Internationalization - Science topic

Strategic imperatives for European international education in a shifting global landscape...

"Europe’s stature as a global centre for academic excellence remains steadfast. As Chair of the QS Global Advisory Committee (Europe), I witness firsthand how dramatically and swiftly the international education landscape is evolving. Europe stands at a critical juncture, shaped by geopolitical realignments, technological advancements, evolving societal expectations and economic pressures. Addressing these challenges demands more than incremental changes; it requires bold, visionary leadership and strategic foresight...

The future of European international education rests on proactive, strategic interventions. Addressing affordability, enhancing digital learning quality, and harmonising policy landscapes are paramount. Through cohesive strategies, innovative frameworks, and leadership committed to Europe’s educational values, the continent can maintain and elevate its global leadership. Europe’s educational future lies in a collaborative, cohesive ecosystem driving sustained global impact and influence."

Hey, here are some thoughts that might be important regarding macroeconomic take on the topic.

1. Digitalization - minimal cost, global reach, problem = local regulations (China is a big market, but very limited access to non-controlled internet. Virtually you will have to do marketing through local agency).

2. ECA (Export Credit Agency) involvement can be beneficial, but you won't be able to get your export covered for a lot of cases (stability of country, risk management, etc.)

3. Government involvement (through Free Trade Agreements, or MTAs, but also trade promotions through International Relationships Departments, incentives, subsidies, or guarantees) - con? Administrative burden and time management (not in your hands)

4. Own initiative, having staff go to meetings (trainings) about SMEs. Problem? A lot. Most of them are not effective (read suck).

Sometimes Matthew Ravelojaona the perspective of an onlooker is helpful; the key remains the economic methodology we use to understand our pressing problems in science and life. Best and thanks for your esteem: stephen

Dear Salahadeen Hussein

Thank you for your contribution.

Best Regards

Rui

The Credit Framework in higher education has had a profound impact on internationalization from various perspectives, influencing both academic mobility and institutional strategies. Here’s a detailed exploration of its impacts:

Academic Mobility Perspective:

Institutional Perspective:

Policy and Socio-Economic Perspective:

Conclusion:

The Credit Framework has significantly influenced the internationalization of higher education by promoting academic mobility, fostering institutional partnerships, enhancing educational quality and diversity, and contributing to socio-economic development. By standardizing credit systems and facilitating cross-border collaboration, it has played a crucial role in preparing students for global citizenship and addressing global challenges through collaborative research and innovation.

Well located

"We should aim to shape a future where transnational education serves as a catalyst for positive change, fostering collaboration, understanding, and innovation on a global scale.

Embracing transnational education is not merely a response to the challenges of the digital age but a proactive strategy to foster global citizenship and drive innovation in higher education. The goal is to prepare students, who are the next generation of leaders, scholars, and global citizens, to thrive in an increasingly interconnected world..."

Consider the issue that one phase of your work may raise questions or lead you to identifying the need for more information. From a reflexive perspective from anthropology, this leads to the need to re-enter the archive. If you want to see a logic for this, you can explore several chapters in our 2023 book (ebook) that makes these processes in educational contexts transparent to readers. The book is Interactional Ethnography: Designing and Conducting Discourse-Based Ethnographic Research. The concept of reflexive analysis is also visible in the work on Michael Agar (see his website) in Language Shock, the Professional Stranger and Culture can you take it anywhere (FQS) for a rationale from an anthropological perspective.

Edim Eka James I look forward to learning from the contributors here. Cheers.

Awesome! will share this within my network.

All the best!

TIRANDO MAYANA ZATZ, BRASILEIRA MAIS CITADA NO MUNDO, POR CAUSA DE SUAS PESQUISAS COM CÉLULAS TRONCO (TEMA HOJE SEM MUITA EVIDÊNCIA), TIRANDO AS ESTÓRIAS CATÓLICAS DE PAULO COELHO, PUBLIVADAS EM VÁRIAS LÍNGUAS, TEMOS COMO O EDUCADOR BRASILEIRO MAIS CONHECIDO E ESTUDADO NO MUNDO, O PROFESSOR PERNAMBUCANO PAULO FREIRE, NA DÉCADA DE 1960, ENSINOU QUE PARA PESCADORES QUE NÃO PODIAM IR PARA A ESCOLA, PODERIA SE DAR AULAS EM PALHOÇAS FEITAS NA BEIRA DA PRAIA. HÁ FOTOS SOBRE ESTA REVOLUÇÃO EDUCACIONAL E JAMAIS ESQUECEREI DISSO: DA IMPORTÂNCIA DA EDUCAÇÃO PARA O BRAZIL, ATÉ HOJE ABAFADA, E QUE ENSINAR A ADULTOS INICIANTES NÃO É UMA COISA DIFÍCIL DEMAIS.

Hello Henrik,

Thanks for bringing an interesting topic to discuss.

I think that the Uppsala model remains having some validity, but some important topics are, as far as I see, not explained by the Uppsala model.

Born global firms. They do not follow the traditional model. Not only "just born" globals, but also start-ups that quickly spread internationally.

De-internationalization. Firms that voluntarely cease to export, or dismantle their internatonalization path (for instance, reshoring cases)

Determinants. Although some determinants can be identified in the original Uppsala model, there are other ones that the literature has confirmed and were not included in the original model.

Internationalization modes different from FDI or exports (franchises..). They allow to exploit the firm's resources internationally, but without the gradual learning that the original model proposed.

I cannot say at what extent they limit its validity or call for extra developments, but in any case I feel they do not fit well in the Uppsala model framework as it was formulated. Of course, I am happy to hear other points of view.!

From my perspective, In today's world, digital marketing can support the internalization of SMEs in several ways. It enables them to reach a global audience, expand their market presence, and enhance their competitiveness:

Global Reach: Digital marketing provides SMEs with access to a vast international audience through online platforms, social media, and search engines, allowing them to promote their products or services globally.

Cost-Effectiveness: Compared to traditional marketing methods, digital marketing often offers more cost-effective options, such as targeted online ads, social media campaigns, and email marketing, making it feasible for SMEs with limited budgets.

Data Analytics: Digital marketing provides tools to measure and analyze campaign performance, allowing SMEs to make data-driven decisions and refine their strategies based on real-time insights.

E-commerce Opportunities: Digital marketing enables SMEs to set up online stores, tapping into the growing trend of e-commerce and enabling direct sales to international customers.

Social Media Engagement: SMEs can engage with customers and prospects on social media platforms, fostering direct communication, building relationships, and gaining valuable feedback.

Networking and Partnerships: Digital platforms offer opportunities for SMEs to connect with potential partners, distributors, and collaborators across the world, facilitating strategic alliances.

Incorporating digital marketing strategies into their operations can significantly contribute to SMEs' internalization efforts, helping them overcome geographical barriers and compete effectively on a global scale.

Thank you very much Ahmad Al Sayeh Sorry I responded so late to your answer. I appreciate it.

The short answer is that the behavior of state-owned firms depends more than that of non-state-owned firms on the priorities of the government, as they would of any firm owner. The following paper, co-authored by scholars in management and finance, provides an excellent and recent review of the arguments: Cuervo-Cazurra, A., Grosman, A., & Megginson, W. L. (2023). A review of the internationalization of state-owned firms and sovereign wealth funds: Governments’ nonbusiness objectives and discreet power. Journal of International Business Studies, 54(1), 78-106. https://doi.org/10.1057/s41267-022-00522-w

Best wishes with your research!

in your case, it is accurate to adopt a comprehensive approach, the priority is to understand how does SME cooperate. starting from a non-essential hypothesis (there is a cooperation !), you are not inventing this fact, your job is to understand deeply how this cooperation is possible. in this case you can conduct a qualitative approach or you can adopt a Mixed approach.

take a look on the mixed research approaches, especially the Exploratory Sequential Method.

Your question says you need to take courses of research methods atleast for one year. You are not yet ready to do research even under supervision.

Entrepreneurial university model

Hi Julie,

Attached and at the bottom is a useful link, with an excellent explanation regarding easy interpretation of the moderation effect, please take time to have a look at it, all the best.

Best wishes,

Sofiane

https://www.theanalysisfactor.com/3-tips-interpreting-moderation/#:~:text=Moderation%20effects%20are%20difficult%20to,with%20plots%20of%20the%20means.

If I'm understanding your question right, I've had some success using noun phrase extraction using Python TextBlob (https://www.pythonprogramming.in/how-to-extract-noun-phrases-using-textblob.html).

Python NLTK is another option but involves a lot more reading and trial and error. TextBlob simplifies the process and from my experience gave better results.

Either way, you'll end up with a list of terms that you'll have to manually verify, but the code should do a lot of the work.

Try contacting my colleage Mirela Alpeza, also on RG. She runs a Centre for SME development and can help you with contacts in Croatia.

Unearth and bridge the theoritical and emperical research gaps should be the aim of the research

In recent years, technological innovations, including, for example, innovations in the field of new information technologies, ICT and Industry 4.0, increase the possibilities of international operation of enterprises and corporations. These processes take place in many economic entities operating internationally and thus accelerate the processes of informational, technological and economic globalization.

Regards,

Dariusz Prokopowicz

Diplomats and executives who move frequently from country to country need such schools.

Also check http://du.diva-portal.org/smash/get/diva2:1498750/FULLTEXT01.pdf

I hope my publication can help you

I would recommend reading the following article:

- Johan Frishammar & Svante Andersson (2009) The overestimated role of strategic orientations for international performance in smaller firms, J Int Entrep Volume 7, pp. 57–77. DOI 10.1007/s10843-008-0031-9

this can also help:

Shearmur, R., Doloreux, D., & Laperrière, A. (2015). Is the degree of internationalization associated with the use of knowledge intensive services or with innovation?. International business review, 24(3), 457-465.

The issue of interdependence of formal and informal integration and it’s grassroots correlates with the two type of borders coexisting in the global economy: administrative (state) and economic ones. Just one and the same global geoeconomic space evolves the set of interconnected national economies which are marked by clear political boundaries and a lot of trans-border (supra-national) internationalized production cores enclosed in fuzzy economic boundaries so that these cores can change (and do so) their scale and configuration in global space permanently. The central core may be formed by a global firm’s key economic activities and upper upstream functions and hence all other functions, different value chains’ links, affiliates and local value-generating effects depicture the peripheral areas within the economic boundaries of these cores.

No less important is the question of how the cohesion between formal and informal integration is achieved? We consider this cohesion to become a multi-dimensional process embracing (1) geographic dimension – that means common / conjugate border, industrial clusters that shape a single delineated business territory; (2) organizational dimension - externalization of individual production processes of companies, segmenting entire GVCs into separate units linked with each other by production cooperation, establishing of affiliates and subcontracting - thus crossing the administrative borders of the countries; (3) value-generating dimension – the enlarging intermediates’ exports within FTA economic space.

Dear Dr Henrik G.S. Arvidsson , Really interesting information. Thanks a lot for that and initiating a discussion on this. Warm regards Yoganandan

No question is irrelevant if well put!

The core concepts in internationalization theory, also known as the Uppsala model, are psychic distance and experience, with the latter held as a means to overcome the former. FSAs (firm-specific advantages) are a core concept in internalization theory (and in the OLI framework, which differs from internalization theory in matters not related with FSAs).

So, in answer to your question, the concept of FSAs is not a mechanism in internationalization theory. Unless one conceives of a mechanism whereby FSAs overcome psychic distance, the theories are and should remain distinct. Of course, there can be attempts at integration and synthesis, but for your purpose I would conclude that FSAs do not belong in internationalization theory.

Confusion about this can depend on "incremental learning" today is used mostly (?) as a machine learning term in computer science, but in 2002 it seems to not have had much with AI or machine learning to do at all, more with the ideas of organizational learning (for me still an area for many questions...) of the time, connected maybe to agile frameworks thinking (to work and learn in increments, small steps).

Dear @Henrik G.S. Arvidsson, I agree with @Dag Bennett.

I also would like to say... irrespective of size, the willingness to take risk differs. Therefore, though important, size is not the only decision-making variable.

Start systemmatic lietrautre review relevant to your topic from the oldest to the latest. When you will do this job, atleast gather research papers from last two decades. when you will assemble and complete the literature review as a systemmatic literature review, you will get a research gap by yourself with the validity of earlier researches.

I would recommend function linest in excel format

CFA will simply tell you whether your observed data match your initial hypotheses about the specification of measurement model. It sounds like you do, however, have an independent variable, because you predict that there should be differences due to time of internationalization. This would require a comparison between the measurement models for two (or more) subsamples, divided according the time of internationalization.

One issue you do not mention, however, is sample size. A common recommendation is that you have at least 5 observations for every parameter you estimate. This would require a minimum N of 175 for the basic CFA or 250 for a comparison of two separate measurement models.

Dear Vardan,

My advice is not to look to the best international practices -- you cannot replicate the Conference Board, American Enterprise Institute, the Brooking Institution, the RAND Corporation or EIU.

In post-USSR countries there are just three types of striving thin tanks

1) extensions of particular ministries (ministry of finance, ministry of economy) performing outsourcing works to their major clients using the government money. The development strategy is simple -- to expand the basis of clients with gradual serving two, three ministries etc. The moment of truth in your strategy is to present or do not present in your report a point which totally contradicts the opinion of your client (minister, deputy minister etc.);

2) networks of researchers serving industry (employers) associations. Here you strategy is to extract data from participants of such associations and to present it back in a fresh interesting way with some assertive arguments for the benefits of the members of associations;

3) 'brain departments' of influential political parties. Here your strategy is dualistic -- be able to produce attractive populist ideas and assertive slogans and short texts (manifestos and political programs) and also to offer to politicians the real analysis of the current situation and the short-term forecasts.

For the first and sometimes for the third cases of think tanks do not expect that they will survive for a very long time. For the second case, you can work successfully for decades. In the second case you may also have a possibility to mutate into a consultancy company providing specified services for particular corporations.

Bests,

Igor Gurkov

Head of a think tank of the first type in 1994-2000, head of a think tank of first&second type in 2000-2006.

you can add on those, political instability, security problems,low purchase power ,etc

I do not work in the engineering field, but I love to follow it

I think it's Burton Clark.

Hi - Two important aspects of internationalization success (or performance) are (1) that foreign business activities (e.g. exports) reach a sizable volume relative to a firm's total activities level, measured e.g. as total sales), and (2) that foreign business activities are sustained over time.

Whether or not a firm establishes a subsidiary abroad is not a direct measure of success as such. The need for local presence depends largely on the nature of the business; may be crucial in some industries, but less so in others. However, in industries where subsidiaries are key to achieve and sustain a high sales volume, they are an indicator of success.

if u are seeking some second hand data, maybe u can go to worldbank to aks "2012 World Bank Enterprise Survey"

Yes.

да, эта тема очень интересна

very interesant

https://www.investopedia.com/ask/answers/041615/which-factors-can-influence-countrys-balance-trade.asp

The utilisation of Key Performance Indicators to allow you to measure performance and bench mark yourself against competitors.

Thanks

Thank you Hilka Vier Machado! Just printed out the article.

Thanks!

As you have noted, the notion of socio-economic wealth underpins much of the family business literature. It is often articulated as the relative 'familiness' of the business. This however points to an important point, the extent and use of SEW varies within family businesses. A dichotomy or spectrum of the 'family in business' contrasts the 'family for business' captures the different engagements with SEW.

I am not persuaded that 'performance' is that important or useful. The concept of SEW deals with a quite different sort of performance; the relationships within the family. So key issues, if you want to retain a conceptually coherent framework, might be aspects such as satisfaction, enjoyment whilst working in the family firm. I am proposing psychic rewards and internal rather than extrinsic measures of say financial performance are more relevant and logical for this framework.

I am not familiar with Bowen's theory, so cannot comment on that. However, it is worth keeping in mind that family is the basic unit of social organisation. Moreover, it used to be the basic unit of economic organisation.

Finally, I think Leonadis' comment is wrong. In the family business and entrepreneurship literature emotions are an important part of what we study. Probably he has been looking in the wrong literature.

Muhammad Saifullah Khalid I think it is unavoidable that some kind of global curriculum comes in place sooner or later. Issues about global safety and psycho-developmental needs of the global citizen should be conveyed in it.

Regards

I am deeply convinced of the possibility that mathematics curriculum for elementary school should be internationally harmonized. It is very difficult to accept the justification of the hypothesis that each sociopolitical community designs some of its mathematical curricula (for the appropriate age of students), thus applying "some of their" standards in mathematics education

Thanks to everyone! I managed a workaround by changing the approach and specific questions being asked. Branching would have meant exhaustingly long surveys for faculty with many different preparations to analyze. I looked into several of the options with Qualtrics, SurveyMonkey, SurveyPlanet (and many others) and they do seem viable if there would not be such a workaround.

It seems to me that technological development in the formula of the technological revolution described as Industry 4.0 should contribute to reducing developmental differences between developed and developing countries. Of course, the most developed countries will try to maintain leadership in the field of technology. However, developing countries are also acquiring and developing technologies in the Industry 4.0 concept and are trying to use technologies to catch up with the richest country.

I invite you to the discussion

Try looking at this Forbes list to streamline:

Wal-Mart's history is fascinating.

Apple's history is phenomenal.

Ford.

General Motors.

Chevrolet. (included in Forbes' list)

Harley-Davidson. https://www.statista.com/chart/14434/harley-davidson-motorcycle-retail-sales-worldwide/

Trump conglomerate. www.trump.com

Looks like fun research! All the best to you!

Nice topic, most of my publications used qualitative methods, I am sure I can be of help contact, me on daniel_agbeko@yahoo.com

Hi Mirna,

You can check related work done Charles Makanyeza.

Kind Regards

Abolade.

This paper examines the effect of company internationalization on the practice of outsourcing HRM functions in Greece. It holds the assumption that HRM outsourcing is perceived as an innovative practice and that foreign multinationals (MNCs) will use this practice more than native ones do. In doing that, the study aims at examining whether ‘diffusion’ of loosely- regulated management practices such as HRM outsourcing, is sustained by foreign multinationals. The findings of the 2000 CRANET survey are presented to show that HRM outsourcing is used to a lesser extent in Greece than other Western economies. Then the hypothesis that MNCs outsource more HRM services than Greek companies do is tested. The analysis draws upon the findings of a survey addressed to HR directors of both foreign multinationals and Greek companies. A significant difference is found in the extent of HRM outsourcing between Greek companies and foreign multinational subsidiaries. This is adequately explained through the comparison of the way HRM is conducted in Greek each type of company, as well as the segregation of the Greek market for HRM services. The paper adds to the discussion on the role of multinationals in the diffusion of innovative managerial practices, as well as to the HRM convergence–divergence debate.

Keywords: Outsourcing, human resource management, multinationals, Greece, convergence

There is now overwhelming evidence—with more accumulating every day—that information and communication technology is a critical determinant of an organization's success, this irrespective of whether the object is to "internationalize" or not. Digital, viz., content or communication that is delivered through the internet when the user is on a desktop, laptop, or tablet computer, a mobile phone, or another device not yet invented, is no longer optional: pending actualization of the Internet of Things, organizations must embrace the digital world if they are to survive and, preferably, thrive. To boost efficiency and productivity, reduce transaction costs, and (above all) transform service delivery, organizations must seek to be digital by default. Irrespective of the "arena" an organization finds itself in, digitization enables fundamentally different ways in which to think about clients, audiences, and partners and, vitally, to engage them. Digitization—simple, clear, and fast—helps address and answer questions such as:

The main risks have to do with information technology security, also known as computer security or cybersecurity, which is the process of safeguarding the confidentiality, integrity, and availability of all information processed, stored, or transmitted using electronic resources. Since information and communication technology directs most funds, there are serious implications for e-finance, to name one area of concern bisecting all sectors. However, the occurrence of cybercrime (the most prevalent form, involving cyber defamation, e-commerce frauds, hacking, infringement of digital copyrights, malware, money laundering, privacy leaks, viruses, etc.), "hacktivism", cyber espionage, and even cyber warfare increases as dependence on information and communication technology heightens risks. Financial services are the most lucrative industry targeted by cybercriminals but there are risks across economies and societies. Attacks on critical infrastructure, for instance, could significantly disrupt the functioning of government, civil society, and the private sector. As we connect everything to the internet, we open more—and certainly more dangerous—gateways through which cyber attackers can wreak havoc. Ever more, makers of next-generation connected devices will have to be on the lookout for damage that hackers might cause and for malfunctions from bad software. To protect their most valuable assets, organizations must begin to build—then constantly fortify—digital resilience.

There’s an urgent need to move from ‘survival mentality’ to ‘thriving mentality’ because in the end that is what wealth/value creation through internationalization is about. Not just trying to take part in international trade but actually taking over in particular sectors where one has a competitive advantage.

As an analogy, take the example of African football teams going to the World Cup. It is common to hear African commentators argue as follows: “I’d say it would be nice if we could go beyond the elimination stage”. Even the most ambitious will say it would be great if we could reach the quarter finals or maybe the semi-finals. Listening to the German and Italian (not this year though) commentators reveals a new standard. They are mostly talking about who to beat in order to win the Cup and how they can do it—they don’t accept mediocre performance. Rather, they identify who their competitors are and what is required to beat them with a superior game plan.

That is the difference between surviving and thriving mentality (strategy) in international entrepreneurship. This is because ‘die Mannschaft’, ‘gli Azzuri’ or the Brazilian national team do not speak just to feel good in illusion. There is a political will to set their eyes on the ‘Copa Mondiale’ or ‘Weltmeisterschaft’ or the European Cup throughout the years preceding the tournament via disciplined preparation; strategically, financially, technically, and morally (players are treated respectfully). This is called home work because it is about nation branding.

Thus, going beyond mediocrity and thriving means that one does not just jump into the Olympic swimming pool (even with good intentions) after three months of preparation to compete with those professionals who have been preparing for four years with government’s support. “If you have raced with men on foot and they have tired you out, then how can you compete with horses?” (Jer. 12:5). Those who applaud such theatrics are actually mocking because someone has accepted mediocrity as if it were OK for Africa to be always the last. Learn from mistakes. Most nations will not send an athlete who does not make the mark and who is not taken care of to a competition—why should Africans? Many are too proud (in the right sense) to ridicule themselves on a global platform.

WECS Africa has been dominated over and over again with the same old tricks, because they forget history pretty quickly and it keeps repeating. A flourishing or respected brand in the international arena is earned, not given. Africans are the ones they’ve been waiting for, to paraphrase President Obama. Thriving in international business with new innovations is and has always been about national/global wealth creation as it is about identity and honour, not just about showing up or surviving. New entrepreneurs must do it for the next generation, because they can.

I hope this provokes some forward-looking reactions.

Hi, I wrote this paper about enty modes strategy for italian firm: .

The paper is in italian Language but if you want we could discuss about it in english. This paper shows how strategic alliances could be a good way for the internationalization in italian market.

I'm curious which are the two retailers in your study that failed in Asia. Makro of the Netherlands pulled out of China in the 90s. Marks and Spencer pulled out of China, too. The British retailer of Tesco has gone, too.

I might also find this overview article useful for your research:

Paul, Justin and Benito, Gabriel R.G. (2018). “A Review of Research on Outward Foreign Direct Investment from Emerging Countries, Including China: What Do We Know, How Do We Know and Where Should We Be Heading?”. Asia Pacific Business Review, 24(1), 90-115.

Enclosing please find a paper with a multiple analysis of case studies and the research framework.

Bests,

Igor Gurkov

If that really is the population to which your conclusions will apply, go for it. With the availability of (1) big data and (2) higher CPU and RAM processing power, I expect we will see more population testing rather than sample testing which may in turn force new thinking in statistics along the lines of the above responses.

Population testing puts the researcher on the front foot in looking for unanticipated deviations that are invisible when using sample testing. This is a wonderful development.

Because sample sizes are often not large enough I have been doing population testing for some years in my own field of audit testing with surprising discoveries precisely because of the limitations of sampling.

For internationalizing SA firms, expansion within Sub-Saharan Africa can be considered low psychic distance...and to some extent, less risky. It would be interesting to explore the concept of psychic distance paradox. SA firms tend to have aggressive expansion and market entry strategies, perhaps not fully appreciating important cultural and market differences. This may account for the failure of many SA multinationals (Ajai, 2015).

Evidence to support psychic distance and entry modes, as well as how the psychic distance paradox plays out, will fill important gaps in the literature.

O’Grady, S. and Lane, H. (1996). The psychic distance paradox. Journal of International Business Studies, 27(2): 309–333.

Ajai, O. (2015). Failure of Africa-to-Africa internationalization: Key Factors and Lessons, in I. Adeleye, K. Ibeh, A. Kinoti, and L. White (Eds.), The Changing Dynamics of International Business in Africa. Basingstoke and New York: Palgrave Macmillan, pp 148–168.

Hi Colleague

A really good resource to look at is the Handbook of Measures for International Entrepreneurship Research - (edited by Coviello et al., 2016). The book comprises more that 200 validated scales.

Good Luck with your research

Dear google scholar is full of the measurement scale you are looking for. In addition, There are several websites where you can find relevant research papers and articles etc. I am posting a few here. Tag friends. https://scholar.google.com.pk/ https://www.semanticscholar.org/ http://www.sciencedirect.com/ http://emeraldinsight.com/ http://onlinelibrary.wiley.com/ http://www.springer.com/in/search?query=&submit=Submit http://hecpk.summon.serialssolutions.com/#!/

I think institutional perspective can provide you with a good theoretical framework to study internationalization of Iranian firms. Mike Peng has done a lot in this area:

Peng, M. W. (2003). Institutional Transitions and Strategic Choices. Academy of Management Review, 28(2), 275–296.

Peng, M. W., Sun, S. L., Pinkham, B., & Chen, H. (2009). The Institution-Based View as a Third Leg for a Strategy Tripod. Academy of Management Perspectives, 23(3), 63–81.

Peng, M. W., Wang, D. Y. L., & Jiang, Y. (2008). An institution-based view of international business strategy: a focus on emerging economies. Journal of International Business Studies, 39(5), 920–936.

You can also have a look into my articles below. Although they were set up in Russian context, sanctions and institutional uncertainty play a vital role for decision-making on interenationalization similar to what you can expect in Iran.

I hope it is helpfull and wish you good luck with your own research.

It's fully depends of nature of the firm .Each firm has different driving force to go for global.For example, for marketing, Product life cycle could be extended by offering international market.but the production company wants to go for global in considerations of factors of production (Land,Labor,Capital and technology).

Thank you. Your answer concern how your country enters international intercourses between States. The question, however, is a bit different: are national doctrinal habits and beliefs still prevailing in teaching and research so that foreign law and especially law and regulations of transnational nature, interconnections between national law and regional or global regulators appear to be far and appear to speak an extraneous language?

Again, is this a question that you intend to ask some respondent/interviewee? If so, think about how you formulate it. Is it clear and unambiguous? What does "forced" mean; that the firm has no other choice? Or, that the firm may benefit from becoming a global operator due to an advantageous geographical position?

Mapping in GIS based softwares can be very useful in determining areas where high quantity of irrigation is required, planning of irrigation and drainage schemes etc. GIS mapping of an area using interpolation techniques etc help to assess the soil composition water demand etc at any location based on observed datas at other locations etc. 

You could start exploring the references (and try to find key authors) within the next sources:

"The internationalization of the Chinese state" (RubenGonzalez-Vicente)

"Home country institutional environments and foreign expansion of emerging market firms" (Jie Wu and Xiaoyun Chen)

"What drives the internationalization of Chinese SMEs? The joint effects of international entrepreneurship characteristics, network ties, and firm ownership" (Xiao Zhang et al.).

"The impact of domestic diversification and top management teams on the international diversification of Chinese firms" (Jiangyong Lu et al.)

"Highly skilled returnees and the internationalization of EMNEs: Firm level evidence from China" (Xialoan Fu et al.)

Dear Sir, in my opinion, the article: https://www.forbes.com/sites/forbescoachescouncil/2016/08/31/13-key-ways-of-building-a-successful-brand-in-todays-economy/#7351402c1e55 might be interesting for you. In Poland, relationship marketing is crucial. Due to the fact that the physicians decide which products will be recommended to the patients, regional sellers concentrate on building individual relations with them.

Still, the brand strategy is based mainly on value delivery, for all groups - physicians and final customers.

Errata on my last answer: prefer to speak 'German'