Rosmah Mat Isa

KPJ Healthcare: service internationalization

Subject area International business, international marketing, and strategic management. Study level/applicability Advanced undergraduate and MBA students taking courses in international business, international marketing, and strategic management. Case overview KPJ Healthcare Group started its operations in 1979. By the end of 2012, the Group operated 22 hospitals in Malaysia, two in Indonesia, one in Thailand, and one retirement resort in Australia. Its internationalization efforts began in mid-1990s with the provision of hospital management service in Indonesia, Bangladesh, and Saudi Arabia. Since 2010, the Group had pursued international acquisition projects in Australia, Indonesia and Thailand. In early 2013, the Groups newly appointed CEO and his management team had to decide on the strategies to ensure the success of these international acquisition projects. This case stimulates discussion on international strategies of a large healthcare group, operating in a highly competitive, high-growth industry in an emerging economy. Expected learning outcomes Understanding of approaches to service internationalization (incremental versus rapid), strategies in service internationalization, forms of service internationalization ventures will enable case analysts to apply and consider these concepts in many business situations involving internationalization process and business growth in general. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

GranuLab (C): internationalizing GranuMaS

Title – GranuLab (C): internationalizing GranuMaS.Subject area – The area of focus is on internationalization strategies, specifically on developing suitable strategies to support an internationalization initiative of a new medical device company.Study level/applicability – This case is designed for final year undergraduate and MBA students. It is suitable for courses of organizational management, organization theory and design, strategic management, and international business as well as international marketing.Case overview – GranuLab, a medical device company that produced the synthetic bone graft substitute GranuMaS, aspired to be a high‐growth company. To achieve this aspiration the company had made plans for internationalization, which include penetrating the ASEAN, Middle East, Latin American, and African markets within the next five years. By December 2010, GranuLab had completed the construction of its new manufacturing facility in Shah Alam, about 30 km from Malaysias capital city of Kuala Lumpu...

Intelligence Creation and Born-Global Patterns of Small Engineering Firms in Emerging Markets

In the process of firm internationalization, intelligence on foreign markets is required. Intelligence can be illustrated as ‘individuals’ abilities to understand complex ideas, to adapt effectively to the world around them, to learn from experience, to engage in various forms of reasoning and to overcome a wide range of obstacles’ (Baron and Shane 2008, p. 80). Regarding the internationalization process of small and medium-sized firms, one study described the internationalization intelligence process as how information and knowledge on international opportunities is identified, gathered, organized, and assessed (Che Senik and Md Sham 2011). Thus, in this chapter, we define internationalization intelligence as relevant cross-border information gathered by firms in support of their internationalization process.

UMW Holdings: sustaining a centennial corporation

Subject area Strategic Management and Organization Theory and Design. Study level/applicability Advanced undergraduate and MBA students taking courses in Strategic Management and Organization Theory and Design. Case overview By the end of 2011, five years short of its centennial anniversary, UMW Holdings was one of the biggest corporations in Malaysia, registering revenues of RM13.5 billion (US

Influential Factors for SME Internationalization: Evidence from Malaysia

4.5 billion), and net profit after tax of RMI billion (US

Psychological Contract and Knowledge Sharing among Academicians: Mediating Role of Relational Social Capital

0.33 billion). By that time, it had 110 subsidiaries, operating in four core businesses of automotive assembly and distribution of Toyota lines of products, automotive components and lubricants original equipment manufacturing (OEM) and replacement equipment manufacturing (REM), heavy equipment, and oil and gas drilling service. In September 2011, the company had targeted its Toyota automotive business to contribute to 50 percent of its revenues, while the other 50 percent would come from its other three businesses, by the year 2015. However, as of the first quarter of 2012, Datuk Syed Hisham Syed Wazir, the Group CEO and his management team realized that, at 72 percent, the automotive business was still the main contributor to the Groups revenues. As the companys Toyota assembly operation was limited exclusively to the Malaysian market, plus in the face of greater competition within the automotive industries, the company needed to set strategies to achieve its 50:50 plan. The case stimulates discussion on strategy formulation of a mature corporation, involved in diversified business portfolio. Expected learning outcomes Understanding the process of industry analysis, as well as the formulation and implementation of business-level and corporate strategies, enables case analysts to extend the concepts to many business situations. Supplementary materials Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.