one of these instruments as an example. Ideally, the authors should use all. Originality/value Mindscape theory suggests that each of the four salient Mindscapes is more relevant to a specific situation, such as human resource management, motivation, leadership, conflict resolution and others. By identifying each Mindscape, this study expands the use of Mindscape theory.
{"title":"Toward epistemological identification of the four major mindscapes","authors":"K. Fatehi, Gita Taasoobshirazi, J. Sánchez-Gutiérrez","doi":"10.1108/ribs-02-2021-0031","DOIUrl":"https://doi.org/10.1108/ribs-02-2021-0031","url":null,"abstract":"\u0000Purpose\u0000Japanese American philosopher Magoroh Maruyama (1969) proposed the Mindscape theory, a macro model of cultural differences identification. The theory suggests inter-and intra-cultural heterogeneity and four major Mindscapes of H, I, S and G. He and his colleagues designed 64 graphic geometric patterns based on redundant and non-redundant complexity to recognize the Mindscapes in cultures. However, there is no method of identifying each Mindscape individually/separately. In other words, specificity is missing in this theory. Without such identification, the applicability of the Mindscape theory in international business is limited. This study aims to provide the needed specificity.\u0000\u0000\u0000Design/methodology/approach\u0000The present study applies Harvey’s (1966) four epistemological systems to identify each of the four Mindscapes. According to Maruyama and Harvey, three of Harvey’s four systems are identical to the three Mindscapes of H, I and G. If the authors can match the three Mindscapes with the three Harvey’s systems, what remains the authors assume to be the fourth Mindscape.\u0000\u0000\u0000Findings\u0000The current study determined various graphic and geometric patterns associated with each of the four Mindscapes. In doing so, the study expanded the applicability of the theory in international business.\u0000\u0000\u0000Research limitations/implications\u0000Harvey (1966) administered nine psychological tests (instruments) to many subjects over nearly two decades to determine the four systems. Using nine major instruments is very challenging, demanding and time-consuming. For ease of application and saving time, the authors used one of these instruments as an example. Ideally, the authors should use all.\u0000\u0000\u0000Originality/value\u0000Mindscape theory suggests that each of the four salient Mindscapes is more relevant to a specific situation, such as human resource management, motivation, leadership, conflict resolution and others. By identifying each Mindscape, this study expands the use of Mindscape theory.\u0000","PeriodicalId":45046,"journal":{"name":"Review of International Business and Strategy","volume":" ","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-10-11","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"48530820","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-23DOI: 10.1017/9781108768726.002
{"title":"Introduction and Overview of the Book’s Framework","authors":"","doi":"10.1017/9781108768726.002","DOIUrl":"https://doi.org/10.1017/9781108768726.002","url":null,"abstract":"","PeriodicalId":45046,"journal":{"name":"Review of International Business and Strategy","volume":"15 2 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79568374","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-23DOI: 10.1017/9781108768726.015
{"title":"Dynamics of Global Strategy","authors":"","doi":"10.1017/9781108768726.015","DOIUrl":"https://doi.org/10.1017/9781108768726.015","url":null,"abstract":"","PeriodicalId":45046,"journal":{"name":"Review of International Business and Strategy","volume":"322 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"79926854","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-23DOI: 10.1017/9781108768726.005
{"title":"The Critical Role of Firm-Specific Advantages","authors":"","doi":"10.1017/9781108768726.005","DOIUrl":"https://doi.org/10.1017/9781108768726.005","url":null,"abstract":"","PeriodicalId":45046,"journal":{"name":"Review of International Business and Strategy","volume":"1 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83157689","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-23DOI: 10.1017/9781108768726.012
{"title":"International Finance","authors":"","doi":"10.1017/9781108768726.012","DOIUrl":"https://doi.org/10.1017/9781108768726.012","url":null,"abstract":"","PeriodicalId":45046,"journal":{"name":"Review of International Business and Strategy","volume":"15 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"87131660","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-23DOI: 10.1017/9781108768726.004
{"title":"Conceptual Foundations of International Business Strategy","authors":"","doi":"10.1017/9781108768726.004","DOIUrl":"https://doi.org/10.1017/9781108768726.004","url":null,"abstract":"","PeriodicalId":45046,"journal":{"name":"Review of International Business and Strategy","volume":"32 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"83203132","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-23DOI: 10.1017/9781108768726.022
{"title":"International Strategies of Corporate Social Responsibility","authors":"","doi":"10.1017/9781108768726.022","DOIUrl":"https://doi.org/10.1017/9781108768726.022","url":null,"abstract":"","PeriodicalId":45046,"journal":{"name":"Review of International Business and Strategy","volume":"25 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"75454487","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
Pub Date : 2021-09-23DOI: 10.1017/9781108768726.006
{"title":"The Nature of Home Country Location Advantages","authors":"","doi":"10.1017/9781108768726.006","DOIUrl":"https://doi.org/10.1017/9781108768726.006","url":null,"abstract":"","PeriodicalId":45046,"journal":{"name":"Review of International Business and Strategy","volume":"21 1","pages":""},"PeriodicalIF":3.1,"publicationDate":"2021-09-23","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":null,"resultStr":null,"platform":"Semanticscholar","paperid":"84246344","PeriodicalName":null,"FirstCategoryId":null,"ListUrlMain":null,"RegionNum":0,"RegionCategory":"","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":"","EPubDate":null,"PubModel":null,"JCR":null,"JCRName":null,"Score":null,"Total":0}
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