Action steps for African Business Schools
2011-05-24 13:56:36 UTC
Case Study: Larson in Nigeria
Title
Larson in Nigeria
Author
Beamish, P; Litvak, I; Cheung, H
Pages
7
Product Type
Reference #
9B04MC12
Teaching Note
8B04M12
Institute
Setting
Africa
Year
2006
Keywords
Government regulation; Staffing; Subsidiaries; Emerging markets
Summary/
Abstract
Abstract
This is a Simplified Chinese version of '9B04M012'. The vice-president of international operations must decide whether to continue to operate or abandon the company's Nigerian joint venture. Although the expatriate general manager of the Nigerian operation has delivered a very pessimistic report, Larson's own hunch was to stay in that country. Maintaining the operation was complicated by problems in staffing, complying with a promise to increase the share of local ownership, a joint venture partner with divergent views, and increasing costs of doing business in Nigeria. If Larson decides to maintain the existing operation, the issues of increasing local equity participation (ie, coping with indigenization) and staffing problems (especially in terms of the joint venture general manager) have to be addressed
The Impact of AABS Video
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