International Business Strategy: Rethinking the Foundations of Global Corporate SuccessHow can you best extend your knowledge of how multinational enterprises (MNEs) function? What does globalization mean for today's managers? How do students turn the message from academic literature into effective business strategies within an MNE? This practical textbook shows how the key concepts from business strategy literature can be applied to multinational enterprise. MBA and Masters students will gain the practical knowledge and skills needed to succeed as effective managers in multinational companies through a critical study of mainstream strategy models and the analysis of forty-five key journal articles. More than twenty 'half-length' case studies from leading firms including Honda, IKEA and Danone show globalization in practice at the firm level. The book also Identifies seven central themes from the literature for successful global strategies and unifies them into a clear framework that can be applied to real businesses worldwide. |
Contents
Introduction and overview of the books framework | 1 |
Conceptual foundations of international business strategy | 13 |
The critical role of firmspecific advantages FSAs | 77 |
The nature of home country location advantages | 101 |
The problem with host country location advantages | 129 |
FSAs as a function of Distance | 136 |
Combining firmspecific advantages and location advantages | 151 |
Functional issues | 175 |
distribution strategy in China | 299 |
strategic alliance partners | 309 |
mergers and acquisitions | 339 |
The role of emerging economies | 359 |
International strategies of corporate social responsibility | 383 |
CSR and location context | 395 |
An unexpected war? | 398 |
Nike and its opponents in the 19905 | 407 |
International sourcing and production | 199 |
International finance | 219 |
the real exchange rate between the currencies of countries | 230 |
International marketing | 243 |
Managing managers in the multinational enterprise | 261 |
Dynamics of global strategy | 283 |
of the supply chain | 298 |
International strategies of corporate environmental | 419 |
The Porter and multiple diamond model perspectives | 420 |
Patterns of environmental ESA development in MNEs | 434 |
Shells environmental management strategy | 435 |
success | 451 |
Other editions - View all
International Business Strategy: Rethinking the Foundations of Global ... Alain Verbeke No preview available - 2009 |
International Business Strategy: Rethinking the Foundations of Global ... Alain Verbeke No preview available - 2009 |
Common terms and phrases
acquisition activities affiliates alliance Asian benefits bounded rationality bounded rationality problems CEMEX cent China Citibank companies competitive complementary context corporate headquarters costs cultural customers Danone difficult distance distributors domestic efficient emerging economies employees environmental example exchange rate expansion expatriates exploitation exporter factories Ferdows financial firm’s firms first Flextronics focus focused Four Seasons FSA development Fuji Xerox Ghemawat global host country Ibid IKEA industry innovation institutional voids integration Interbrew international business internationally transferable FSAs investment japan japanese joint ventures knowledge location advantages location-bound FSAs LVMH manufacturing MNE managers MNE’s multinational Nike NLB FSAs non-jVs non-location-bound operations output market partner Pattern Porter potential profitability profits recombination capability reflect regional resource recombination routines senior managers Shiseido Silicon Valley specific stakeholders Starbucks Stella Artois strategy subsidiary managers success Sudan suppliers Talisman tion Wahaha brands Wahaha Group Wal-Mart