Beruflich Dokumente
Kultur Dokumente
5-1
Learning Objectives
5-3
Mercantilism and Neomercantilism
5-4
Free Trade
5-5
Comparative Advantage
5-9
Absolute Advantage Principle
A country should produce only those products in which
it has absolute advantage or can produce using fewer
resources than another country.
Source: creativehearts/123RF
5-11
Comparative Advantage Principle
5-12
Comparative Advantage Principle (cont’d)
“Two men can make both shoes and hats, and one is superior
to the other in both employments, but in making hats he can
only exceed his competitor by one fifth or 20 percent, and in
making shoes he can excel him by one third or 33 percent;
Will it not be for the interest of both that the superior man
should employ himself exclusively in making shoes and the
inferior man in making hats?” David Ricardo, 1817
5-13
Comparative Advantage Principle (cont’d)
5-17
Factor Proportions Theory
5-18
International Product Life Cycle Theory
Source: Adapted from Raymond Vernon, “International Investment and International Trade in the Product Cycle,”
Quarterly Journal of Economics 80 May 1966), pp. 190–207 and http://www.provenmodels.com/583/international-
product-life-cycle/raymond-vernon. 5-19
International Product Life Cycle Theory
• Each product and its associated manufacturing
technologies go through three stages of
evolution: Introduction, maturity, and
standardization.
5-20
International Product life Cycle Theory (cont’d)
5-21
International Product life Cycle Theory (cont’d)
5-22
New Trade Theory
Example
The commercial aircraft industry has very high fixed
costs that necessitate high-volume sales to achieve
profitability.
5-23
Comparative vs. Competitive Advantage
5-24
Critical Role of Innovation
in National Economic Success
Source: OECD, OECD Data: Productivity (Organisation for Economic Cooperation and Development, 2015),
https://data.oecd.org/lprdty/labour-productivity-forecast.htm#indicator-chart. 5-27
Michael Porter’s Diamond Model:
Sources of National Competitive Advantage
5-28
Diamond Model
Sources of National Competitive Advantage (cont’d)
Example
An abundance of cost-effective and well-educated
workers give China a competitive advantage in the
production of laptop computers.
5-29
Diamond Model
Sources of National Competitive Advantage (cont’d)
5-30
Diamond Model
Sources of National Competitive Advantage (cont’d)
Example
Japan is a densely populated, hot, and humid country
with very demanding consumers. These conditions
led Japan to become one of the leading producers of
superior, compact air conditioners
5-31
Diamond Model
Sources of National Competitive Advantage (cont’d)
• Firm strategy, structure, and rivalry – The nature of
domestic rivalry, and conditions that determine how a
nation’s firms are created, organized, and managed.
Example
Italy has many top firms in
design industries such as
textiles, furniture, lighting, and
fashion. Vigorous competitive
rivalry puts these firms under
constant pressure to innovate,
which has propelled Italy to a
leading position in design,
worldwide.
5-32
Industrial Cluster
5-36
Transformation of New
Zealand’s Economy, 1992 to 2014
Domestic Focus
Pre-export Stage
Experimental Involvement
Active Involvement
Committed Involvement
5-40
Stock and Growth of Inward FDI: Leading FDI
Destinations, 2003 to 2013 (Billions of U.S. dollars)
Sources: UNCTAD, UNCTAD Stat 2014 (New York: United Nations, 2014), retrieved May 3, 2015, at http://unctad.org/
en/pages/Statistics.aspx. 5-41
Stock and Growth of Outward FDI: Top Sources
of FDI, 2003 to 2013 (Billions of U.S. dollars)
Sources: UNCTAD, UNCTAD Stat 2014 (New York: United Nations, 2014), retrieved May 3, 2015, at
http://unctad.org/en/ 5-42
pages/Statistics.aspx.
How Firms Gain and Sustain
International Competitive Advantage
5-43
FDI Based Explanations:
Monopolistic Advantage Theory
5-44
FDI Based Explanations:
Internalization Theory
• Explains how the MNE chooses to acquire and retain
one or more value-chain activities inside itself.
5-48
Two Types of
International Collaborative Ventures