S1_MANAGEMENT INTRODUCTION_Semester Ganjil 2025

My name is Falisha Putri Adiva from Accounting department and my NPM is 2511031143
1. The emerging borderless world means globalization erases national boundaries, creating opportunities for global trade and collaboration, but managers face challenges like cultural differences, ethics, fierce competition, political risks, legal complexity, and sustainability demands.

2. Companies can enter foreign markets in several ways, such as exporting, licensing, franchising, joint ventures, strategic alliances, contract manufacturing, or direct investment. Each option comes with different levels of cost, risk, and control, from the simplicity of exporting to the full commitment of owning operations abroad.

3. International management is about running business activities across different countries. Unlike domestic management, it involves dealing with cultural differences, varied legal systems, foreign currencies, and political risks, which makes decision-making more challenging.

4. Differences in economic conditions, cultural values, social norms, legal systems, and political stability can strongly influence how businesses operate. These factors affect pricing, marketing strategies, HR practices, and even whether a company chooses to enter or exit a market.

5. Groups like the EU, ASEAN, or USMCA lower trade barriers and create larger markets. They reshape international business by boosting competition, attracting more investment, and opening up greater opportunities for cross-border trade.

6. A multinational corporation is a corporation that operates in multiple countries and manages its production, marketing, and distribution on a global scale. Key traits include a worldwide presence, global strategies adapted to local needs, strong financial power, and significant influence on trade and economies.

7. Cultural intelligence is basically the skill of understanding and adjusting to different cultures. Managers working abroad need it so they can communicate well, build good relationships, avoid cultural mistakes, and lead their teams more effectively.

1. The emerging borderless world, driven by globalization, technology, and interconnected markets, allows businesses to operate beyond traditional geographic and cultural boundaries, creating global markets, supply chains, and workforces. While this opens vast opportunities for growth and innovation, today’s managers face significant challenges such as navigating cultural diversity in teams, complying with different legal and regulatory systems, and managing political and economic risks like trade conflicts or currency fluctuations. In addition, they must address ethical concerns around labor standards, sustainability, and social responsibility, while also protecting their organizations against technological threats such as cyberattacks and data breaches. Intense global competition and vulnerable supply chains further add complexity, requiring managers to be adaptable, culturally intelligent, and strategic in balancing profit with responsibility in a rapidly changing global environment.

2. Exporting – Selling products abroad with low risk.
Licensing/Franchising – Allowing foreign firms to use brand or model for fees.
Joint Ventures/Alliances – Partnering with local firms to share risks and resources.
Foreign Direct Investment (FDI) – Setting up or acquiring facilities abroad for full control.
Contract Manufacturing/Outsourcing – Using local producers to cut costs.

3. International management is the process of managing business operations across countries, involving planning, organizing, leading, and controlling in diverse environments. It differs from domestic management because managers must handle cultural differences, multiple legal and political systems, currency risks, and global competition, making it more complex than operating in a single national market.

4. Economic environment – Differences in income levels, infrastructure, inflation, and currency stability influence demand, pricing, and production decisions.
Sociocultural environment – Variations in language, religion, values, and consumer behavior affect marketing, product design, negotiations, and HR practices.
Legal-political environment – Differences in regulations, trade barriers, labor laws, taxation, and political stability shape entry strategies, contracts, and risk management.

5. Larger unified markets – Alliances like the EU and ASEAN remove tariffs and quotas, giving businesses access to more consumers at lower costs.
Freer movement of resources – Agreements such as the EU single market and USMCA (formerly NAFTA) allow easier flow of goods, services, labor, and capital, supporting expansion and investment.
Increased competition – Firms face more rivals within the region, pushing them to innovate, improve quality, and reduce costs.
Shift in global trade patterns – Countries outside the alliances may face tariffs or restrictions, influencing supply chain design and entry strategies.

6. Worldwide Operations – An MNC operates in two or more countries, managing production, marketing, and services across borders.
Global Market Orientation – It views the entire world as its market, not limited to one country.
Centralized Control with Local Adaptation – Headquarters usually make major strategic decisions, while local subsidiaries adapt operations to host-country conditions.
Large Size and Resources – MNCs typically have vast financial, human, and technological resources that allow them to compete globally.
Advanced Technology and Innovation – They use modern technology and R&D to maintain competitiveness and efficiency worldwide.
Diverse Workforce and Culture – MNCs employ people from different countries and must manage cross-cultural differences.
Influence on Host Economies – They impact host nations through investment, job creation, and technology transfer, but may also raise concerns about cultural dominance or economic dependence.

7. Cultural intelligence (CQ) is the ability to understand and adapt to different cultural contexts. It is vital for managers in foreign countries because it helps them communicate effectively, build trust, avoid misunderstandings, and lead diverse teams successfully. Without CQ, managers risk conflicts and poor business outcomes in global operations.

Siti Zaskia Pelangi Putria
2511031072
Accounting

1. According to the e book, the world is becoming increasingly borderless due to globalization. National borders are less significant as companies compete globally, hire international managers, and source materials worldwide. Concerns for managers include global competition, outsourcing risks, cultural differences, currency fluctuations, political instability, and backlash against globalization.
2. Companies expand abroad through entry strategies such as exporting, offshoring, licensing, and joining ventures.
3. International management deals with planning, organizing, leading and controlling opeartions across nations. It differs from domestic management because it must account for different economic system, rules from abroad and cultural values.
4. economic : countries differ in development and infrastructure
sociocultural : norms, values, languages, and consumer preferences
legal-political : governments different laws, tarrifs, labor rules, and are affected by political instability.
5. WTO reduced trading barriers, increased global trade regulation.
NAFTA increased North American regional trade.
6. The characteristics are : Operates in multiple countried with significat assets, has a global perspective on strategy, and has top management, ownership, and decision making.
7. Cultural intelligence is the ability to understand and adapt effectively across culture. Managers need it to avoid cross cultural misunderstandings, build trust, and manage diverse teams.

Lucky Gany Rizky
2511031071

1. Globalization removes many barriers for trade, investment, and communication. Managers now face stronger world competition, fast technology changes, cultural and language differences, and also different ethics or business rules in each country.

2. Companies enter foreign markets in different ways: exporting products, giving licenses or franchises to local firms, making joint ventures or alliances to share risk, building or buying subsidiaries with full ownership, or using contract manufacturing by hiring local producers.

3. International management means running business across many countries. It is harder than domestic management because managers must deal with different cultures, laws, politics, currencies, and consumer behaviors at the same time.

4. Economic differences like income and stability affect demand and investment. Sociocultural differences such as language, religion, and lifestyle shape how products are sold and how people work. Legal and political systems, including regulations, taxes, and risks, strongly affect how business operates.

5. Regional trading alliances such as the EU, ASEAN, or NAFTA/USMCA reduce trade barriers and open larger markets. They set common rules, allow easier movement of goods and sometimes people, and create stronger competition between companies.

6. A multinational corporation is a company that works in many countries but usually has one main headquarters. It has big resources, global brands, many foreign subsidiaries, and can transfer money, technology, and people across borders.

7. Cultural intelligence is the ability to understand and adapt to other cultures. Managers need this to communicate clearly, avoid mistakes, build trust in negotiation, and manage diverse teams effectively.

1. The borderless world means countries are more connected by trade, technology, and communication. Managers must deal with cultural differences, different laws, changing economies, competition, and ethics.

2. To enter foreign markets, businesses can export products, license or franchise their brand, make joint ventures with local firms, invest directly in businesses, form alliances, or build new operations from scratch.

3. International management is the process of running business operations in multiple countries, while domestic management only focuses on one country. International management is more complex because it involves adapting to different cultures, languages, laws, currencies, and political systems. Managers must be flexible and skilled in handling diversity, while domestic managers mostly deal with familiar and uniform conditions.

4. Business operations are strongly influenced by differences in environments around the world. Economically, exchange rates, income levels, and infrastructure affect costs and demand. Sociocultural factors such as customs, traditions, and consumer behavior shape marketing and management styles. Legal-political differences, including government stability, regulations, and trade laws, can either support or limit how companies operate abroad.

5. Regional trade alliances such as the European Union, ASEAN, and NAFTA/USMCA have transformed the global business environment. They reduce trade barriers, create larger common markets, and encourage cooperation among member countries. This cooperation makes it easier for companies to expand across regions, but at the same time, it also increases competition because companies from different countries can now enter each other's markets more freely.

6. A multinational corporation is a large company that operates in more than one country. It owns or controls resources, offices, or factories in various regions of the world. Multinational corporations typically have strong global brands, sophisticated supply chains, and substantial financial strength, but they also adapt their products and strategies to suit local cultures and consumer needs.

7. Cultural intelligence is the ability to understand, respect, and work effectively with people from different cultures. For managers working abroad, cultural intelligence is crucial because it helps them communicate better, avoid misunderstandings, and build strong relationships with employees, partners, and customers. With a high level of cultural intelligence, managers can lead diverse teams, negotiate successfully, and achieve better results in international business.

Name : Hanindya Savanda Athayannisa
NPM : 2511031053

The answers of the questions
1. The borderless world is basically globalization, where countries are more connected through trade, technology, and communication. For managers, this creates both opportunities and challenges, such as handling cultural differences, different laws, navigating diverse legal and regulatory systems, managing supply chains that span multiple countries, global competition, and ethical concerns that come with operating internationally.

2. Companies have several ways to enter foreign markets. They might export their products, license or franchise with local partners, create joint ventures, or establish their own subsidiaries. Some also build new facilities from the ground up, while others form strategic alliances to share costs and risks.

3. International management refers to the process of planning, organizing, leading, and controlling business operations that extend beyond national borders. It differs from domestic management in several ways. Managing across countries is more complex because it involves different legal systems, cultural norms, and economic environments. It also brings greater uncertainty, as managers must account for political risks, currency fluctuations, and varying regulations. Unlike domestic operations, international management requires strong cross-cultural communication skills and the ability to coordinate diverse teams across different regions.

4. Differences in the economic, sociocultural, and legal-political environments across countries have a significant impact on business operations. Economic conditions such as income levels, infrastructure, and inflation determine how companies set prices, manage costs, and evaluate market potential. Sociocultural factors, including language, religion, and traditions, shape consumer preferences, marketing strategies, and human resource practices. Legal and political variations, such as government policies, trade regulations, and labor laws, influence how businesses can operate, how much risk they face, and how easily they can compete in foreign markets.

5. Regional trading blocs such as the EU or ASEAN reshape global business by lowering trade barriers and building larger, integrated markets. This makes it easier for companies to expand and reach more customers, but it also intensifies competition since firms from member countries gain easier access to each other’s markets.

6. There are several characteristics of multinational corporatuion, they are :
- Operates in multiple countries.
- Has a centralized head office but decentralized local operations.
-Moves capital, goods, services, and technology across borders.
-Employs a diverse workforce worldwide.
-Seeks efficiency (global integration) and responsiveness (local adaptation).
Examples: Coca-Cola, Toyota, Unilever.

7. Cultural intelligence refers to the ability to understand, adapt to, and work well in different cultural settings. Managers working abroad need it because it helps them communicate more effectively, build trust, prevent conflicts, and adjust their leadership approach to fit local expectations.

1. A borderless world allows companies to work and sell products almost anywhere, but it also brings new challenges for managers. They have to manage teams with different cultures and languages, follow many countries’ rules, and face stronger global competition. Managers also need to think about ethical issues, data security, and sustainability because their decisions can affect people worldwide. This means managers today must be more open-minded, understand cultural differences, and be quick to adapt. Those who can handle these challenges will help their companies grow in a global environment.

2. When businesses want to enter foreign markets, they can use several strategies. One common way is exporting, where they sell products directly from their home country. Another is licensing or franchising, which lets local partners use their brand or product in exchange for fees or royalties. Companies can also make joint ventures or partnerships with local businesses to share resources and reduce risk. For bigger investments, some companies build wholly owned subsidiaries or buy local firms so they have full control. The choice of strategy depends on the company’s goals, budget, and how risky the market is.

3. International management is the process of planning, organizing, leading, and controlling business activities across different countries. It deals with working in global markets and managing people, money, and resources internationally. It is different from domestic management because managers must handle cultural differences, various legal systems, currency exchange, and global competition. They also need to adapt strategies to fit local markets while keeping the company’s overall goals. This makes international management more complex and requires a global mindset.

4. Differences in economic, sociocultural, and legal-political environments can strongly affect how businesses operate. In economic terms, countries have different income levels, infrastructure, and market sizes, which influence pricing and marketing strategies. Sociocultural differences, like language, values, and consumer habits, can change how products are designed and advertised. Legal and political systems also vary — some countries have strict regulations, trade barriers, or unstable governments, which create risks for businesses. Because of these differences, companies must adapt their strategies to fit each country’s situation to succeed globally.

5. Differences in economic, sociocultural, and legal-political environments can strongly affect how businesses operate. In economic terms, countries have different income levels, infrastructure, and market sizes, which influence pricing and marketing strategies. Sociocultural differences, like language, values, and consumer habits, can change how products are designed and advertised. Legal and political systems also vary — some countries have strict regulations, trade barriers, or unstable governments, which create risks for businesses. Because of these differences, companies must adapt their strategies to fit each country’s situation to succeed globally.For example, in economic terms, a company may sell luxury goods in Singapore where income levels are high, but use cheaper options in Indonesia to match local purchasing power. Sociocultural factors like language and taste also matter — fast-food chains often change their menus in Muslim-majority countries by removing pork or offering halal meat. Legal and political systems are also different. A company may face strict data privacy rules in Europe (GDPR) but fewer restrictions in other regions. These differences mean businesses must adjust their strategies carefully to fit each country’s market and avoid legal problems.

6. A multinational corporation (MNC) is a company that operates in more than one country. Its main characteristics are having a home base in one country but owning or controlling business operations in several others. MNCs usually have a global strategy, large financial resources, and the ability to transfer technology and knowledge across borders. They often adapt products to local markets but still keep a unified brand image. MNCs also deal with complex management issues like cultural differences, exchange rates, and international regulations.

7. Cultural intelligence is the ability to understand and adapt to different cultural values, communication styles, and behaviors. It helps managers work effectively with people from other countries. For example, a manager from the U.S. working in Japan needs to understand the importance of hierarchy and indirect communication. By respecting these norms, the manager can build trust with local employees and avoid misunderstandings. Cultural intelligence is necessary because it improves teamwork, strengthens relationships, and helps businesses succeed in foreign markets.

1. The borderless world is todays global economy where national borders are becoming less important for business because of technology and trade. This lets companies operate easily anywhere. Managers face challenges like handling different countries laws, understanding diverse cultures, and making sure their companies act ethically around the world.

2. To sell in other countries, businesses have several options. The simplest is exporting, which means shipping products from home. They can also use licensing or franchising, giving a foreign company the right to use their brand. For more control, a company might form a joint venture with a local business or buy an existing company. The riskiest but most controlled option is to build a new company from the ground up in the foreign country.

3. International management is running a business in more than one country, while domestic management is running a business in just one country. The main difference is that an international manager has to handle multiple laws, currencies, and cultures at the same time, which is much more complex.

4. Differences in countries economies, cultures, and laws affect business. Economic differences like varying income levels change how you price products. Cultural differences affect how you market things and how people work. Legal differences mean you have to follow different laws for taxes and labor, which can be a big challenges

5. These are groups of countries (like the EU) that work together to make trade easier among them. They remove trade barriers like taxes, creating one big market that is attractive to companies. This also increases competition, which forces businesses to be more efficient.

6. An MNC is a large company that operates in many countries. It has factories and offices abroad, not just sales teams. A key feature is its ability to manage a global supply chain, often making parts in one country and assembling them in another to save money. MNCs are centrally managed, but they also adapt to local markets.

7. Cultural intelligence, or CQ, is a manager ability to work well with people from different cultures. This is crucial for managers working in foreign countries because it helps them build trust, avoid misunderstandings, and lead diverse teams effectively. Without it, a manager might unknowingly offend local people, causing problems for the business.

Name:Muhammad Fatih Aufar
Npm:2511031057

S1 accounting
1.The emerging borderless world means isolation from international forces is no longer possible. Trade barriers are falling, communication is faster and cheaper, and consumer tastes are converging.
issues for managers: more global competition, fast communication, adapting to converging tastes, and coordinating virtual teams across countries.

2.Businesses develop foreign markets through exporting (selling products abroad), global outsourcing (shifting tasks to low-cost countries), licensing (allowing a foreign operation to produce and sell company products), franchising (supplying a foreign firm with a package of materials and services), and direct investing (establishing production facilities in another country).

3.International management is planning, organizing, leading, and controlling business activities in more than one country. It differs from domestic management because managers must deal with multiple cultures, legal-political systems, currencies, and higher risks, making their jobs more complex than managing operations in a single nation.

Name : M. Faiz Yuniza Putra
NPM : 2511031013
Program Study : Accounting

1.The world is getting to be more borderless since innovation, transportation, and globalization make it simpler for individuals, products, and data to move over nations. Companies can offer, contribute, and communicate without the same boundaries that existed some time recently. For directors, this makes both openings and challenges. They must confront more grounded worldwide competition, handle assorted social desires, oversee complicated directions from diverse governments, ensure information over borders, and react to rising requests for moral and feasible trade hones.

2.Businesses utilize distinctive techniques to enter remote markets. Sending out is the best, where items are sold overseas straightforwardly or through middle people. Authorizing and diversifying permit a company to donate rights to neighborhood accomplices to utilize its brand, item, or prepare. Joint wanders include collaboration with neighborhood firms to share assets, dangers, and skill. A few companies select coordinate speculation by building industrial facilities or workplaces overseas, which gives them full control but moreover requires higher fetched and commitment. Another alternative is shaping vital unions, which are long-term associations without full proprietorship that permit companies to advantage from neighborhood information and dispersion.

3.Universal administration implies running operations over numerous nations with contrasts in culture, law, economy, and dialect, whereas household administration bargains with as it were one nation where conditions are more steady. Worldwide directors must facilitate over borders, adjust to different markets, and handle dangers such as cash variances and political flimsiness. Household directors center on a more unsurprising environment with less factors to alter.

4.Financial contrasts such as expansion, trade rates, and pay levels influence how businesses cost their items and arrange procedures. Sociocultural contrasts like values, religion, and communication styles impact how items are promoted, how arrangements are done, and how representatives are overseen. Legitimate and political contrasts shape the level of chance companies confront, with rules on venture, tax assessment, labor, and mental property shifting broadly. In unsteady political situations, directors moreover confront instability almost the security of their operations.

5.Territorial exchanging unions reshape commerce by bringing down taxes and making exchange smoother between member nations. Bunches just like the European Union, ASEAN, and MERCOSUR create large common markets that draw in speculation and permit businesses to function on a greater scale. These collusions disentangle controls, make shared guidelines, and diminish costs, but they too force unused rules that individuals must take after. The result is more grounded territorial economies that shift the adjust of worldwide competition.

6.A multinational organization could be a company that works in more than one nation and ordinarily keeps its central station within the domestic country. It possesses or controls generation, dispersion, or benefit offices overseas. These organizations exchange innovation, capital, and administrative abilities over borders whereas adjusting worldwide effectiveness with neighborhood adjustment. They depend on economies of scale, but moreover confront the challenge of overseeing complex structures that include lawful, social, and financial contrasts in each area.

7.Social insights is the capacity to get it, regard, and adjust to distinctive societies. It combines informationapproximately social standards, the inspiration to lock in over societies, and the behavioral abilities to alter communication and activities. Directors working overseas require this expertise to construct believe, maintain a strategic distance from errors, and work successfully with nearby workers, accomplices, and clients. Without social insights, supervisors hazard disappointment in arrangements, destitute group execution, and misplaced openings in remote markets.

Chelsea Olivia Handoko
Accounting Department
2511031116

1. The world is becoming interconnected with fewer trade barriers and faster communication. Managers face challenges like global competition, cultural diversity, political risks, and technological change..

2. - Exporting: Selling products abroad from home country.
- Licensing/Franchising: Allowing foreign firms to use intellectual property or brand.
- Joint Ventures: Partnering with local companies to share resources.
- Foreign Direct Investment: Owning facilities or subsidiaries abroad.
- Outsourcing: Using foreign firms to perform business functions.

3. International management involves managing across borders with multiple cultures and regulations. Domestic management focuses on one country’s environment.

4. Economic conditions affect costs and markets, sociocultural differences influence communication and behavior, legal-political systems affect rules and risks.

5. alliances (EU, NAFTA) reduce barriers within regions, creating bigger markets and encouraging international business.

6. MNCs operate in multiple countries, coordinate globally, have diverse management, and focus on global efficiency and local responsiveness.

7. Defined as the ability to understand and adapt to cultural differences, essential for effective global leadership and avoiding misunderstandings.

Alicia Gwen Halim

Accounting Department

2511031088

1. The borderless world means globalization is reducing barriers between nations, so trade, investment, and information move more freely.
Issues of particular concern for managers include:
-Competing in intense global markets.
-Dealing with cultural differences.

2.
-Exporting: Sending goods/services abroad from the home country.
-Licensing/Franchising: Giving foreign firms rights to use a company’s products, brand, or processes.
-Joint Ventures/Alliances: Partnering with local firms to share resources and risks.
-Direct Investment: Establishing subsidiaries or facilities in another country for full control.

3.International management is Managing business operations across multiple countries.
Differences from domestic management:
Must deal with cultural diversity, Operates under different legal and political systems, and faces economic differences.

4.Economic dissimilarities : Income levels, and currency stability. 
Sociocultural dissimilarities: Language, religion, and values. 
Legal-political dissimilarities: Laws, regulations, and government stability influence business risks. 

5. Regional alliances remove trade barriers between member nations, creating larger markets and more competition. They reshape business by expanding access to customers and resources. 

6. Characteristics :

-Operates in more than one country.

Name: Ananda Endra Pratama

NPM  : 2511011089

Management Department

1.Globalization, digitalization, and supply chain integration are driving a borderless world where goods, capital, ideas, and talent move across borders with fewer barriers,but this opportunities creates a challenges like Handling cross cultural communication and cybersecurity and property risks

2.Businesses expand internationally through various approaches
a. Exporting,selling goods to another country
b. Licensing & Franchising – local partner takes responsibility (common in services)
c. E commerce platform,online platform for trading activity
d. Joint Ventures/Strategic Alliances – sharing risk and knowledge

3.International management is the process of running business operations across multiple countries, which makes it more complex than domestic management. Unlike domestic management that deals with one culture, one legal system, and one currency, international management must handle diverse cultures, different laws and politics, and multiple currencies with exchange rate risks. It also requires managing multicultural teams and balancing global strategies with local needs. For example, a local café in Jakarta only focuses on Indonesian customers and laws, while Starbucks adapts its menu for each country but still maintains its global brand.

4.Business operations are affected by differences in economic, sociocultural, and legal-political environments across countries. Economically, factors like income levels, currency stability, and infrastructure shape how companies price, produce, and deliver their goods. Sociocultural differences such as values, language, religion, and consumer preferences require firms to adapt products and management styles to local cultures. Legally and politically, variations in regulations, trade barriers, government stability, and corruption can create risks or opportunities. For example, a company like McDonald’s must adjust menus for cultural and religious reasons, while also complying with each country’s laws and economic conditions

5.Regional trading alliances are agreements between countries to reduce trade barriers and increase cooperation, such as the EU, USMCA, ASEAN, and Mercosur. They reshape international business by making trade cheaper and easier, giving companies access to larger markets, and encouraging efficiency and innovation through stronger competition. These alliances also attract foreign investment since they provide more stable and predictable trade conditions. However, they can create disadvantages for countries outside the bloc and may face challenges, like Brexit in the EU. For example, Toyota benefits from ASEAN trade rules to sell cars across Southeast Asia with fewer tariffs.

6.A multinational corporation (MNC) is a company that operates in more than one country, managing production or delivering services across borders. MNCs usually have global brand recognition, large resources, and the ability to transfer knowledge, technology, and capital internationally. They often balance central control from headquarters with local adaptation to meet the needs of each market. While they bring benefits like jobs and investment to host countries, they can also dominate local markets. Examples of MNCs include companies like Coca-Cola, Unilever, and Samsung

7.Cultural intelligence (CQ) is the ability to understand and adapt to different cultural contexts when working with people from other countries. It is important for managers because it helps them communicate effectively, avoid misunderstandings, and build good relationships in foreign environments. Managers with high CQ can adjust their leadership style, negotiate successfully, and motivate employees from diverse backgrounds. For example, an expatriate manager working in Japan needs cultural intelligence to respect local traditions and workplace norms while still leading effectively

Joyce Natasya from management, 2511011015

1. Globalization is making the world more connected, such are trade, communication, and travel are easier across countries. Companies can sell, buy, and invest across countries. The Issues for managers is competition from global firms, cultural differences, ethical standards, and changes in international laws.

2. strategies to develop foreign markets are:
-Exporting: selling goods produced at home.
-Outsourcing: using foreign suppliers for goods/services.
Licensing – giving another company rights to produce/use products.
-Franchising: allowing another firm to use the brand and business model.
-Joint ventures: partnership with a local firm.
Wholly owned subsidiary – building or buying full ownership of operations abroad.

3. International management: managing business operations in worldwide or more than one country.
The difference is international managers must deal with cultural differences, foreign laws, global competition, currency exchange, and political risks, while domestic management focuses mainly on their own countries issue or local issues.

4. Economic: some countries are rich, others poor, affecting consumer demand and cost of doing business.
Sociocultural: traditions, language, religion, and customs can change how products are accepted.
Legal-political: different laws, government stability, and trade rules can create risks or opportunities.

5. Some countries make groups to trade more easily with each other. They agree to lower or remove taxes (tariffs) and rules so goods, services, and investments can move more freely.
Examples: European Union (EU), NAFTA/USMCA, ASEAN.
This makes the market bigger, gives businesses more customers, and also increases competition.

6. Characteristics of a Multinational Corporation (MNC)
-Operates in multiple countries.
-Has headquarters in one country but branches worldwide.
-Standardizes some practices but adapts to local markets.
-Moves resources, technology, and knowledge across borders.

7. Cultural intelligence is the ability to understand and adapt to different cultures. its necesarry for managers because it helps them work effectively with employees, customers, and partners from other cultures, avoid misunderstandings, and build trust in global operations.

Alysa Hayu Larasati
Economic Development Departement
Student id number 2511021073

1. The emerging borderless world is when country borders become less visible due to globalization, technology, free trade, and human mobility. For managers, key issues include tougher global competition, cultural and language differences, rapid technological changes, and varied legal or ethical rules across countries.

2. • Exporting: selling products abroad without building factories.
• Licensing/Franchising: allowing foreign parties to use the brand or system.
• Joint venture: partnering with local companies.
• FDI: setting up own branch, factory, or office overseas.

3. International management is the process of managing a business that operates in more than one country. The difference with domestic management, international management must face the differences in culture, language, law, economy, and policies of each country, while domestic management only focusses on the rules and conditions in one country.

4. Economic, socio-cultural, and legal-political differences in various countries can affect the way business runs. For example, economic conditions determine the purchasing power of consumers, cultural differences affect tastes and ways of communication, while legal-political rules affect permits, taxes, and risks that companies must face.

5. ⁠Regional trading alliances such as ASEAN, EU, or NAFTA make member countries more open in trade. This alliance reduces barriers such as tariffs and import duties, making it easier for businesses to enter the regional market. As a result, competition is getting wider, export opportunities are increasing, and companies must be more prepared to face international competitors.

6. A multinational corporation (MNC) is a company that operates in many countries. The characteristics are having offices or factories in various countries, management and production that are spread globally, business strategies that adapt to each local market, and the main goal to expand the market and maximise international profits.

7. Cultural intelligence is the ability to understand, appreciate, and adapt to cultural differences. This is important for managers abroad because it helps them build effective communication, avoid misunderstandings, establish good cooperation, and adapt business strategies to local culture.

Chantika Atthaya Arlie
251103114
S1 Accounting

1. The idea of a borderless world highlights the decline of geographic and economic boundaries, enabling the free movement of goods, services, and information worldwide. Managers face challenges such as handling blurred competition, leading culturally diverse teams, and keeping pace with rapid market shifts.

2. Foreign Market Entry Strategies

Exporting: Selling domestically produced goods to foreign markets.

Licensing & Franchising: Allowing foreign firms to use a brand or product in return for royalties.

Joint Ventures: Collaborating with local companies to share risks and resources.

Foreign Direct Investment (FDI): Establishing or acquiring businesses abroad to gain full control.

3. International vs. Domestic Management
International management is more complex as it must deal with varying legal systems, manage culturally diverse workforces, face heightened political and economic risks, and oversee different employee groups such as expatriates and locals.

4. Impact of Global Environments

Economic Environment: Influences product pricing, demand levels, and operating costs.

Sociocultural Environment: Shapes consumer behavior, communication methods, and leadership approaches.

Legal-Political Environment: Sets the rules of the game, which may serve as barriers or opportunities for business.

5. Role of Regional Trade Alliances
Regional trade blocs (such as the EU) eliminate barriers like tariffs, boost trade and investment, and establish unified standards, making international business easier and faster.

6. Multinational corporations are characterized by their worldwide presence, massive operational scale, global networks of subsidiaries, and centralized control maintained from headquarters.

7. CQ refers to the ability to effectively adapt and interact across cultures. For international managers, it is essential to build trust, succeed in negotiations, manage diverse teams, and adjust smoothly to new environments.

Name: Dimas Farel Saputra
Id Number: 2511011148
From: Management Department

1. Emerging borderless is a characterized by globalization, where goods, services, capital, and information flow freely across countries. Managers face issues like cultural differences, global competition, diverse regulations, and managing virtual teams.

2. Market entry strategies include exporting, licensing, franchising, joint ventures, wholly owned subsidiaries, and strategic alliances to enter and grow in foreign markets.

3. International management involves managing business operations across multiple countries, dealing with diverse cultures, laws, and markets, unlike domestic management which focuses on a single country.

4. Economic differences affect purchasing power and costs; sociocultural differences influence consumer behavior and management styles; legal-political differences impact regulations, trade policies, and risk.

5. Regional trading alliances (e.g., EU, NAFTA) reduce trade barriers, increase market access, and encourage cooperation, reshaping competition and business strategies globally.

6. A multinational corporation operates in multiple countries, has a global strategy, adapts products to local markets, and manages diverse workforces.

7. Cultural intelligence is the ability to understand and adapt to different cultural contexts, essential for managers to communicate effectively, build relationships, and succeed abroad.

Gaby The_2511031144
1. In today's world, competition locally and in international scales with the globalization that makes every kind of transaction easier. The manager need to adapt to the change of globalization.

2. Joint ventures, when a foreign company need to emerge a new branch at other nation. Partnering with the local company is a great strategy to do, because with it, the company can share the risk together especially in foreign market.

3. International management is a management that involves planning, organizing, leading and also controlling that extend to the international scale. The international management is more complex because of the difference in culture, legal law, and even the political environments need to be accounted.

4. How the economy going in the nation, as example by the unemployment rate in the nation, the government law as in tariffs, the demographic such as the majority of age in that area, can effect the business operation, because all of that can change the price, the approach that the company had to do.

5. They can lower the tariffs that between the country inner member and also create more bigger market scale throughout the nation.

6. Operates in larger scales cause not in locally but they also operates in another nations. The business systems is more strategic, and the capital is a lot larger in scale.

7. When knowing the culture, communication can be reinforced, because the culture of many different country is different, the rules, the preference, even the norms is different. That's why if you want to merge and build a business in another country, you need to know and have the knowledge of the culture.

Name: Fadila lizardi
Npm: 2511031028
S1 Accounting

1. The emerging borderless world is a concept where the global economy is increasingly integrated, transforming the world into a single market. Today's managers operate in a turbulent and rapidly changing world, a stark contrast to the stable environments of the past. Key issues of concern stem from the demands of managing in this new landscape. These challenges include navigating the complexities of globalization, adapting to rapidly changing technology, leading innovation and change to stay competitive, and addressing heightened expectations for ethics and social responsibility. Furthermore, managers are now required to manage a diverse workforce by focusing on employee development and engagement rather than simple control, all while being prepared for unexpected crises.


2. Businesses looking to enter foreign markets can choose from several strategies, each with a different level of cost, risk, and control. The primary strategies discussed are exporting, which involves selling domestically-produced goods abroad; global outsourcing, where parts of the business are contracted to other countries to save costs; licensing and franchising, which grant foreign firms the right to use a company's brand or operating system; and direct investing, the highest-risk approach, which includes forming joint ventures, acquiring foreign companies, or establishing new facilities from scratch (a greenfield venture). The chosen strategy depends on the company's goals for international expansion.


3. International management is the practice of managing business operations in more than one country. It is fundamentally different from domestic management because it requires navigating a far more complex and uncertain environment. While domestic managers operate within a single, familiar framework of economic, legal, and cultural norms, international managers must understand and adapt to diverse and often conflicting systems across multiple countries. Key differences arise in the economic environment (e.g., development levels, exchange rates), the legal-political landscape (e.g., government regulations, political risk), and the sociocultural context (e.g., social values, communication styles), all of which demand a higher level of awareness and strategic flexibility.


4. Dissimilarities in the economic, sociocultural, and legal-political environments across the world create significant complexity and uncertainty for businesses operating internationally. Economically, differences in development, infrastructure, and exchange rates directly affect costs, market viability, and profitability. Socioculturally, varying social values, communication styles, and norms impact marketing strategies, management effectiveness, and workplace interactions, requiring managers to have high cultural intelligence. Legally and politically, differing laws, regulations, and levels of political risk create challenges in compliance, contract enforcement, and operational stability, forcing businesses to navigate a landscape of tariffs, government intervention, and potential instability.


5. Regional trading alliances, it indicates that such agreements are part of the broader trend of globalization that is creating a more interconnected and competitive international business environment. The text implies that these alliances reshape the business world by opening up new markets and increasing cross-border business opportunities, forcing managers to operate on a global scale. An example cited is the North American Free Trade Agreement (NAFTA), which broadened market opportunities for companies in Mexico.


6. A multinational corporation (MNC) is an organization that receives more than 25 percent of its total sales revenues from operations outside its parent country. These corporations are defined by a globally integrated and controlled management philosophy, meaning they treat the world as a single market and are not bound by allegiance to any single nation. Key characteristics include managing assets and production facilities in multiple countries, moving resources and products across borders, and being ultimately controlled by a single central management authority. MNCs can be categorized based on their global mindset as ethnocentric (home country-oriented), polycentric (host country-oriented), or geocentric (world-oriented), with the latter being the ideal for a truly global company.


7. Cultural intelligence (CQ) is a person's ability to use observation and reasoning to interpret unfamiliar cultural cues, gestures, and situations and respond to them in an appropriate manner. It is essential for managers working abroad because it allows them to be flexible and adapt effectively to new and unpredictable circumstances. Instead of just knowing a list of cultural "dos and don'ts," a manager with high CQ can understand the underlying shared meanings of a foreign culture and navigate new situations successfully. CQ has three key components: cognitive (observing and learning), emotional (self-confidence and dealing with ambiguity), and physical (adapting one's own actions and body language).

Andini Nares Wati
2511031074
Accounting department

1.The idea of a borderless world comes from globalization, where businesses can move products, services, and ideas across countries with fewer barriers. For managers, this is both exciting and challenging because they have to deal with cultural differences, faster competition, and even coordinate teams that might be spread across different time zones.

2.When expanding to foreign markets, companies usually pick from a few main strategies. Some start with exporting since it’s the simplest, while others use licensing or franchising to partner with locals. Bigger firms might go for joint ventures or even set up their own subsidiaries if they want more control.

3.International management is the process of planning, organizing, leading, and controlling business operations across multiple countries. It differs from domestic management because international managers must consider different economic systems, laws, and cultural values, as well as additional challenges like currency fluctuations and trade regulations.

4.Differences in economic, sociocultural, and legal-political environments can significantly affect business operations. Economically, countries vary in development and infrastructure. Socioculturally, differences include norms, values, language, and consumer preferences. Legally and politically, governments have different laws, tariffs, labor regulations, and may be affected by political instability. Managers need to understand and adapt to these differences to succeed in foreign markets.

5. Regional trading alliances, such as WTO and NAFTA, have reshaped the international business environment. The WTO reduces trade barriers and increases global trade regulation, while NAFTA has increased regional trade in North America. These alliances provide businesses with bigger markets and more opportunities but also bring stronger competition and the need for innovation.


6. Multinational corporations are companies that operate in many countries, usually with a main office at home and branches abroad. They spread technology, resources, and products across borders, and they try to balance a global vision with adapting to local needs. Because of that, they play a big role in the world economy.


7. Cultural intelligence is all about understanding and adapting to different cultural values and behaviors. Managers working abroad really need this skill, because it helps them communicate better, build trust, and lead diverse teams without falling into misunderstandings or conflicts.

1. Borderless worlds means increasing global integration of markets, economics, and technology. It's driven by globalization, digital transformation, free trade agreement. A few characteristics of borderless world are when consumers have access to products and services from anywhere in the world and companies recruit and manage employees regardless of their physical location.
The issues of particular concern for managers are cultural differences, for example: managing diverse team with varying values, risk of misunderstanding due to lack of cultural awareness. Communication Barries, for example; misinterpreted of tone, intent, or urgency in virtualy communication

2. From exporting to licensing, and then franchising, after that joint venture, strategic alliances, foreign direct investment and piggybacking

3. International management differs from domestic management in its scope and the range of factors it must consider. While both require core business skills, international management introduces significant complexities that don't exist in a single-country context.

4. Economic System: In a free market, businesses have autonomy over pricing and production, whereas in a command economy, the government controls these decisions.
Economic Development: A business entering a developing market may need to adjust its product offerings to be more affordable, while also contending with less reliable infrastructure, such as power grids or transportation networks.
Currency Fluctuations: Businesses operating internationally are exposed to exchange rate risk. Fluctuations in currency values can change the profitability of exports, the cost of imports, and the value of foreign investments.

Cultural differences are one of the most critical and nuanced factors affecting global business operations. They shape everything from consumer behavior to employee relations

The legal and political landscape dictates the rules of the game for businesses, and variations across countries present significant risks and opportunities.

5. Regional alliances create trade by eliminating or reducing tariffs, quotas, and other trade barriers among members. This encourages businesses to specialize and achieve economies of scale, as they can access a larger market without facing internal trade restrictions.
However, these alliances can also cause trade diversion. This occurs when a country shifts its imports from a more efficient, low-cost producer outside the bloc to a less efficient, higher-cost producer within the bloc simply because of preferential tariff treatment.

6. A multinational corporation (MNC) is a company that operates in its home country but also has significant business operations, such as production, sales, or research facilities, in at least one other country. Unlike a business that simply exports goods, an MNC establishes a physical presence and foreign direct investment (FDI) in multiple nations.

7. Cultural intelligence (CQ) is a manager's ability to effectively function and lead in diverse cultural settings. It goes beyond simple cultural awareness or sensitivity by focusing on the capability to recognize, understand, and adapt one's behavior and strategies to align with different cultural norms and values. It's important for managers because it can Avoiding Miscommunication and Conflict, Enhancing Leadership and Team Performance, and Successful Negotiations and Market Entry

Rhesa Mahardika Jaya
2511031059
S1 Accounting

1. A borderless world means consumers can no longer tell from which country
they’re buying. Business has also become a unified, global field as trade barriers fall, communication becomes faster and cheaper, and consumer tastes in everything from clothing to cellular phones converge. the borderless world offers huge opportunities access to new markets, talent, and innovation but it also creates complex challenges for managers. Success depends on cultural intelligence, technological adaptability, ethical leadership, and resilience against global risks.

2. market entry strategies represent alternative ways to sell products and services in foreign markets. Most firms begin with exporting and work up to direct investment. The strategis are:
-Exporting, maintains its production facilities
-Global outsourcing, engaging in the international division of labor
- licensing, makes certain resources available
-franchising, licensing in which organization
-direct investing, involved managing
-joint venture, organizations shared costs
-greenfield venture, the most risky type, the company builds a subsidiary from scratch in foreign country

3. International management refers to the process of planning, organizing, leading, and controlling business operations in more than one country. It involves managing people, resources, and strategies across national borders while adapting to diverse cultural, political, economic, and legal environments.

4. Economic conditions affect affordability and growth potential, sociocultural factors affect consumer behavior and management style, and legal-political systems determine the rules of doing business. Success in international business depends on adapting effectively to these differences.

5. Regional trading alliances reshape international business by opening markets, reducing trade barriers, boosting competition, harmonizing rules, and encouraging investment within regions, while also creating challenges for firms outside those blocs.

6. A multinational corporation is a large business enterprise that operates in multiple countries, controls operations globally, adapts locally, and leverages its vast resources, technology, and workforce diversity to maximize profits and market dominance.

7. Cultural intelligence (CQ) is the ability to adapt effectively to different cultural contexts. It is essential for managers in foreign countries because it improves communication, builds trust, guides leadership, enhances teamwork, and helps businesses succeed in diverse global markets.

Name : Fikri Adinata Sulton
NPM : 2511021071
Study Program : Economic Development

1. A world without borders is emerging because of globalization, technology and the ease of mobility that makes national boundaries increasingly wild. Now, companies can sell products, move production, and collaborate across countries more easily. But, this situation brings new challenges for managers, such as managing cultural differences in international teams, facing increasingly tight global competition, and maintaining business ethics and social responsibility across countries with different regulations. In addition, managers must also be aware of political risks, protect data from hacker threats, manage employees in different parts of the world, and respond to sustainability and climate change issues.

2. Foreign market entry strategies can be done in a number of ways, such as from the easiest and least risky exports to licensing and franchising for expanding markets through local partners, as well as joint ventures and strategic alliances involving cooperation with local companies. For full control, companies can make foreign direct investment (FDI) by building their own branches or factories, even at risk. Strategic choices are in the goals, capital and level of risk you're willing to take.

3. International management is the management of a business that operates on an international or foreign scale with regard to cultural, legal, political and economic differences. Whereas domestic management only focuses on the domestic or domestic scale.

4. Economic, sociocultural, and legal-political differences shape how businesses operate in global markets. They influence pricing, consumer behavior, management styles, and compliance with local regulations. To succeed, companies must adapt strategies to each country’s unique conditions.

5. Regional trading alliances are changing the international business landscape by reducing trade barriers, creating larger integrated markets, and encouraging cross-border investment. These alliances give companies easier access to new customers and supply chains but also increase competition as firms from member countries can enter each other’s markets more freely.

6. A multinational corporation is a company that has business in more than one country. Whether it's through branches, subsidiaries or corporate facilities. The most striking feature is its management centred on the country of origin, but also with a strategy tailored to local conditions in each country where companies operate. These types of companies usually have huge resources, global networks and the ability to explore international markets.

7. Cultural intelligence is the ability to understand, appreciate and adapt to cross-cultural differences in values, habits, and behavior. For managers who work abroad, it's essential to build effective working relationships, avoid cultural conflicts, and tailor management strategies to local conditions.

SANDI WIRA PRAYOGA
2511011096
MANAJEMEN DAPARTEMENT
ANSWER
1. Today, the world is becoming “borderless.” This doesn’t only mean countries trading without limits, but also ideas, technology, money, and people moving across borders very fast. A student in Indonesia can learn from Harvard online. A small shop can sell products worldwide through TikTok. The world is connected like never before.
main issues for manager
-different culture meet
-etics accros countries
-trust digital world
-environmental without borders
-shared power
at the end of the day manager not just bosses but like diplomats,but also should balancing culture environment and ethics

2.When businesses want to enter foreign markets, they don’t just choose export, joint venture, or direct investment. In reality, their strategies are more like navigating a game of chess each move depends on power, trust, and timing.
the strategies can be
-Exporting =Try the market first, like testing if people want the product.
-Licensing & Franchising = Work with locals, because they know their culture better.
-Joint Ventures = Like a marriage, need trust and teamwork to work well.
-Direct Investment =Build factory/office abroad to show commitment and stay long-term.
-Digital Entry =Use online platforms (e-commerce, social media) to sell without borders.
the best way is not only chasing profit but also adapt with local culture and building trust

3. International management is the practice of running a business across different countries, where managers must handle not only products and profits but also cultural differences, legal systems, currencies, and people from many backgrounds. Unlike domestic management, which happens in one culture and one set of rules, international management is more complex because a decision in one place can affect the company everywhere. Managing internationally means adapting to new customs, working across time zones, and protecting the company’s reputation in a world where mistakes can quickly go global.

4. Business operations are never neutral, they are shaped deeply by the environment around them. Economic differences mean that a pricing strategy that works in a rich country may fail in a poorer one, turning profit into loss. Sociocultural differences can make or break a product, because what is desirable in one society may be offensive or meaningless in another. Legal-political differences add another layer a company may thrive under supportive policies in one nation but face heavy restrictions or corruption in another. at the end of the day that these dissimilarities are not just “barriers” but hidden forces that can transform a company’s identity, forcing managers to act not just as business leaders but also as translators, negotiators, and even diplomats.

5. Regional trading alliances (like the EU, RCEP, AfCFTA, or USMCA) are changing international business not only by lowering tariffs but also by unifying rules, standards, and supply chains. For companies, this makes it easier to enter many countries at once, but it also means facing more regulations. An IMF study (2021) on Africa showed that regional integration increases trade, but richer countries gain more than poorer ones. Another study on RCEP (Emerald, 2020) found that success depends heavily on transport and logistics, not just the agreement itself. In short, alliances create big opportunities but also big risks: firms can grow fast, but they may also face dependence, complex compliance, and unequal benefits across countries

6.A multinational corporation (MNC) is a large company that operates in more than one country, usually with headquarters making strategic decisions while branches or subsidiaries handle local operations. It has a global presence, big resources, and complex supply chains, but at the same time it adapts products and strategies to fit each country’s culture, law, and economy. With this combination of global vision and local adjustment, MNCs build strong international brand images while managing diverse workforces and large-scale operations across borders.

7. Cultural Intelligence (CQ) is more than just “knowing about other cultures.” It is the capability to interpret unfamiliar behavior, adapt across contexts, and build meaningful cooperation in environments where cultural assumptions are invisible but powerful. Unlike IQ or EQ, CQ is situational ,it requires managers not only to understand but also to suspend their own cultural biases and act effectively in foreign settings.

Why is this necessary? Because managers abroad are not only transferring products, but also translating meaning. Economic contracts are embedded in social norms what looks like “efficient negotiation” in the U.S. may look like “rude arrogance” in Japan. Without cultural intelligence, managers misread signals, destroy trust, and fail not because their strategy is wrong, but because their execution collides with unseen cultural codes.

Critically, in today’s borderless business, CQ is not optional. Studies (Earley & Ang, 2003; Rockstuhl et al., 2011) show that CQ strongly predicts effectiveness in multicultural teams and expatriate success, often more than technical skills. Moreover, CQ functions as a form of power: managers who can navigate different cultural logics gain competitive advantage, while those who cling to their own framework risk irrelevance.

at the end of the day, cultural intelligence is the “survival skill” of international management. Without it, global managers become outsiders with capital but no influence. With it, they become diplomats of business, able to align economic goals with human realities.

Zalfa Ghaisani 2511031149 Accounting Department

1. The emerging borderless world is a global environment where national boundaries matter less due to globalization, forcing managers to handle cultural diversity, global competition, ethical differences, and political risks.
2. Businesses enter foreign markets through strategies like exporting, licensing, franchising, joint ventures, strategic alliances, or establishing wholly owned subsidiaries.
3. International management is the process of managing business operations across multiple countries, and it differs from domestic management because it must adapt to different cultural, legal, economic, and political conditions.
4. Dissimilarities in economic, sociocultural, and legal-political environments affect global business by shaping consumer behavior, operational costs, labor practices, and regulatory requirements.
5. Regional trading alliances such as the European Union (EU), North American Free Trade Agreement (NAFTA), and Association of Southeast Asian Nations (ASEAN) reshape international business by creating larger markets, reducing trade barriers, and promoting economic integration.
6. A Multinational Corporation is a company that operates in multiple countries with global strategies, significant resources, and a diverse international workforce.
7. Cultural intelligence is the ability to understand and work effectively with people from different cultures, and it is essential for managers abroad to build trust, communicate clearly, and avoid cross cultural conflicts.

ADITYA EKA RAHMADANI
2511011081
MANAGEMENT
1. The borderless world referred to is about contemporary globalization. Frequently arising problems such as moral and ethical crises, and work ethics are currently becoming serious challenges for management.
2. Strategies for entering foreign markets include exports and imports, or collaboration. These strategies include relying on good foreign relations, engaging advertising, or adapting to the needs of the people of that country.
3. International management involves overseeing a company's operations in multiple countries, applying management principles across different cultures, legal systems, and economic environments. It differs from domestic management by its broader geographical scope, requiring adaptation to varied national regulations, currency exchange rates, trade barriers, and diverse cultural and consumer behaviors.
4. Differences in economic, sociocultural, and legal-political systems shape how firms design strategies. For example, unstable currencies can distort pricing, cultural taboos may redefine marketing approaches, and restrictive laws can force joint ventures instead of full ownership.
5. Regional trading blocs dismantle internal barriers but create external ones, pushing firms to recalibrate supply chains, adn choose production sites strategically. They transform globalization from a single marketplace into a patchwork of regional areas.
6. A multinational corporation is more than just a big exporter; it is an entity with decision-making spread across borders, production rooted in multiple countries.
7. Cultural intelligence is the ability to read, adapt, and act effectively across unfamiliar value systems. For managers, it is not simply “respecting differences” but decoding subtle cues, navigating ambiguity, and building trust without losing authenticity. Without it, technical expertise may be wasted because the human connection fails.

Naquita Ignasia Putri Darmawan

2511011142

Management Department

1. The borderless world is an increasing amount of business operations fields and market. This offers many opportunities for growth, innovation, and efficiency, but it demands that managers develop new competencies like leadership, management, and strategic thinking. Some of the issues that managers may face in the borderless world are competitive AI, various competition, and the needs of constant innovation

2. Some marketing strategies to develop foreign markets are (1) Joint Ventures, this involve partnering with local and foreign companies to create new goods or services that combine resources, knowledge, and capabilities of each other. (2) Digital Market Entry, this enable companies to buy foreign market goods anywhere anytime. This also can increase the market size.

3. International management is an action of planning, organizing, directing, and controlling businesses in the international scale. The huge difference between international and local managements is the business scaling and market complexity.

4. The Differences in economics are income levels, inflation, and currency stability that influences demand, pricing, and production decisions. Sociocultural environment differs in language, religion, values, and consumer behavior. Lastly, legal-political differ in regulations, trade barriers, laws, taxation, and political stability.

5. The regional trading alliance reshape the international business by creating integrated economic zones that blur traditional boundaries while simultaneously reinforcing regional economics. This reshaping trade flows, investment patterns, and competitive dynamics strategies

6. (1) Multinational corporations maintain substantial business operations across multiple countries and multinational corporations are typically large organizations with substantial financial resources, enabling them to make significant investments in multiple countries simultaneously

7. Cultural intelligence is the capability to effectively in adapt their behavior, thinking, and interactions when crossing cultural boundaries. This ability is necessary to managers because culturally intelligent managers adjust their leadership approaches based on cultural expectations and values. This make them flexible in many situations

Hello, my name is Ahmad Rizky Subhansyah, from Accounting Department, my NPM is 2511031086
here is my answers:
1.Borderless World & Managerial Issues

The world is becoming more connected thanks to globalization, advances in technology, and open trade.
In this environment, goods, services, people, and information can flow easily between countries. As a result, companies now operate on a global scale, hire workers from different countries, and manage supply chains that span the globe.

Managers today face several important challenges:

* Differences in culture can make it hard to work with diverse groups and can lead to misunderstandings.

* There is a need to act responsibly by treating workers fairly, protecting the environment, and following ethical business practices.

* Economic and political problems, like trade disputes, high taxes, or unstable governments, can affect business operations.

* New technology is changing how businesses work, and managers must keep up with digital changes while staying safe from cyber threats.

* Managing a global team and supply chain means working across different time zones and dealing with unexpected problems.


In short, while globalization opens up new chances for growth, it also brings difficult challenges that require smart, culturally sensitive, and forward-thinking leadership.

2.Market Entry Strategies for Foreign Markets

Companies can adopt various approaches to enter international markets, considering factors like risk, cost, and level of control:

1.
Exporting: Selling domestically produced goods to foreign buyers. This method involves low risk and cost but offers limited control over foreign operations.
2.
Licensing & Franchising: Permitting foreign firms to use the company’s brand, technology, or business model in exchange for fees or royalties.
3.
Joint Ventures & Strategic Alliances: Collaborating with local firms to share resources, knowledge, and risks.
4.
Foreign Direct Investment (FDI): Establishing or acquiring operations in a foreign country, such as factories or subsidiaries. This strategy involves higher risk but provides greater control.
5.
Contract Manufacturing: Outsourcing production to foreign companies to cut costs.
6.
Greenfield Investment: Building new facilities from scratch in a foreign country.

Each strategy involves a trade-off between risk, investment, control, and potential returns, and businesses choose based on their objectives and available resources.

3.Definition of International Management:

International management involves overseeing business operations across different countries, requiring the coordination of people, resources, and activities in multiple regions.


Difference from Domestic Management

* Scope: International management spans multiple countries, whereas domestic management is confined to a single nation.

* Cultural Factors: Managers must navigate diverse cultures, languages, and work practices.

* Environment: International managers deal with varying legal systems, political risks, and economic conditions.

* Complexity: Global supply chains, exchange rates, and cross-border communication add to the complexity compared to domestic management.


In conclusion, international management demands a broader range of skills to handle cultural, legal, and economic differences than managing within a single country.

4.The Impact of Environmental Differences on Business Operations:

* Economic Environment: Variations in income levels, infrastructure, currency stability, and economic development influence pricing, demand, and investment strategies.
For instance, luxury products may perform well in developed countries but face challenges in low-income markets.
* Sociocultural Environment: Differences in language, religion, values, and consumer behavior affect marketing practices and teamwork.
Misunderstanding these factors can lead to ineffective promotions and poor management.
* Legal and Political Environment: Diverse laws, regulations, tax systems, and political stability impact business operations.
Trade barriers, labor laws, and political instability can heighten risks and operational costs.

In total, these environmental differences necessitate that companies adjust their strategies to align with the unique conditions of each market.

5.Definition of International Management:

International management involves overseeing business operations across different countries, requiring the coordination of people, resources, and activities in multiple regions.


Difference from Domestic Management

* Scope: International management spans multiple countries, whereas domestic management is confined to a single nation.

* Cultural Factors: Managers must navigate diverse cultures, languages, and work practices.

* Environment: International managers deal with varying legal systems, political risks, and economic conditions.

* Complexity: Global supply chains, exchange rates, and cross-border communication add to the complexity compared to domestic management.


In conclusion, international management demands a broader range of skills to handle cultural, legal, and economic differences than managing within a single country.

6.The Impact of Environmental Differences on Business Operations:

* Economic Environment: Variations in income levels, infrastructure, currency stability, and economic development influence pricing, demand, and investment strategies.
For instance, luxury products may perform well in developed countries but face challenges in low-income markets.
* Sociocultural Environment: Differences in language, religion, values, and consumer behavior affect marketing practices and teamwork.
Misunderstanding these factors can lead to ineffective promotions and poor management.
* Legal and Political Environment: Diverse laws, regulations, tax systems, and political stability impact business operations.
Trade barriers, labor laws, and political instability can heighten risks and operational costs.

In total, these environmental differences necessitate that companies adjust their strategies to align with the unique conditions of each market.

7.Cultural Intelligence (CQ):
Cultural intelligence refers to the ability to understand, respect, and adapt to different cultural norms, values, and behaviors in international environments.
It extends beyond language proficiency and encompasses awareness, empathy, and flexibility when interacting with individuals from diverse backgrounds.

Why It’s Necessary for Managers:
* Assists managers in communicating effectively and avoiding misunderstandings.

* Builds trust and fosters positive relationships with local employees, customers, and partners.

* Enhances decision-making by taking cultural expectations into account.

* Improves leadership effectiveness in motivating and managing diverse teams.

* Minimizes the risk of conflict or failure in cross-cultural business operations.


In short, cultural intelligence is essential for managers as it ensures smoother adaptation, stronger collaboration, and greater success in international markets.

2511031044_Agustin leofard almukmin

1. emerging bordrless world is where companies or business freely cross all around the world they are not limited in domestic but will go to global scale, and some issue that will face in this emerging borderless world is:
a. cultural difference: in this issue will meet like different languange so it will effect negotiations
b. global competitor: it will open more rivals from all over the world because is global scale
2. there is some main strategies to entry foreign market, there is:
a. Exporting: is selling product to foreign market
b. Outsourcing: hiring foreign firm to production or services
c. Licensing: when company permits a foreign firms to produce or sell it they product
3. domestic management is more simplier cause its only focused on that domestic but international management is more complax because there will be more other things
4. economic difference will effect cost
socialcultural difference will effect management style
Legal political enviomrments difference will effect regulations or law
5. regional trading alliance will reshaping the business enviorenment by, opening new oppurtunieties, Raising competitions pushing the standard and shifting global power
6. its large business in global scale, gains a share of sells internationally, and balance global efficiency with local responsive es
7. cultural intelligence is ability to work effectively across cultures, so for managers they can easly understand and effectively interact with people that from different background cultural

Name: Clara Resti Wahyuningsih
Accounting Department
Student ID Number: 2511031073

1. A borderless world means consumers can no longer tell from which country they’re buying. For example, Toyota is a Japanese corporation, but it has manufactured more than 10 million vehicles in North American factories. Today's particular concern is that now cyber crime as one of its top priorities because electronic boundaries between countries are virtually nonexistent. This openness has many positive aspects, but it also means hackers in one nation can steal secrets from companies in another or unleash viruses, worms, or other rogue programs to destroy the computer systems of corporations and governments around the world.

2. From what I understand, companies can enter foreign markets in different ways. They might export their products, use licensing or franchising, form a joint venture with a local company, make direct investments, or rely on contract manufacturing. Each choice has its own risks and benefits.

3. International management is managing operations across countries, while domestic management is limited to one country. International management is more complex because it must face differences in culture, legal systems, economies, and global risks.

4. Economic conditions affect things like demand and purchasing power. Sociocultural differences influence consumer behavior and management styles. Legal and political systems shape regulations, taxation, and the level of business risk.

5. Regional alliances, such as the EU or ASEAN, make countries more connected by reducing trade barriers. To me, this reshapes business because companies suddenly face bigger markets, more competition, and more opportunities for cross-border investment.

6. Multinational corporation is a large volume of international business is being carried out in a seemingly borderless world by large international businesses that can be thought of as global corporations, stateless corporations, or transnational corporations.

MNCs have the following distinctive managerial characteristics:
a. An MNC is managed as an integrated worldwide business system in which foreign affiliates act in close alliance and cooperation with one another.
b. An MNC is ultimately controlled by a single management authority that makes key strategic decisions relating to the parent and all affi liates.
c. MNC top managers are presumed to exercise a global perspective.

7. Cultural intelligence
(CQ) refers to a person’s ability to use reasoning and observation skills to interpret unfamiliar gestures and situations and devise appropriate behavioral responses. It is important for a manager working in a foreign country to study the language and learn as much as possible about local norms, customs, beliefs, and taboos.

Name: Dimas Bayu Alfianto
NPM: 2511031040
Program Study: accounting departmen

1. There are many issues faced by management, The manager himself cannot run away or isolate himself from Progress of the times, one of the challenges they face is There are hackers or cybercrime that can disrupt the running of company activities and there is virus injection, this problem can slow down and worse, can steal company secrets.
2. This market entry strategy is useful for As an alternative way to sell goods to the international market, the methods they use include: Exporting, global outsourcing, licensing, join venture, aqcuistion, Greenfield venture
3. Why is international management deeper and more complicated than domestic? This is because the scale of management is wider and there are many things that need to be considered in various sectors. Such as the state of each country's economy, culture, and government regulations.
4. The existence of differences in people's tastes in culture and activities will affect the company's production management, and economic conditions will affect purchasing power and market conditions in each country. And legal politics will influence the flow of goods coming in from abroad, whether it is taxes or various things related to government regulations.
5. Regional trade alliances are transforming the global business landscape by establishing preferential
markets that boost trade and investment among participating
nations, fostering economic growth and stronger policy coordination. These comprehensive agreements
lower trade barriers, widen market
opportunities, and encourage deeper
integration, yet they may also pose challenges for countries excluded from
such blocs.
6.A multinational corporation (MNC) is a large company that operates in multiple countries but is controlled from a central headquarters in its home nation. It typically manages production, services, or investments abroad, supported by subsidiaries in different regions. MNCs are known for their large-scale operations, significant financial resources, and ability to influence global markets. They often invest directly in host countries, benefit from advanced technology, and maintain efficient supply chains by sourcing materials and labor worldwide. While maintaining a strong global brand, they also adapt their products and strategies to fit local cultures and consumer preferences.
7. Cultural intelligence (CQ) refers to the capability to understand, adapt, and interact effectively with people from diverse cultural backgrounds. For managers working abroad, this skill is essential because it enables them to build strong relationships, minimize misunderstandings caused by cultural differences, lead multicultural teams more effectively, and carry out negotiations or collaborations smoothly. In essence, cultural intelligence equips managers to face global challenges, foster cooperation, and support the achievement of organizational goals in an international context.

Achmad Rajwa Alamsyah Marchio_2511031154

1.Borderless world describes of how advance technology reduced the international boundaries.The concern for manager are globalization, cultural differences and more

2.Using franchise, joint venture, licensing, export

3.International management is the process of applying management concepts, strategies, and practices to businesses that operate across multiple countries. It involves planning, organizing, leading, and controlling business activities in a global context while adapting to cultural, legal, political, and economic differences among nations.

4.Differences in the economic, socio-cultural, and political-legal environments across countries can significantly impact business operations. Economically, companies must be prepared for varying conditions, such as consumer purchasing power, exchange rates, and inflation rates. Socio-culturally, differences in language, customs, and values ​​can influence promotional methods, consumption patterns, and even leadership styles. Furthermore, from a political-legal perspective, each country has its own set of rules and political stability, requiring companies to adapt to local regulations, taxes, and trade policies.

5.Regional trade alliances such as ASEAN, the European Union, or NAFTA allow member countries to have looser trade rules among themselves. This facilitates the flow of goods, services, and investment. Consequently, companies can more easily enter member countries' markets, lower import and export costs, and intensify competition. Thus, these regional trade alliances are changing the way international business operates, as companies must be prepared to face both greater opportunities and new challenges in more open markets

6.A multinational corporation (MNC) is a large company with operations in more than one country. Its characteristics include:
Cross-border operations, global management, substantial capital, and a diverse workforce.

7. Cultural intelligence (CQ) is a person's ability to understand, appreciate, and adapt to different cultures. So, it's not just about knowing about other cultures, but also about adapting your attitude and communication style to remain effective.

Valent Al Rafif
2511011031
Manajemen

1. The borderless world, known as globalization, is a term where political borders become less visible because of goods, services, and informarion flow freely across many countries. The advancement of technology, communication, and trade contribute to borderless world.
Managers' concern are:
- Increased competition from outside the country.
- Dealing with cultural differences in business.
- Navigating the global trade.

2.
- Exporting, which is selling goods that was produced locally into the global market.
- Franchising, which is foreign company allowed to use intellectual property or business models
- Joint Ventures, which is partnering with local businesses to share resources, risks, and information.

3. International Management is a activities that manage a business operation in more than one country. The difference with management with domestic business operation is that the complexity in multiple currencies, different culture, and increasing risks

4. In the economic, the difference is income, infrastructures, and labor costs can affect the operation of the business. In the sociocultural, the operation affected by language, religion, and national values. In the legal-political, the business can be affected by taxation, trade, and labor from laws of the government.

5. Regional trading alliance like ASEAN, EU, and NAFTA can lessen barrier of trading, make buisness adapt to new environment, increasing competition, and creating standards for businesses.

6.
- Large scale and significant influence in the global market
- Operating in multiple countries
- Using global strategies for production and marketing.

7. The way to understand and adapt to different cultural contexts. Necessary to build trust among the local businesses and avoid cultural misunderstanding

My name is Muhammad Revi Rayhan, my id is 2511021132 and im from Economic Development department
1. Emerging Borderless World and Managerial Concerns

The emerging borderless world is shaped by globalization, where advances in technology, communication, and transportation have reduced barriers to trade, investment, and collaboration. Companies today operate across multiple countries, sourcing materials and talent globally. However, this creates challenges for managers, such as dealing with cultural differences, navigating complex legal systems, responding to global competition, managing supply chain disruptions, and addressing ethical issues across different regions. Managers must be adaptable and globally aware to succeed in this interconnected environment.

2. Market Entry Strategies

To expand into foreign markets, businesses use several market entry strategies depending on their goals and resources. Exporting allows firms to sell products abroad with minimal investment, while licensing and franchising let foreign partners use the company’s brand or technology in exchange for fees. Joint ventures and strategic alliances enable collaboration with local firms to share risks and knowledge, and wholly owned subsidiaries give a company full control by establishing operations directly in the foreign market. Each strategy balances risk, investment, and control differently.

3. International Management vs. Domestic Management

International management involves planning, organizing, leading, and controlling business activities across multiple countries. Unlike domestic management, which focuses on a single country’s economic, cultural, and legal environment, international management requires adapting to diverse cultures, laws, and market conditions. Managers must address exchange rate fluctuations, cultural diversity, political risks, and differences in consumer behavior. Thus, international management is more complex, requiring greater flexibility, cultural awareness, and strategic thinking.

4. Environmental Dissimilarities and Business Operations

Global businesses face significant challenges because economic, sociocultural, and legal-political environments differ from one country to another. Economically, differences in income levels, infrastructure, and labor costs affect market potential and production decisions. Sociocultural factors such as language, traditions, religion, and consumer preferences influence marketing, management, and workplace practices. Legal and political differences, including labor laws, trade policies, and political stability, directly impact how companies can operate, comply with regulations, and manage risks in foreign markets.

5. Regional Trading Alliances

Regional trading alliances such as the European Union (EU), North American trade agreements (USMCA), and the Association of Southeast Asian Nations (ASEAN) are reshaping international business by promoting economic integration. These alliances reduce tariffs, standardize regulations, and encourage the free flow of goods, services, and labor across member countries. For businesses, this creates larger unified markets, lowers costs, and increases opportunities for cross-border expansion. However, it also intensifies competition and requires managers to align strategies with regional rules and standards.

6. Characteristics of a Multinational Corporation (MNC)

A multinational corporation is a large company that operates in multiple countries but is managed from a central headquarters. MNCs typically have global supply chains, produce and sell goods across borders, and adapt their strategies to local markets while leveraging global efficiencies. Key characteristics include significant foreign direct investment, a diverse workforce, decentralized decision-making in subsidiaries, and the ability to transfer technology, capital, and expertise internationally. MNCs play a dominant role in global trade and economic development.

7. Cultural Intelligence for International Managers

Cultural intelligence (CQ) is the ability of managers to understand, adapt to, and effectively interact with people from different cultural backgrounds. It includes cognitive (knowledge of cultural norms), motivational (willingness to engage across cultures), and behavioral (ability to adjust actions) aspects. For managers working abroad, CQ is essential to build trust, avoid misunderstandings, and lead diverse teams successfully. Without cultural intelligence, even technically skilled managers may fail due to poor communication, insensitivity, or inability to integrate into local contexts.

Nala Nindisa Qanitah Irawan
2551031006
Accounting

1. The borderless world opens vast opportunities for business growth and efficiency, but managers must deal with global competition, cultural diversity, cyber threats, and complex international coordination to succeed.
2. When businesses expand internationally, they use several strategies to enter and develop foreign markets. The most common ones are:
- exporting
- global outsourcing
- licensing
- franchising
- joint venture
- acquistion
- greenfield venture
3. International management is the process of managing business operations across national borders. It involves planning, organizing, leading, and controlling activities in an international context.
It differs from domestic management because managers must deal with:
- Cultural diversity (different languages, values, work practices).
- Legal and political systems that vary from country to country.
- Economic differences such as currency fluctuations, taxation, and market conditions.
4. - Economic differences – Exchange rate fluctuations, inflation, income levels, and infrastructure can affect costs, pricing, and investment decisions.
- Sociocultural differences – Variations in language, religion, values, and customer preferences influence marketing strategies, product design, and management practices.
- Legal-political differences – Different labor laws, trade regulations, intellectual property protections, and political stability impact how companies operate and manage risks
5. Regional trading alliances are agreements among countries to reduce trade barriers and increase economic cooperation. Examples include the European Union (EU), NAFTA/USMCA, and ASEAN.
They reshape international business by:
-Creating larger markets for goods and services.
-Reducing tariffs and quotas, making trade more efficient.
-Encouraging investment flows and cross-border cooperation.
-Increasing competition by allowing foreign firms easier access to member countries
6. A multinational corporation is a company that operates in multiple countries beyond its home nation. Its characteristics include:
- Global presence with production, marketing, or service facilities in several countries.
- Centralized ownership, but often decentralized operations to adapt to local markets.
- Large-scale operations with significant financial and human resources.
- Strategic coordination of global activities while balancing local responsiveness.
- Cross-border transfer of knowledge and technology.
7. Cultural intelligence (CQ) is a manager’s ability to understand, respect, and adapt to different cultural contexts. It includes knowledge of cultural values, awareness of differences, and the ability to adjust behavior accordingly.
It is necessary because:
- It improves communication with employees, customers, and partners from diverse backgrounds.
- It helps managers avoid misunderstandings and conflicts.
- It enables more effective leadership and negotiation in international settings.
- It builds trust and cooperation, which are essential for global success.

Name : Tata Feronica
Id Number : 2511021002
Economic development

1. A borderless world means consumers can no longer tell from which country
they’re buying.
For example :
Ford (U.S.) owns Volvo (Sweden)
Heinz (U.S.) is owned by a South African company
Toyota (Japan) manufactures in North America
Intel’s technology is developed in Israel, India, and China
General Electric’s turbines use parts from multiple countries

Issues of particular concern for today managers :
1. Thinking globally, because managers must have adopt mindset and they must encouraged network broadly and avoid being limited by their home country’s perspective.
2. Adapting to Different Stages of Globalization,
- domestic
- international
- multilational
- global
3. Cultural Sensitivity, cultural awareness becomes increasingly important as companies globalize.
In the global stage, understanding and adapting to different cultures is critically important.

4. Managerial Assumptions, managers must shift from thinking there’s “one best way” (domestic view) to accepting that there are “many good ways” (global view).
5. Orientation Strategies must align with the company's global position—ranging from domestically oriented to truly global operations.

2. - Exporting, home produced
-Offshoring, using foreign suppliers
- licensing, Franchising gives more control and package of support.
- direct investmen, Invest in operations in foreign country
- joint venturers, A specific form of direct investment: partnering with local firms to share costs, risks, and benefits.

3. International management, management of business operations that are conducted in more than one country.
THE differences between international and domesric management
- Complexity & Uncertainty
- risk and adaptation
- scale and scope
- stategic mindset

4. Economic environment includes factors like development level, infrastructure, labor availability, financing, exchange rates, inflation, and income levels. These impact pricing, product strategy, and investment decisions.
Sociocultural environment covers culture, language, religion, education, and values—shaping consumer behavior, leadership styles, communication, and HR practices.
Legal-political environment involves political stability, laws on trade, investment, taxes, labor, and regulations—affecting risk, costs, and entry methods.

5. Regional trading alliances lead to standardized regulations and aligned rules among member states, making cross-border operations easier; they also increase competition and opportunities by allowing firms to enter member markets more easily, promote supply chain integration through freer trade and strategic production placement, and encourage greater investment flows due to reduced risk, lower trade barriers, and added incentives.

6. Increased competition and opportunity: local firms face more competitors from other alliance members; but also easier for firms to expand into those member markets.
Supply chain integration: because of freer trade, firms can locate parts of production in different partner countries to optimize cost, proximity to markets, resources.
Investment flows: more foreign direct investment among alliance members due to lower risk/trade barriers, sometimes incentives.

7. Operations in multiple countries: production, marketing, R&D, etc., spread among several nations.
Significant portion of revenue / sales from outside home country. For example, more than one‑third of sales abroad is one benchmark.
Integrated worldwide business system: foreign affiliates don’t just behave like independent local companies, but there is cooperation among them, sharing of resources (capital, technology, people) across borders.

Muhammad Zahron Zada Hukama 2551021005 Economic Development

1.Cultural diffrences, Ethics & responsibility, Economic & political risks, Diverse workforce, Technology, Sustainability, Legal compliance

2. Exporting – sell products abroad, low risk, low control.
Licensing – allow foreign firms to use brand/tech.
Franchising – transfer full business model (e.g., McDonald’s).
Joint Venture/Alliance – partner with local firms, share risk.
Wholly Owned Subsidiary – set up/buy company abroad, high control & cost.
Contract Manufacturing – outsource production overseas.
Turnkey Projects – build & hand over facilities to clients.
3. International management is broader and more complex than domestic management because it must handle cross-border differences in culture, law, politics, and economy.
4. Economic conditions affect costs & demand, sociocultural factors affect marketing & management, and legal-political systems affect rules & risks.
5. Regional trading alliances reshape international business by expanding markets, intensifying competition, reducing barriers, and forcing firms to adapt strategies.
6. An MNC is a large company with operations in multiple countries, centralized control, global strategies, and the ability to adapt to local markets.
7. Cultural intelligence is crucial for managers abroad because it helps them communicate, lead, and make decisions effectively in diverse cultural environments.