International business strategy :
International business strategy : theory and practice /
edited by Peter J Buckley and Pervez N Ghauri.
- London ; New York : Routledge, 2015.
- xii, 664 p. : ill. b&w ; 25 cm.
Includes bibliographical references and index.
Basic Concepts of International Business: What is International Business? -- Introduction -- The Foreign Investment Decision Process / International Investment and International Trade in the Product Cycle / The Uppsala Internationalization Process Model Revisited: From liability of foreignness to liability of outsidership / The Eclectic Paradigm as an Envelope for Economic and Business Theories of MNE Activity / The Internalisation Theory of the Multinational Enterprise: A review of the progress of a research agenda after 30 years /
Case Study 1: Internationalization of Brewery Companies: The case of Carlsberg / Global Strategy. Introduction -- Globalisation, Economic Geography and the Strategy of Multinational Enterprises / Semiglobalisation and International Business Strategy / Do Regions Matter? An integrated institutional and semiglobalization perspective on the internationalization of MNEs / Do Managers Behave the way Theory Suggests? A choice-theoretic examination of foreign direct investment location decision-making / Towards More Realistic Conceptualisations of Foreign Operation Modes / Case Study 2: Danone: a French multinational expanding into the global market / Introduction -- Organizing for Worldwide Effectiveness: The transnational solution / Firm Resources and Sustained Competitive Advantage / Knowledge, Bargaining Power and the Instability of International Joint Ventures / Mimetic and Experiential Effects in International Marketing Alliance Formations of US Pharmaceuticals: An event history analysis / Case Study 3: Organizing the Multinational Enterprise: Renault-Nissan-Daimler: A Global Strategic Alliance / External Relationships -- Introduction -- Overcoming the Liability of Foreignness / Down with MNE-Centric Theories: Market entry and expansion as the bundling of MNE and local assets / Network View of MNCs' Socio-Political Behaviour /
Weight Versus Voice: How foreign subsidiaries gain attention from corporate headquarters / Case Study 4: Axis Communications: Building the Global Market for Network Surveillance Cameras / Culture and International Business. Introduction -- Cultural Distance Revisited: Toward a more rigorous conceptualization and measurement of cultural differences / Transforming Disadvantages into Advantages: Developing-country MNEs in the least developed countries / Merging Without Alienating: Interventions promoting cross-border organizational integration and their limitations / Psychic Distance and Buyer-Seller Interaction / Case study 5: UniCredit Group: A bank goes East / Emerging Markets -- Introduction -- The Determinants of Chinese Outward Foreign Direct Investment / Market Driving Multinationals and their Global Sourcing Networks / Strategies that Fit Emerging Markets / The Hidden Risks in Emerging Markets / Case Study 6: Internationalisation of Indian Pharmaceutical Multinationals / Yair Aharoni -- Raymond Vernon -- Jan Johanson & Jan-Erik Vahlne. John Dunning -- Peter J. Buckley and Mark C. Casson -- Jens Gammelgaard -- Peter J. Buckley and Pervez N. Ghauri -- Pankaj Ghemawat -- Jean-Luc Arregle, Toyah L. Miller, Michael A. Hitt and Paul W. Beamish. Peter J., Timothy M. Devinney, & Jordan J. Louviere. Gabriel R.G. Benito, Bent Petersen and Lawrence S. Welch -- Sylvie Hertrich, Michel Kalika and Ulrike Mayrhofer -- Christopher A. Bartlett and Sumatra Ghoshal -- Jay Barney -- Andrew C. Inkpen and Paul W. Beamish -- Sengun Yeniyurt, Janell, D. Townsend, S. Tamer-Cavusgil and Pervez N. Ghauri. Christoph Barmeyer and Ulrike Mayrhofer -- Srilata Zaheer -- Jean-François Hennart -- Amjad Hadjikhani, Joong-Woo Lee and Pervez N. Ghauri. Cyril Bouquet and Julian Birkinshaw -- Ulf Elg and Janina Schaumann -- Oded Shenkar -- Alvaro Cuervo-Cazurra, A. and Mehmet Genc -- Mary Yoko Brannen and Mark F. Peterson. Lars Hallén and Finn Wiedersheim-Paul -- Stefan Schmid, Dennis J. Wurster and Thomas Kotulla -- Peter J. Buckley, L. Jeremy Clegg, Adam R. Cross, Xin Liu, Hinrich Voss and Ping Zheng -- Pervez N. Ghauri, Veronika Tarnovskaya and Ulf Elg -- Tarun Khanna, Krishna G. Palepu and Jayant Sinha -- Henisz J. Witold and Bennet A. Zelner -- Surender Munjal. Pt. 1. Ch. 1. Ch. 2. Ch. 3. Ch. 4. Ch. 5. Ch. 6. Pt. 2. Ch. 7. Ch. 8. Ch. 9. Ch. 10. Ch. 11. Ch. 12. Pt. 3. Organizing the Multinational Enterprise -- Ch. 13. Ch. 14. Ch. 15. Ch. 16. Ch. 17. Pt. 4. Ch. 18. Ch. 19. Ch. 20. Ch. 21. Ch. 22. Pt. 5. Ch. 23. Ch. 24. Ch. 25. Ch. 26. Ch. 27. Pt. 6. Ch. 28. Ch. 29. Ch. 30. Ch. 31. Ch. 32.
With stagnated demand in many home economies, the need to internationalize and exploit foreign market opportunities has never been more paramount for businesses to succeed at a global level. However, this process raises a number of questions, such as: can firms use their knowledge of one market in the next? Can firms pursue internationalization on several fronts at the same time? How should firms handle cultural and institutional differences between markets? This textbook provides students with the core research in international business and strategy, including organization, efficiency, external relationships and the challenges found in an increasingly multicultural world. Each part begins with a presentation of the issues and controversies faced in that particular area, followed by a synthesis of the research which provides avenues for future research. To facilitate and encourage further debate and learning, each part also includes at least one original case study. Compiled by two of the World's leading scholars of international business, and supplemented with critical commentaries and a range of integrative case studies, this comprehensive textbook provides advanced students of international business and strategy with a resource that will be invaluable in their studies and beyond.
9780415624701
International business enterprises--Management--Cross-cultural studies--Case studies
International trade--Case studies
658.049
Includes bibliographical references and index.
Basic Concepts of International Business: What is International Business? -- Introduction -- The Foreign Investment Decision Process / International Investment and International Trade in the Product Cycle / The Uppsala Internationalization Process Model Revisited: From liability of foreignness to liability of outsidership / The Eclectic Paradigm as an Envelope for Economic and Business Theories of MNE Activity / The Internalisation Theory of the Multinational Enterprise: A review of the progress of a research agenda after 30 years /
Case Study 1: Internationalization of Brewery Companies: The case of Carlsberg / Global Strategy. Introduction -- Globalisation, Economic Geography and the Strategy of Multinational Enterprises / Semiglobalisation and International Business Strategy / Do Regions Matter? An integrated institutional and semiglobalization perspective on the internationalization of MNEs / Do Managers Behave the way Theory Suggests? A choice-theoretic examination of foreign direct investment location decision-making / Towards More Realistic Conceptualisations of Foreign Operation Modes / Case Study 2: Danone: a French multinational expanding into the global market / Introduction -- Organizing for Worldwide Effectiveness: The transnational solution / Firm Resources and Sustained Competitive Advantage / Knowledge, Bargaining Power and the Instability of International Joint Ventures / Mimetic and Experiential Effects in International Marketing Alliance Formations of US Pharmaceuticals: An event history analysis / Case Study 3: Organizing the Multinational Enterprise: Renault-Nissan-Daimler: A Global Strategic Alliance / External Relationships -- Introduction -- Overcoming the Liability of Foreignness / Down with MNE-Centric Theories: Market entry and expansion as the bundling of MNE and local assets / Network View of MNCs' Socio-Political Behaviour /
Weight Versus Voice: How foreign subsidiaries gain attention from corporate headquarters / Case Study 4: Axis Communications: Building the Global Market for Network Surveillance Cameras / Culture and International Business. Introduction -- Cultural Distance Revisited: Toward a more rigorous conceptualization and measurement of cultural differences / Transforming Disadvantages into Advantages: Developing-country MNEs in the least developed countries / Merging Without Alienating: Interventions promoting cross-border organizational integration and their limitations / Psychic Distance and Buyer-Seller Interaction / Case study 5: UniCredit Group: A bank goes East / Emerging Markets -- Introduction -- The Determinants of Chinese Outward Foreign Direct Investment / Market Driving Multinationals and their Global Sourcing Networks / Strategies that Fit Emerging Markets / The Hidden Risks in Emerging Markets / Case Study 6: Internationalisation of Indian Pharmaceutical Multinationals / Yair Aharoni -- Raymond Vernon -- Jan Johanson & Jan-Erik Vahlne. John Dunning -- Peter J. Buckley and Mark C. Casson -- Jens Gammelgaard -- Peter J. Buckley and Pervez N. Ghauri -- Pankaj Ghemawat -- Jean-Luc Arregle, Toyah L. Miller, Michael A. Hitt and Paul W. Beamish. Peter J., Timothy M. Devinney, & Jordan J. Louviere. Gabriel R.G. Benito, Bent Petersen and Lawrence S. Welch -- Sylvie Hertrich, Michel Kalika and Ulrike Mayrhofer -- Christopher A. Bartlett and Sumatra Ghoshal -- Jay Barney -- Andrew C. Inkpen and Paul W. Beamish -- Sengun Yeniyurt, Janell, D. Townsend, S. Tamer-Cavusgil and Pervez N. Ghauri. Christoph Barmeyer and Ulrike Mayrhofer -- Srilata Zaheer -- Jean-François Hennart -- Amjad Hadjikhani, Joong-Woo Lee and Pervez N. Ghauri. Cyril Bouquet and Julian Birkinshaw -- Ulf Elg and Janina Schaumann -- Oded Shenkar -- Alvaro Cuervo-Cazurra, A. and Mehmet Genc -- Mary Yoko Brannen and Mark F. Peterson. Lars Hallén and Finn Wiedersheim-Paul -- Stefan Schmid, Dennis J. Wurster and Thomas Kotulla -- Peter J. Buckley, L. Jeremy Clegg, Adam R. Cross, Xin Liu, Hinrich Voss and Ping Zheng -- Pervez N. Ghauri, Veronika Tarnovskaya and Ulf Elg -- Tarun Khanna, Krishna G. Palepu and Jayant Sinha -- Henisz J. Witold and Bennet A. Zelner -- Surender Munjal. Pt. 1. Ch. 1. Ch. 2. Ch. 3. Ch. 4. Ch. 5. Ch. 6. Pt. 2. Ch. 7. Ch. 8. Ch. 9. Ch. 10. Ch. 11. Ch. 12. Pt. 3. Organizing the Multinational Enterprise -- Ch. 13. Ch. 14. Ch. 15. Ch. 16. Ch. 17. Pt. 4. Ch. 18. Ch. 19. Ch. 20. Ch. 21. Ch. 22. Pt. 5. Ch. 23. Ch. 24. Ch. 25. Ch. 26. Ch. 27. Pt. 6. Ch. 28. Ch. 29. Ch. 30. Ch. 31. Ch. 32.
With stagnated demand in many home economies, the need to internationalize and exploit foreign market opportunities has never been more paramount for businesses to succeed at a global level. However, this process raises a number of questions, such as: can firms use their knowledge of one market in the next? Can firms pursue internationalization on several fronts at the same time? How should firms handle cultural and institutional differences between markets? This textbook provides students with the core research in international business and strategy, including organization, efficiency, external relationships and the challenges found in an increasingly multicultural world. Each part begins with a presentation of the issues and controversies faced in that particular area, followed by a synthesis of the research which provides avenues for future research. To facilitate and encourage further debate and learning, each part also includes at least one original case study. Compiled by two of the World's leading scholars of international business, and supplemented with critical commentaries and a range of integrative case studies, this comprehensive textbook provides advanced students of international business and strategy with a resource that will be invaluable in their studies and beyond.
9780415624701
International business enterprises--Management--Cross-cultural studies--Case studies
International trade--Case studies
658.049