International Business StrategyVerbeke provides a new perspective on international business strategy by combining analytical rigour and true managerial insight on the functioning of large multinational enterprises (MNEs). With unique commentary on 48 seminal articles published in the Harvard Business Review, the Sloan Management Review and the California Management Review over the past three decades, Verbeke shows how these can be applied to real businesses engaged in international expansion programmes, especially as they venture into high-distance markets. The second edition has been thoroughly updated and features greater coverage of emerging markets with a new chapter and seven new cases. Suited for advanced undergraduates and graduate courses, students will benefit from updated case studies and improved learning features, including 'management takeaways', key lessons that can be applied to MNEs and a wide range of online resources. |
Contents
Introduction and overview of the books framework | 1 |
international strategy formation page | 61 |
The critical role of firmspecific advantages | 79 |
The nature of home country location advantages | 103 |
model | 112 |
experience of Silicon Valley and Bostons Route 128 | 117 |
in France | 124 |
The problem with host country location advantages | 133 |
Busch InBev | 284 |
Managing managers in the multinational enterprise | 303 |
and trusted communication channels | 315 |
Dynamics of global strategy | 327 |
distribution strategy in China | 344 |
Strategic alliance partners | 355 |
versus alliances | 371 |
Mergers and acquisitions | 385 |
Combining firmspecific advantages and location | 157 |
Functional issues | 193 |
augmenting research centres in MNEs | 206 |
International sourcing and production | 219 |
International finance | 245 |
exposures of all foreign affiliates | 258 |
International marketing | 273 |
competitiveness | 281 |
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Common terms and phrases
acquisition activities alliance bounded rationality bounded reliability brand CEMEX cent centres China Chinese company information company’s competitive consumers core competencies corporate headquarters costs create cultural customers Danone diamond distance distributors domestic emerging economies employees environmental example exchange rate expatriates exploitation factories Ferdows firm’s firms Flextronics focus focused foreign markets Four Seasons FSA development geographic Ghemawat global Google Haier host country Ibid IKEA InBev India industry Infosys initiatives innovation integrated Interbrew international business international expansion internationally transferable FSAs investment Japan Japanese Jean Paul Gaultier joint venture knowledge Lenovo location advantages location-bound FSAs LVMH manufacturing MNE’s multinational Nestlé Nike NLB FSAs non-location-bound operations output market partner Porsche potential problems recombination capabilities regional resource recombination retail role senior managers Shiseido Silicon Valley Sony Starbucks strategy subsidiary managers success Sudan suppliers Tata Group Wahaha Wal-Mart