Economics Commentary - Russian Quota on US Pork and Indian Government Tax on cars Essay Example for Free

Economics Commentary Russian Quota on US Pork and Indian Government Tax on cars Essay A quota is a physical limit on the number or value of goods that can be imported into a country. This is one of the few protectionist measures that countries in order to protect their own domestic industries and is a measure that has been taken up by Russia, as seen in the article. Russia has reduced its quota for American pork from 750,000 tonnes to 600,000 tonnes. This is because Russia wishes to become more self-sufficient in producing pork and thus improve their pork industry. As said in the article, this will be a big blow to the American producers of pork who already trying to recover from poor demand and prices, as well as high input costs. The effect of this reduced quota can be seen in Fig.1 below. As can be seen, the quota has been decreased from QD2-QS2 at a value of 750,000 tonnes to QD3-QS3 at a value of 600,000 tonnes. The deadweight loss (represented by the shaded area) has, as a result, increased from ABC to EBD and this is partly where the problem of quotas lies. The shaded area represents the inefficiency of the domestic producers and by decreasing the number of US exports coming in, they are increasing the reliance on domestic producers who may be more inefficient in comparison to the American producers. What could be potentially seen is an increased loss of world efficiency as the domestic producers would produce pork for higher minimum revenue than the American producers. Furthermore, QD3-QD2 tonnes of pork are not now consumed (150,000 tonnes) and this is a reduction in the consumer surplus, which is the extra utility gained by consumers from paying a price that is lower than that which they are prepared to pay. However, there are advantages to the quota for domestic producers. The initial quota allowed domestic producers to supply 0-QS1 and QS2-QD2 tonnes of pork at a price of WP+Quota. This quota meant that their revenue had increased but they will see their revenue increased further with the implementation of the lower quota. This is because they will be able to supply 0-QS1, QS2-QD2 and QS3-QD3 at a price of WP+ Decreased Quota. Foreign producers will now supply their quota of QS1-QS2 and receive a price of WP+ Decreased Quota. This should usually result in a fall in income, which would be detrimental to the American producers who are already suffering economic difficulties, but in theory this does not have to be. An alternative option that could be used by the Russian government is a tariff. This is a tax that is charged on imported goods would cause the world supply curve to shift upwards because it would be placed on the American producers as opposed to the Russia producers. The effect of a tariff can be seen below. The advantage of a tariff is that whilst the deadweight loss (shaded in red) of caused by the tariff would be the same as the one caused by a quota, the Russian government would receive a revenue equal to C. Furthermore, the revenue of domestic, Russian producers would increase by A+B+C, though the revenue of foreign, American producers will fall by C. However, there will be a fall in consumer surplus by D, due to the extra pork that will not be purchased resulting in a deadweight loss of welfare. However, as stated before, this would be the same if a quota is used. Furthermore, the implementation of a tariff is less likely to lead to the creation of a black market. This is because with an import quota there is a chance that there will be massive shortages of pork. Therefore, criminal organisations would see smuggling pork as a lucrative business opportunity. However, with a tariff such shortages are unlikely as it does not set a limit on the number of products imported. That being said, if a tariff is set at an unreasonably high rate then there is still a chance that a black market will open up. Nevertheless either form of protectionism has its disadvantages. Firstly, it leads to less choice for consumers and the lowered competition will see domestic firms become inefficient without any incentive to minimise costs. Moreover, protectionism distorts comparative advantage and this leads to the inefficient use of resources thus leading to reduced specialisation and a reduced potential level of the worlds output. Indeed protectionism could potentially damage economic growth. INDIAN CAR TAX Externalities occur when the consumption or production of a good or service has a spill over effect on a third party. If an externality is negative, then this spill over effect is in some way harmful. Therefore there has to be an external cost i.e. one that is borne by a third party, to add to the private costs of the producer or consumer in order to calculate the full cost to society. In the article, the negative externalities which are occurring in New Delhi, India stem from traffic congestion and air pollution. Fig.1 below shows the external costs of using cars. As seen in Fig.1, consumers will enjoy some of the private benefits of car travel but there will be external costs in the form of air pollution and traffic congestion. Consumers maximise their private utility and consume at the level where MPC=MSC=MPB thus leading to over-consumption of vehicle travel by driving Q25, 000 vehicles at a price of 25,000 rupees. As can be seen in Fig.1, the socially efficient output, i.e. when the full opportunity cost of an extra unit is equal to the value placed by society on its consumption or production, is Q*, as a result there is over-consumption of Q25, 000 to Q*. Furthermore, as a result of MSC being greater than MSB, there is a welfare loss to society. This is an example of market failure. In order to combat the effects of the vehicle use, the Indian government is charging citizens in New Delhi who own more than one car and are implementing a congestion fee. Two-wheelers that cost above 25,000 rupees will be taxed at a rate of four per cent whilst cars priced up to 6 lakh (600,000 rupees) will be increased to the same rate. Those costing between 6 and 10 lakh will be charged seven per cent tax. The effect that the increased tax should have on the use of two-wheeled vehicles is seen in Fig.2. As seen in Fig.2, the implementation of a tax will see the MPC curve move upwards to MPC + tax = MSC + tax. This will reduce consumption to the socially efficient output of Q* but the price will increase to 25,000 rupees plus tax. Therefore the government should receive more revenue which could be then used to further tackle the externalities. However, a problem that the Indian government will face is the fact that the demand for vehicle travel may be price inelastic. Therefore, the amount of people who will forgo vehicle travel will be insignificant and the quantity demanded will not fall to the socially efficient level. There are alternatives to congestion fees and taxes, with advertising being an example. The Indian government could fund positive advertising for substitute goods such as public transport or bicycles thus decreasing the consumption of vehicle travel. One of the problems with this solution is that the costs may be high and so taxes would have to be in place. Moreover, people may not care about the effects of vehicle travel and will therefore continue with their current mode of travel. Another solution could be for the government to restrict the number of driving licences. This is effectively a quota that would essentially see a decrease in the number of cars on the road. However, the problem of who to allocate these licences to arise and this could prove unpopular. Another alternative solution could be to heavily advertise public transport. This may reduce the number of cars on the road and would therefore see a reduction in the negative externalities created. However, for this to work, people would have to heed the advertisements advice and as it would not be compulsory, people may neither listen nor care to change their method of transportation. Overall, it looks like the Indian governments decision to implement a car tax and congestion fee is the most viable solution because it is less likely to alienate the citizens of New Delhi when compared to curfews and is also more likely to see a decrease in consumption when compared to advertising.

Greek Theater in 5th Century BCE Essay -- essays research papers

Greek Theatre in 5th Century BCE   Ã‚  Ã‚  Ã‚  Ã‚  The Ancient Greeks, probably one of the most fascinating civilizations to study contributed several discoveries and technological advancements. One can not discuss the Greeks without discussing Greek Theatre though. Greek Theater paved the way for literature and art in later history in many ways. If it wasn’t for Greek Theatre famous play writers like Shakespeare would have never done what they are so very well known for. When studying Greek Theatre it is virtually impossible not to hear about it in the 5th Century BCE, and that is because the 5th Century BCE was rather exciting when it came to Greek Theatre.   Ã‚  Ã‚  Ã‚  Ã‚  The origin of Greek Theatre in 5th Century BCE is not known. Dozens of hypotheses exist, but there is not really any conclusive hard evidence. What is known on the other hand is that tragedies were first performed in Athens in 6th Century BCE, and that they were very simple. They only had one actor and one chorus. In the 5th Century BCE this changed though. A second and third actor were added to plays, but there were no more then three speaking actors on stage at once. Throughout 5th Century BCE the average size of the chorus was twelve through fifteen members.   Ã‚  Ã‚  Ã‚  Ã‚  The theatrical performances were part of the worship of the god Dionysus, the god of fertility and wine. Out of the four festivals of worship for Dionysus, two them included theatrical perfo...

Best Buy Failure in China (International Business) Essay

In the world today, there are many companies getting involved in international business, and developing to become a multinational company. Why do these firms want to take the multinational route? One of the dominant frameworks to explain the existence of these multinational companies is the Ownership-Location-Internalisation (OLI) paradigm (Dunning & Lundan 2008). Running an international business is different from running a domestic business. International business requires you to recognise and understand the cultural differences between countries. Failing to recognise and understand this difference could possibly lead to many difficulties, or worse still, failure. In this essay, I will be discussing the difficulties that Best Buy Co. Inc. faced, and its eventual failure due to the lack of understanding of the cultural differences in its host country, China. The rise of China has matured into hope for the entire consumer electronics industry. The country’s 1.3 billion consumers and their fast increasing buying power have transformed China into the world’s largest consumer electronics market, a market opportunity that multinational giants cannot afford to neglect (Chen & He 2005). As such, Best Buy was just one of the many multinational companies that tried to enter the Chinese market. Best Buy Co. Inc. Best Buy is a multinational retailer of consumer electronics from the United States and operates in the United Kingdom, Canada, Turkey, Mexico, China as well as its home country. Started as the Sound of Music in 1966 as an audio specialty store by Richard M. Schulze, it was later changed to Best Buy Co., Inc. by the board of directors in 1983 and is now the leading consumer electronics retailer in the United States (Pederson 2004). Best Buy sells consumer electronics as well as a wide selection of related merchandise such as music, mobile phones, computers, computer software, DVDs, Blu-ray discs, video games, digital cameras, video cameras as well as home appliances. The multinational used a two-track approach to enter the Chinese market. The consumer electronics giant first opened a sourcing office in Shanghai in 2005 and began its efforts to expand into the Chinese market in May 2006 by foreign acquisition. The multinational invested $108 million to obtain a majority stake in China’s fourth largest consumer electronics retailer, Jiangsu Five Star Appliance (Bloomberg 2006). Soon after in December 2006, the company used the greenfield mode of entry and opened its first â€Å"Best Buy† store that followed their own US business model, in Shanghai’s busy Xujiahui shopping district. By imposing a US business model, Best Buy intended to convince fastidious Chinese customers with helpful and dependable service in clean, pleasant outlets. The chairman and general manager of Best Buy China, Lu Weiming declared that they were confident with the store model they had, which will differentiate them from competitors and consequently help them win the consumers’ heart (Kurtenbach 2006). The company later opened another eight stores, which increased the total number of â€Å"Best Buy† stores in China to nine. Problem Identification According to the China Daily on March 21, 2011, Jiangsu Five Star Appliance continued to expand. However, Best Buy’s expansion was slow and was not running as smoothly as anticipated. â€Å"The multinational brought in a Western business model and it failed to sufficiently attract the Chinese clients and customers,† said Chen Can, a senior analyst from Analysys International (China Daily 2011). Best Buy’s business model in the US, where the brand markets itself as delivering a better service than competitors, did not go well in China. After being in the Chinese market for five years, the company only managed to open nine stores, capturing less than one per cent of the Chinese market as according to analysts. Failing to catch on in the Asian country, the company decided in February, 2011, to close its headquarters along with all its nine stores (Birchall, Strauss & Waldmeir 2011). Causes of the problem Even though the company opened a sourcing office in 2005, the multinational still had a lot to learn about the Chinese and the way they did business. â€Å"The lesson we learned is that we got too far ahead of the Chinese consumer in how business is done in China,† said Brian Dunn, Best Buy’s Chief Executive (Groth 2011). He said the company’s mistake had been to open big box stores with fixed prices that were staffed entirely by Best Buy’s blue-shirted employees (Jopson & Waldmeir 2011). Clearly, Best Buy entered the Chinese market in 2006 with a lack of knowledge of the local consumer’s culture. International strategy is a strategy where the firm uses the core competency, which it developed at home, as its main competitive weapon in the foreign market (Sumantra & Nitin 1993). This is the strategy which Best Buy used. The company did not enter China with the intention to hire local talent who knew how to be successful in China. Rather, it entered the country intending to create talent that knew how to be successful in the United States (Adam 2011). When the multinational first entered the Chinese market, many people hoped that it would successfully replace the prevailing, yet widely criticised Chinese business model that focused on price-centred competition (Ni 2011). Imposing their core competency in the US model, the company offered â€Å"a concept ahead of the consumer,† said retail analyst Paul French of Access Asia which was based in Shanghai (Macleod 2011). Best Buy provides a premium shopping experience for its consumers, to which the Chinese consumers were ultimately not willing to pay for (Jopson 2011). Consumers in China are generally different from consumers in the United States. Wei and Salil (2010) stated that the Chinese consumers have a higher cognitive age perception, lower levels of physical health status and lower life satisfaction levels as compared to their American counterparts. Eastman et. al. (1997) conducted a study and found that there were statistically significant differences between the two, such that Chinese consumers were more materialistic than those in the United States. Eastman’s research was later backed up by Schmitt’s (1999) studies. In addition, Schmitt found that the Chinese consumers were more brand conscious and would go shopping with brands as a key influencing factor. The cross-cultural study above is just one of the reasons as to why Best Buy failed to attract consumers in China. For instance, the company’s store in China generally divides up electronics and other large-ticket items by category (Birchall, Strauss & Waldmeir 2011). However, the Chinese are inclined to put more faith in brand names than consumers in the US do. Due to this reliance on brands as a deciding factor, the Chinese consumer would generally prefer items in the store to be categorised according to their make rather than function. Another cause of the company’s failure in attracting Chinese customers lies in the fact that all sales staff in the store were the company’s direct employees who donned the ubiquitous blue Best Buy uniform. This was a stark difference to the scene in typical Chinese outlets, where consumers were accustomed to subsections of electronics stores being manned by the manufacturer’s own employees, who were also able to offer specialist knowledge (Jopson 2011). At the same time, Best Buy’s market research showed that Chinese consumers liked to try out new products. While this was true, what eventually happened was that the Chinese shoppers would first go to Best Buy to try out products, before promptly marching across the street to one of the other Chinese retailers and buying the said product for less (Adam 2011). This was partly due to the pricing in Best Buy stores, which was based on a fixed-price policy (Jopson 2011) and only served to push the Chinese consumer even further away. As stated by Montlake (2006), bargaining is a way of life in China. Chinese consumers like bargaining and they are used to negotiating with the salesperson to get a discount, which was not an option in Best Buy. Not only is bargaining not an option, the prices at Best Buy were also set at a premium as it followed the company’s US model of offering high-quality service and a better shopping experience to consumers, such as the opportunity to try products before making a purchase. However, that did not seem to suit the immature Chinese market very well (Ni 2011). Purchasing decisions made by Chinese consumers are determined by price and not service (Birchall, Strauss & Waldmeir 2011). At the same time, Chinese consumers had the perception that Gome and Suning, two of Best Buy’s biggest competitors, were able to under cut Best Buy’s prices significantly (Adam 2011). Chinese consumers care more about price than service (D’Altorio 2011). The Chinese do not penny-pinch and save because they like to, but because they have to. They voluntarily tax themselves so as to protect against the absence of a welfare safety net. If a Chinese consumer gets old, he will need that money to survive, since state pensions remain inadequate. As his parents age, he will need to support his elders, especially since he is likely to be their only child, a result of the country’s one child policy. This reality is what perpetuates and engenders the low-cost, bargain basement Chinese retail environment (French 2007). To top it off, Best Buy’s choice of a Chinese name left many consumers pondering over its decision. A country steeped in traditions and superstitions, many Chinese consumers commented that the company’s Chinese name, â€Å"Bai Si Mai†, was a bad one as it literally meant â€Å"to buy after thinking 100 times† (Ni 2011). Overall, the company’s business model, like its Chinese name, showed a lack of understanding for the Chinese culture. It tried too hard to educate Chinese consumers about high-end service value when lower prices were typically the only value that motivated them to make quick decisions. The consumer electronics giant’s overconfidence in transforming the Chinese consumer philosophy finally hurt its performance in the Chinese market. Maintaining only a small market presence in China, Best Buy not only failed to please its consumers, but its suppliers too, who did not receive many orders from the company (Ni 2011). Proposed Solutions There are huge cross-cultural differences between the US and China. Therefore, one change I will make if I was Best Buy is to take up a multi-domestic strategy instead of the international strategy adopted by the company. Multi-domestic strategies involve a high degree of customisation to the local market place (Hout, Porter & Rudden 1982). This is important, noting the huge cultural gap between the China and the US. Hill, Hwang and Chan (1990) also stated that a multi-domestic strategy is based on the belief that national markets differ widely with regard to consumer preferences and taste, competitive conditions, operating conditions and social structures. According to organisational capabilities theory, in order to leverage its competitive advantages in the foreign market, an enterprise must understand its business environments and adapt its operation modes to the host country (Xu, Hu & Fan 2011). This is also in line with the multi-domestic strategy, to which Anne-Wil (2002) has highlighted the need of multi-domestic companies to deal with markets where products tailored to local circumstances are required; and to be able to do so, companies need to be well aware of the local market and be well-integrated into it. This can be easier achieved by acquiring an existing company that possesses a knowledgeable work force and good connections in the local market. As such, the mode of entry decided upon by a multinational is a critical and strategic decision. To support the multi-domestic strategy and aligning with conditions in China, I will still first enter the Chinese market using foreign acquisition. Foreign acquisition involves having to invest in a local firm and in this case, I will be investing in Jiangsu Five Star Appliance. Acquiring Jiangsu Five Star Appliance will create access to local resources as well as knowledge of the Chinese retail environment within a much shorter span of time (Cristina & Garcia-Canal 2004). Acquisition is also a more effective way of exploiting foreign resources and markets as compared to joint ventures or licensing, as supported by the transaction cost theory (Hennart 2010). Tapping on the knowledge and expertise of Jiangsu Five Star Appliance, I will then use the greenfield method, which is the setting up of a new company legally independent from parents, to set up a Best Buy store in China (Cristina & Garcia-Canal 2004). By using a multi-domestic strategy, the management seen in the greenfield approach will be more similar to that of acquisitions (Anne-Wil 2002). The consequent Best Buy outlets will then be managed and accustomed to the Chinese market. For instance, as most Chinese consumers shop by brands, the store will therefore be segregated by brands rather than product category. Sections of the store will also be rented out to brand manufacturers and their designated areas will be staffed with their own sales team, so that consumers can receive specialised knowledge as well as bargain for a lower price. The store will not be carpeted or provide services like allowing consumers to test out the product before purchase. This is to prevent the Chinese consumers from having the perception that the store is pricier as compared to competitors, especially since China is a highly price-conscious market. As French (2007) aptly stated, â€Å"win on price and you win, period†. It is therefore of utmost importance to have a lower price as compared to competitors. In order to provide lower prices, I will acquire the real estate, instead of renting or leasing the property like my two biggest competitors Gome and Suning do. This will provide me with a great advantage as I can lower rental prices for the manufacturers, who can then pass the accumulated savings down to the Chinese consumers. Noting the Chinese aversion to inauspicious names, I will also conduct sufficient research and preparation into choosing a Chinese name for the store before its opening. Instead of using a direct sound conversion of the brand name like â€Å"Bai Si Mai†, I will translate the brand name by meaning instead, such as â€Å"Zui Hao Mai†. This literally means â€Å"best buy†, and doubles up as a call that encourages consumers not to miss out on a deal. Conclusion In conclusion, China is a huge and growing market with tonnes of opportunities that multinationals cannot afford to neglect. However, there is a huge cultural divide between China and countries from the west like the United States. Entering the Chinese market will require multinationals to recognise and understand the cultural difference between their homeland and the Chinese market. Best Buy failed in China due to a lack of knowledge and understanding of cross-cultural differences. Although the company chose the correct mode of entry by first using foreign acquisition followed by the greenfield approach, it failed because it adopted an international strategy thinking that Chinese consumers will welcome the same offerings that reflect its core competency in the US — value-added service. Thinking it could import its success in the US to China by focusing on the same areas, Best Buy’s targeted service approach failed to take off in a climate governed by financial sensitivity. While focusing on providing consumers with a great shopping experience, the company failed to consider a fundamental portion of the retail environment — price, which affects Chinese consumers much more than service. To improve on this situation, I would first enter the Chinese market through foreign acquisition, so that I may gain access to knowledge about the culture in China before starting on the greenfield route. However, instead of using an international strategy, I will opt for the multi-domestic strategy by adapting my operations towards the needs of Chinese consumers. This would circumvent the issues that led to the company’s downfall in China. Due to the country’s rich traditions, its people are habitual and tend to shy away from the unfamiliar. Should Best Buy have chosen to use a multi-domestic strategy, it would have realised the need to customise its offerings in accordance to local tastes and might have gone on to capture a larger share of China’s consumer electronics market. Reference List Adam, M. 2011, ‘Bye-Bye, Best Buy (China): You had it coming’, Adam Minter of Shanghai Scrap, 22 February, Viewed 22 August 2012, Anne-Wil, H. 2002, â€Å"Acquisitions versus Greenfield investments: International strategy and management of entry modes†, Strategic Management Journal, vol. 23, no. 3, pp. 211-227. Birchall, J., Strauss, D. & Waldmeir, P. 2011, Best Buy brand shuts up shop in China and Turkey, London (UK), United Kingdom, London (UK). Bloomberg 2006, Best Buy chain on road to China, Tulsa, Okla., Tulsa, Okla. Chen, X. & He, Z. 2005, ‘Understanding the Structure of China’s Consumer Electronics Market: An Empirical Investigation of Its Consumer Segments’, Multinational Business Review, vol. 13, no. 2, pp. 43-61, viewed 15 August 2012, Proquest database. China Daily 2011, ‘Best Buy seeks the best way to survive’, China Daily, 21 March, (Business section), Viewed 20 August 2012, Cristina, L.D. & Garcia-Canal, E. 2004, â€Å"The Choice Between Joint Ventures and Acquisitions in Foreign Direct Investments: The Role of Partial Acquisitions and Accrued Experience†, Thunderbird International Business Review, vol. 46, no. 1, pp. 39-58. D’Altorio, T. 2011, ‘How the Chinese Consumer Defeated Best Buy’, Investment U Research, 10 March, Viewed 22 August 2012, Reference List Dunning, J.H. & Lundan, S.M. 2008, â€Å"Institutions and the OLI paradigm of the multinational enterprise†, Asia Pacific Journal of Management, vol. 25, no. 4, pp. 573-593. Eastman, J.K., Fredenberger, B., Campbell, D. & Calvert, S., ‘The Relationship Between Status Consumption and Materialism: A Cross-Cultural Comparison Of Chinese, Mexican, And American Students.’, Journal of Marketing Theory & Practice, Winter97, vol. 5, no. 1, pp. 52. French, P. 2007, ‘When the Best Buy Is No Buy’, The Wall Street Journal Asia, 07 August, United States, Hong Kong. Groth, A. 2011, ‘Why Best Buy’s Overseas Strategy is Failing’, Business Insider, 04 November, Viewed 22 August 2012. . Hennart, J. 2010, â€Å"Transaction Cost Theory and International Business†, Journal of Retailing, vol. 86, no. 3, pp. 257-269. Hill, C.W., Hwang, P. & Chan, K.W. 1990, â€Å"An Eclectic Theory of the Choice of International Entry Mode†, Strategic Management Journal (1986-1998), vol. 11, no. 2, pp. 117-117. Hout, T., Porter, M. E., Rudden, E. 1982, ‘How Global Companies Win Out’, Harvard Business Review, viewed 25 August 2012, . Jopson, B. 2011, ‘Best Buy seeks ways to return brand to China’, FT.com Jopson, B. & Waldmeir, P., 2011, Best Buy seeks ways to return brand to China, London (UK), United Kingdom, London (UK) Reference List Kurtenbach, E. 2006, Best Buy opens store in China — Top U.S. electronics retailer to offer wide array, better service, Memphis, Tenn., United States, Memphis, Tenn. MacLeod, C. 2011, Best Buy, Home Depot find China market a tough sell, McLean, Va., United States, McLean, Va. Montlake S. 2006, ‘China’s newest shopping craze: ‘team buying’ ; More and more consumers meet online before banding together at stores to bargain down prices’, The Christian Science Monitor, Boston, Mass., United States. Ni, V. 2011, Best Buy’s Withdrawal: American Morals Fail to Transcend Chinese Consumer Market, Asia Briefing Ltd., viewed 20 August 201. < http://www.china-briefing.com/news/2011/03/02/best-buys-withdrawal-american-morals-fail-to-transcend-chinese-consumer-market.html>. Pederson, J.P. 2004, International directory of company histories, St. James Press. Schmitt, B. H. 1999, ‘Consumer Segmentation in China’, In Marketing Issues in Transitional Economies, Rajeev Batra eds. Norwood, MA: Kluwer Academic Publishers. Sumantra, G. & Nitin, N., ‘Horses for courses: Organizational forms for multicultural corporations’, Sloan Management Review, pp. 27, 31. Wei, Y. & Salil, T., 2010, ‘Materialism of Mature Consumers in China and USA: A Cross-Cultural Study’, Journal of International Business and Cultural Studies, vol. 2, pp. 1-14, viewed 15 August 2012, ProQuest Central. Xu, Y., Hu, S. & Fan, X. 2011, â€Å"Entry mode choice of Chinese enterprises: The impacts of country risk, cultural distance and their interactions†, Frontiers of Business Research in China, vol. 5, no. 1, pp. 63-78.

A Research Study On Savior Siblings Children Who Are...

For my research paper I am going to write about savior siblings. Savior siblings are children who are conceived through selective assisted reproduction as a potential source of organs or cells for an existing older sibling who has a serious medical condition. I was first interested in this topic when I watched the movie My Sister’s Keeper. My Sister’s Keeper is about a 10–year-old girl who decides to sue her parents after forcing her to donate her kidney to her sister who is dying of leukemia. My research first began when I googled board questions about this topic such as, is it morally right to create a savior sibling? I soon decided that many people will have a lot of different views on this topic. I thought it would be too difficult to come to a conclusion when researching such an opinionated question and involves a lot of emotion. I also decided not to make this my research question because I realized it is ultimately up to the parents to see how far they wil l go to save their sick child. I haven’t learned yet about the details of the effects of each member of the family. Most articles I have come across include the effects of the savior sibling and the parents, but they fail to mention the â€Å"other† child and the sick child. I feel like I have a knowledge gap when it comes to the detailed effects that children and parents have to face in their daily lives. I wish to dig deeper into how their personal lives are effected. I also want to find more information about theShow MoreRelatedStephen P. Robbins Timothy A. Judge (2011) Organizational Behaviour 15th Edition New Jersey: Prentice Hall393164 Words   |  1573 Pagesby Pearson Education, Inc., publishing as Prentice Hall. All rights reserved. Manufactured in the United States of America. This publication is protected by Copyright, and permission should be obtained from the publisher prior to any prohibited reproduction, storage in a retrieval system, or transmission in any form or by any means, electronic, mechanical, photocopying, recording, or likewise. To obtain permission(s) to use material from this work, please submit a written request to Pearson EducationRead MoreOne Significant Change That Has Occurred in the World Between 1900 and 2005. Explain the Impact This Change Has Made on Our Lives and Why It Is an Important Change.163893 Words   |  656 Pagesadvancement for an unprecedented number of people that soared well into the hundreds of millions by century’s end. But for a clear majority of these migrants, movement was coerced by flight from war and oppression or was enticed by labor recruiters who preyed on the desperately poor. The prospects for the great majority were almost invariably lives of drudge labor in urban sweatshops, on tropical plantations, or on the wharves of an expansive, global export economy. Throughout the century, advances