Search results

Reducing and eradicating global poverty features as a primary objective of the sustainable development goals (SDGs) for 2030. Since over half a century, the World Bank has disbursed loans amounting to billions of US dollars to assist countries to alleviate poverty. However, the path to zero poverty is often impaired with conflicts, social unrest and, most commonly, economic crisis. In this chapter, we examine the inter-linkage between various forms of economic crises, poverty and government expenditure for a set of 127 countries from 1985 to 2010. Using a simultaneous equation model, we test the direct effect of a financial crisis on the incidence of poverty and its indirect effect through the immediate decrease in government expenditure. Contrary to previous studies, our findings suggest that crises have no direct impact on poverty. We find a similar effect for currency, inflation and debt crisis. However, there is evidence that poverty increases indirectly due to a fall in government expenditure. Our results are robust for non-advanced and advanced economies and alternate estimation technique using factor analysis.

After working through the case and assignment questions, students will be able to critically analyze a firm's international partnership strategies for its export market; assess international markets and a firm's entry strategies in them; identify various problems that a firm can face in international markets; and recommend strategies for growth in international markets.

Bajaj Auto's (BA) strategy to be a global motorcycle manufacturer had enabled it to hold its ground in the difficult times posed by the COVID-19 pandemic. For the first time, two-wheeler exports from India between January and May 2021 were equivalent to domestic sales showing increased exports and decreased domestic sales. This reinforced BA's belief in its global expansion strategies. Rakesh Sharma (Sharma), the Executive Director at BA, was increasingly buoyant of BA's ambitious plans to enter new markets in Latin America (LATAM) and South-East Asian (SEA) Market.Sharma knew very well that though the LATAM and SEA markets were up-and-coming and lucrative, there were innumerable challenging factors pertaining to Indian and foreign competitors, domestic and international economic and business environment, supply chain and logistical issues, as well as uncertainty brought by the COVID-19 pandemic that BA had to face before tasting success in these markets. Was BA moving in the right direction with its global business expansion strategies? Would Sharma be able to handle the challenges and successfully take BA toward its goal?

The case can be taught in advanced undergraduate, MBA or executive-level programs.

Teaching notes are available for educators only. Please contact your library to gain login details or email support@emeraldinsight.com to request teaching notes.

CSS 5: International Business.