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Book Details
Abstract
This textbook connects tried-and-tested theory, analytical frameworks, data and case examples to deliver a comprehensive guide to the subject from authors who keep pace with the ongoing developments in both theory and practice.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title Page | iii | ||
| Copyright Page | iv | ||
| Contents in Brief | v | ||
| Contents in Detail | vi | ||
| List of Figures and Tables | xv | ||
| Preface | xviii | ||
| Dedication | xviii | ||
| Acknowledgements | xviii | ||
| About the Authors | xx | ||
| Guide to the Case Studies | xxiii | ||
| Publisher's Acknowledgements | xxx | ||
| Frameworks for This Book Our Approach to the Study of International Business | xxxii | ||
| Part One The World of International Business | 1 | ||
| Chapter 1 An Introduction to International Business | 3 | ||
| Objectives of the chapter | 3 | ||
| Introduction | 5 | ||
| What is international business? | 5 | ||
| Globalization | 6 | ||
| The outcomes of globalization | 6 | ||
| Understanding interdependence in globalization | 8 | ||
| Regional integration | 9 | ||
| Mapping globalization | 10 | ||
| Technology and innovation | 11 | ||
| New technologies | 12 | ||
| The knowledge-intensive, multi-technology firm | 13 | ||
| Socio-political developments | 13 | ||
| What are institutions? | 14 | ||
| Institutions and supranational agreements | 15 | ||
| Globalization and liberalization | 16 | ||
| Multinational enterprises | 17 | ||
| Proto-globalization and the MNE in historical context | 19 | ||
| The industrial revolutions and the growth of private firms | 20 | ||
| Foreign direct investment | 21 | ||
| Measuring FDI and MNE activity | 22 | ||
| MNEs before World War II | 22 | ||
| The rise of the modern MNE | 23 | ||
| International business in the modern era | 25 | ||
| 1950–90: the rise of the triad | 25 | ||
| 1990–2014: the rise of new players and forms of activity | 26 | ||
| Modularization, outsourcing, and value chains | 29 | ||
| The continuing importance of the state-owned enterprise | 29 | ||
| Emerging economy MNEs—significant but exaggerated | 30 | ||
| Dominance of the triad continues | 31 | ||
| Small and medium-sized enterprises | 32 | ||
| The fragmented firm: global value chains and production networks | 33 | ||
| Key points | 35 | ||
| Key terms | 36 | ||
| Notes | 36 | ||
| Bibliography | 37 | ||
| Appendix: The largest importers and exporters | 38 | ||
| Chapter 2 General Frameworks in International Business | 40 | ||
| Objectives of the chapter | 40 | ||
| Active Learning Case | 42 | ||
| Starbucks: a global “coffee culture” | 42 | ||
| Introduction | 43 | ||
| Firm-specific assets/ownership advantages | 43 | ||
| A classification of O advantages | 44 | ||
| Location advantages/country-specific assets | 46 | ||
| A classification of L advantages | 47 | ||
| International Business Strategy in Action | 49 | ||
| US manufacturing: from China to Mexico | 49 | ||
| Internalization advantages | 50 | ||
| The eclectic paradigm: putting it all together | 51 | ||
| Strategic management of MNEs: an introduction | 52 | ||
| Steps in the strategic management process | 52 | ||
| A framework for global strategies: the FSA–CSA matrix | 53 | ||
| The FSA–CSA matrix | 54 | ||
| Why firms become MNEs | 56 | ||
| How do firms engage in international activities? | 59 | ||
| Entry modes | 62 | ||
| Non-equity entry modes | 62 | ||
| Equity entry modes | 63 | ||
| Collaborative agreements/strategic alliances | 66 | ||
| International new ventures and “born global” firms | 68 | ||
| The international activities of SMEs | 69 | ||
| The practical challenges for internationalizing SMEs | 70 | ||
| International Business Strategy in Action | 71 | ||
| Worrying times for Singapore’s SMEs | 71 | ||
| How do SME managers know which markets to enter? | 72 | ||
| Modes of entry and adaptation for success in foreign markets | 74 | ||
| Key points | 75 | ||
| Key term | 76 | ||
| Real Cases | xxxvi | ||
| Toys “R” Us | 76 | ||
| Tesco at home and abroad | 78 | ||
| Notes | 79 | ||
| Bibliography | 81 | ||
| Appendix: The largest global MNEs | 82 | ||
| Chapter 3 Multinational Enterprises, Innovation, and Competitiveness | 90 | ||
| Objectives of the chapter | 90 | ||
| Active Learning Case | 91 | ||
| GE Healthcare in India: locally driven innovation | 91 | ||
| Introduction | 92 | ||
| Trends in innovation at the firm and country level | 93 | ||
| The resource-based view (RBV) and the VRIO framework | 97 | ||
| Resources and capabilities | 97 | ||
| The VRIO framework | 98 | ||
| Dynamic capabilities | 101 | ||
| Quick learning/incremental learning | 101 | ||
| Integration of new assets/radical learning | 102 | ||
| Modification and transformation of new assets | 102 | ||
| Dynamic capabilities and small firms | 102 | ||
| International Business Strategy in Action | 103 | ||
| Spreadshirt: open innovation | 103 | ||
| Connecting FSAs to CSAs | 104 | ||
| Systems of innovation | 105 | ||
| International dimensions of innovation | 107 | ||
| The location of innovation activities in the MNE | 109 | ||
| International Business Strategy in Action | 112 | ||
| Innovation networks at IBM | 112 | ||
| The innovative MNE as a differentiated network | 114 | ||
| Key points | 115 | ||
| Key terms | 115 | ||
| Real Cases | 115 | ||
| Canon Group | 115 | ||
| R&D at Hewlett-Packard | 117 | ||
| Notes | 118 | ||
| Bibliography | 119 | ||
| Part Two The Environment of International Business | 121 | ||
| Chapter 4 International Politics | 123 | ||
| Objectives of the chapter | 123 | ||
| Active Learning Case | 124 | ||
| How risky is foreign investment in Russia? | 124 | ||
| Introduction | 125 | ||
| Political ideologies and economics | 126 | ||
| Political systems | 126 | ||
| Economic systems | 127 | ||
| Government control of assets | 128 | ||
| Privatization in action | 128 | ||
| International Business Strategy in Action | 129 | ||
| Greece: third (bailout) time lucky | 129 | ||
| Government–business cooperation | 130 | ||
| Japan and EU assistance | 130 | ||
| US competitiveness | 131 | ||
| Economic integration | 132 | ||
| Trade creation and trade diversion | 132 | ||
| Levels of economic integration | 133 | ||
| Economic integration: an overall perspective | 134 | ||
| Ethics, environment, MNEs, and the civil society | 135 | ||
| International Business Strategy in Action | 136 | ||
| Non-governmental organizations and political power | 136 | ||
| The European Union (EU) | 138 | ||
| Other examples of economic integration | 141 | ||
| Economic integration and strategic management | 142 | ||
| Strategic alliances and acquisitions | 142 | ||
| Localization of business operations | 143 | ||
| Key points | 145 | ||
| Key terms | 146 | ||
| Review and discussion questions | 146 | ||
| Real Cases | 147 | ||
| How environmental regulations can be used as trade barriers | 147 | ||
| Embraer versus Bombardier | 148 | ||
| Notes | 150 | ||
| Bibliography | 150 | ||
| Chapter 5 International Culture | 152 | ||
| Objectives of the chapter | 152 | ||
| Active Learning Case | 153 | ||
| Cultures clash as big pharma gets bigger | 153 | ||
| Introduction | 154 | ||
| What is culture? | 155 | ||
| The importance of culture in different business contexts | 156 | ||
| Culture has always been important | 158 | ||
| International Business Strategy in Action | 158 | ||
| McDonald’s | 158 | ||
| National stereotypes and key dimensions of culture | 159 | ||
| Culture at two levels | 159 | ||
| Hofstede’s four dimensions of culture | 160 | ||
| Trompenaars’ seven dimensions of culture | 161 | ||
| The GLOBE project’s nine dimensions of culture | 163 | ||
| Applying the national culture frameworks | 164 | ||
| “The way we do things here”: the implications of cultural differences for organizations and managers | 165 | ||
| Cross-cultural management | 168 | ||
| Organization | 168 | ||
| Leadership | 168 | ||
| Communication | 169 | ||
| The corporate response | 169 | ||
| Multinational organization structures: imperialist or independent? | 171 | ||
| Culture clash in cross-border M&A and joint ventures | 172 | ||
| International Business Strategy in Action | 173 | ||
| The collective culture of the John Lewis Partnership | 173 | ||
| Culture embodied in national institutions | 174 | ||
| France: cultural and social characteristics that create a national distinctiveness | 175 | ||
| Key points | 176 | ||
| Key terms | 177 | ||
| Review and discussion questions | 177 | ||
| Real Cases | 178 | ||
| Do not throw your meishi! | 178 | ||
| Sport can be local and global: Manchester United | 179 | ||
| Notes | 180 | ||
| Bibliography | 181 | ||
| Chapter 6 International Trade | 183 | ||
| Objectives of the chapter | 183 | ||
| Active Learning Case | 184 | ||
| Trade of the triad and China | 184 | ||
| Introduction | 185 | ||
| International trade theory | 186 | ||
| Theory of absolute advantage | 186 | ||
| Theory of comparative advantage | 187 | ||
| Factor endowment theory | 189 | ||
| International product life cycle theory | 189 | ||
| Other important considerations | 191 | ||
| International Business Strategy in Action | 192 | ||
| Microsoft shows the world is not flat | 192 | ||
| Barriers to trade | 194 | ||
| Reasons for trade barriers | 194 | ||
| Commonly used barriers | 194 | ||
| Tariffs | 196 | ||
| International Business Strategy in Action | 197 | ||
| Boeing versus Airbus | 197 | ||
| US trade policy | 199 | ||
| Non-tariff barriers to trade | 200 | ||
| Quotas | 200 | ||
| “Buy national” restrictions | 201 | ||
| Customs valuation | 201 | ||
| Technical barriers | 201 | ||
| Anti-dumping legislation, subsidies, and countervailing duties | 201 | ||
| Agricultural products | 202 | ||
| Export restraints | 202 | ||
| Other economic developments | 202 | ||
| Countertrade | 203 | ||
| Trade in services | 203 | ||
| Free trade zones | 204 | ||
| Key points | 205 | ||
| Key terms | 206 | ||
| Review and discussion questions | 206 | ||
| Real Cases | 207 | ||
| Job losses and offshoring to China | 207 | ||
| Dumping on trade complaints | 208 | ||
| Notes | 209 | ||
| Bibliography | 210 | ||
| Appendix: Balance of payments | 211 | ||
| Chapter 7 International Financial Markets and Institutions | 218 | ||
| Objectives of the chapter | 218 | ||
| Active Learning Case | 219 | ||
| Barclays Bank international financial dealings | 219 | ||
| Introduction | 220 | ||
| Foreign exchange markets | 221 | ||
| Foreign exchange markets in the United States | 222 | ||
| Determination of the exchange rate | 227 | ||
| Purchasing power parity | 227 | ||
| International Fisher effect | 228 | ||
| Combined equilibrium relationships | 229 | ||
| Other factors determining exchange rates | 230 | ||
| Protecting against exchange risk | 230 | ||
| Alternatives to minimize exchange risk | 231 | ||
| International Business Strategy in Action | 231 | ||
| China 2015: the start of the next global economic meltdown? | 231 | ||
| Foreign money and capital markets | 235 | ||
| MNEs and national money markets | 236 | ||
| MNEs and national capital markets | 236 | ||
| Regional money and capital markets | 237 | ||
| The eurocurrency market | 237 | ||
| Eurocurrency interest rates | 238 | ||
| Other market characteristics | 239 | ||
| Criticisms of the euromarkets | 239 | ||
| Eurobonds and euroequities | 240 | ||
| International Business Strategy in Action | 241 | ||
| AngloGold Ashanti | 241 | ||
| The IMF system | 242 | ||
| Unresolved problems with the IMF system | 245 | ||
| MNEs and international financial markets and institutions | 246 | ||
| Key points | 246 | ||
| Key terms | 246 | ||
| Review and discussion questions | 247 | ||
| Real Cases | 248 | ||
| HSBC | 248 | ||
| Rigging LIBOR | 249 | ||
| Notes | 250 | ||
| Bibliography | 251 | ||
| Part Three International Business Strategies | 253 | ||
| Chapter 8 Multinational Strategy | 255 | ||
| Objectives of the chapter | 255 | ||
| Active Learning Case | 256 | ||
| Vodafone and the triad telecom market | 256 | ||
| Introduction | 258 | ||
| Strategic orientations | 259 | ||
| International Business Strategy in Action | 261 | ||
| The Big Four | 261 | ||
| Strategy formulation | 262 | ||
| External environmental assessment | 262 | ||
| Internal environmental assessment | 266 | ||
| Goal setting | 270 | ||
| Strategy implementation | 270 | ||
| Location | 271 | ||
| International Business Strategy in Action | 271 | ||
| Fuji Xerox and Xerox | 271 | ||
| Ownership | 272 | ||
| Functional strategies | 274 | ||
| Control and evaluation | 274 | ||
| Common methods of measurement | 275 | ||
| Key points | 277 | ||
| Key terms | 277 | ||
| Review and discussion questions | 277 | ||
| Real Cases | 278 | ||
| Mountain Equipment Co-op: a small business | 278 | ||
| Benetton | 279 | ||
| Notes | 280 | ||
| Bibliography | 282 | ||
| Appendix: Regional aspects of multinationality and performance | 283 | ||
| Chapter 9 Organizing Strategy | 290 | ||
| Objectives of the chapter | 290 | ||
| Active Learning Case | 291 | ||
| Procter & Gamble | 291 | ||
| Introduction | 292 | ||
| Organization structures | 293 | ||
| Early organization structures | 293 | ||
| International Business Strategy in Action | 295 | ||
| Sanofi-Aventis | 295 | ||
| The international division | 296 | ||
| Global organization structures | 297 | ||
| International Business Strategy in Action | 302 | ||
| Making the matrix work | 302 | ||
| Strategic management and organizing strategy | 305 | ||
| Analysis of key structural variables | 305 | ||
| Coordination | 306 | ||
| Key points | 311 | ||
| Key terms | 311 | ||
| Review and discussion questions | 311 | ||
| Real Cases | 312 | ||
| LVMH: organizing luxury products in the international arena | 312 | ||
| Command Alkon: small but increasingly global | 313 | ||
| Notes | 314 | ||
| Bibliography | 315 | ||
| Chapter 10 Corporate Strategy and National Competitiveness | 318 | ||
| Objectives of the chapter | 318 | ||
| Active Learning Case | 319 | ||
| Worldwide operations and local strategies of ABB | 319 | ||
| Introduction | 320 | ||
| The single diamond | 320 | ||
| Determinants and external variables | 321 | ||
| Critique and evaluation of the model | 322 | ||
| The double diamond | 324 | ||
| Canada and the double diamond | 324 | ||
| International Business Strategy in Action | 328 | ||
| Nokia and Ericsson: moving beyond mobiles | 328 | ||
| Mexico and the double diamond | 329 | ||
| Integration and responsiveness | 332 | ||
| Integration versus national responsiveness | 333 | ||
| International Business Strategy in Action | 334 | ||
| Renewed advantage through vertical integration at Floreal Knitwear | 334 | ||
| Balancing the trade-offs | 335 | ||
| Competitiveness in the triad | 338 | ||
| Key points | 341 | ||
| Key terms | 341 | ||
| Review and discussion questions | 342 | ||
| Real Cases | 342 | ||
| There is no global beer, only local | 342 | ||
| IBM | 344 | ||
| Notes | 345 | ||
| Bibliography | 347 | ||
| Chapter 11 Multinational Enterprises as Responsible Stakeholders | 349 | ||
| Objectives of the chapter | 349 | ||
| Active Learning Case | 350 | ||
| The environment, NGOs, and MNEs | 350 | ||
| Introduction | 351 | ||
| Developing effective strategies | 352 | ||
| Going where the action is | 352 | ||
| International Business Strategy in Action | 354 | ||
| 3M | 354 | ||
| International business research frameworks | 355 | ||
| Theories of international business | 355 | ||
| Practical applications of the theory | 356 | ||
| The five partners business network framework | 356 | ||
| Forging new business networks | 356 | ||
| Coping with changing environments | 358 | ||
| Political environment | 358 | ||
| Economic environment | 360 | ||
| The trade and investment framework | 362 | ||
| Environment and MNEs | 365 | ||
| International Business Strategy in Action | 365 | ||
| Is The Body Shop an ethical business? | 365 | ||
| The pattern of MNE responses | 368 | ||
| Key points | 370 | ||
| Key terms | 370 | ||
| Review and discussion questions | 371 | ||
| Real Cases | 371 | ||
| Dell: B2C | 371 | ||
| Maersk Group | 372 | ||
| Notes | 375 | ||
| Bibliography | 375 | ||
| Part Four Functional Area Strategies | 379 | ||
| Chapter 12 Production Strategy | 381 | ||
| Objectives of the chapter | 381 | ||
| Active Learning Case | 382 | ||
| GE production: from Six Sigma to the GE Store | 382 | ||
| Introduction | 383 | ||
| Research, development, and innovation | 384 | ||
| Speed-to-market | 386 | ||
| Generation of goods and services | 388 | ||
| Global sourcing | 388 | ||
| International Business Strategy in Action | 389 | ||
| Gap Inc.: a successful “hollow corporation” | 389 | ||
| Manufacturing of goods | 391 | ||
| International Business Strategy in Action | 391 | ||
| End of an era: the Goodyear plant closure | 391 | ||
| Developing a strong service orientation | 396 | ||
| International logistics | 398 | ||
| Transportation | 398 | ||
| Packaging | 400 | ||
| Storage | 401 | ||
| Different kinds of global production systems | 401 | ||
| Strategic management and production strategy | 402 | ||
| Technology and production design | 402 | ||
| Continuous improvement | 403 | ||
| Alliances and acquisitions | 403 | ||
| Key points | 409 | ||
| Key terms | 410 | ||
| Review and discussion questions | 410 | ||
| Real Cases | 411 | ||
| Flextronics | 411 | ||
| Nike | 413 | ||
| Notes | 414 | ||
| Bibliography | 414 | ||
| Chapter 13 Marketing Strategy | 416 | ||
| Objectives of the chapter | 416 | ||
| Active Learning Case | 417 | ||
| Adidas: promoting a global sports brand | 417 | ||
| Introduction | 419 | ||
| International market assessment | 420 | ||
| Initial screening: basic need and potential | 420 | ||
| Second screening: financial and economic conditions | 420 | ||
| Third screening: political and legal forces | 421 | ||
| Fourth screening: socio-cultural forces | 421 | ||
| Fifth screening: competitive environment | 422 | ||
| Final selection | 422 | ||
| Product strategies | 423 | ||
| Little or no modification | 423 | ||
| Moderate to high modification | 423 | ||
| International Business Strategy in Action | 426 | ||
| Weeby buys Tappy | 426 | ||
| Promotion | 427 | ||
| Nature of the product | 427 | ||
| Advertising | 428 | ||
| International Business Strategy in Action | 428 | ||
| IKEA in international markets | 428 | ||
| Personal selling | 430 | ||
| Pricing | 431 | ||
| Government controls | 431 | ||
| Market diversity | 431 | ||
| Currency fluctuations | 432 | ||
| Price escalation forces | 432 | ||
| Place | 433 | ||
| Different distribution systems | 433 | ||
| Choosing the best distribution system | 434 | ||
| Strategic management and marketing strategy | 434 | ||
| Ongoing market assessment | 434 | ||
| Internet marketing and “open innovation” | 438 | ||
| Key points | 439 | ||
| Key terms | 440 | ||
| Review and discussion questions | 440 | ||
| Real Cases | 441 | ||
| Bang & Olufsen | 441 | ||
| Mirum—never lose your sense of wonder! | 443 | ||
| Notes | 444 | ||
| Bibliography | 444 | ||
| Chapter 14 Human Resource Management Strategy | 447 | ||
| Objectives of the chapter | 447 | ||
| Active Learning Case | 448 | ||
| The Coca-Cola Company thinks local | 448 | ||
| Introduction | 449 | ||
| Selection and repatriation | 450 | ||
| International screening criteria and selection procedures | 450 | ||
| Repatriation of expats | 452 | ||
| Training and development | 454 | ||
| Types of training | 454 | ||
| International Business Strategy in Action | 455 | ||
| The glass ceiling | 455 | ||
| Compensation | 457 | ||
| Common elements in an international compensation package | 457 | ||
| Compensation trends and comparisons | 459 | ||
| Labor relations | 460 | ||
| Labor relations practices | 462 | ||
| International Business Strategy in Action | 463 | ||
| Primark: putting global stakeholders first | 463 | ||
| Industrial democracy | 465 | ||
| Industrial democracy in action | 465 | ||
| Strategic management and IHRM strategies | 466 | ||
| Language training | 466 | ||
| Cultural adaptation | 468 | ||
| Competitive compensation | 468 | ||
| Specially designed HRM programs | 469 | ||
| Key points | 470 | ||
| Key terms | 471 | ||
| Review and discussion questions | 471 | ||
| Real Cases | 472 | ||
| Offshoring to India | 472 | ||
| Executive search firms | 473 | ||
| Notes | 474 | ||
| Bibliography | 475 | ||
| Chapter 15 Political Risk and Negotiation Strategy | 477 | ||
| Objectives of the chapter | 477 | ||
| Active Learning Case | 478 | ||
| Nestlé in Nigeria | 478 | ||
| Introduction | 479 | ||
| Generic PEST analysis | 479 | ||
| Political risk | 481 | ||
| Deregulation and political risk | 482 | ||
| The nature of political risk | 483 | ||
| Sources of political risk | 484 | ||
| Country analysis and political risk assessment | 485 | ||
| Online risk information resources | 485 | ||
| Quantifying risk vulnerability | 486 | ||
| Accounting for country risk | 489 | ||
| Negotiation strategies | 490 | ||
| Behavioral characteristics of the participants in negotiations | 492 | ||
| International Business Strategy in Action | 493 | ||
| Political risk for De Beers | 493 | ||
| International Business Strategy in Action | 494 | ||
| Intel effect | 494 | ||
| Transparency and corruption: politically sensitive political risk | 497 | ||
| Strategic management and political risk | 500 | ||
| Use of integrative and protective/defensive techniques | 500 | ||
| Key points | 503 | ||
| Key terms | 504 | ||
| Review and discussion questions | 504 | ||
| Real Cases | 505 | ||
| Yukos and the Russian oligarchs | 505 | ||
| Problems with ports | 506 | ||
| Notes | 508 | ||
| Bibliography | 509 | ||
| www resources | 510 | ||
| Chapter 16 International Financial Management | 511 | ||
| Objectives of the chapter | 511 | ||
| Active Learning Case | 512 | ||
| Financial transparency at Siemens | 512 | ||
| Introduction | 513 | ||
| Determining parent–subsidiary relationships | 515 | ||
| Polycentric solution | 515 | ||
| Ethnocentric solution | 515 | ||
| Geocentric solution | 516 | ||
| Managing global cash flows | 516 | ||
| Internal funds flows | 516 | ||
| Funds positioning techniques | 517 | ||
| Multilateral netting | 520 | ||
| International Business Strategy in Action | 522 | ||
| Worldwide tax havens | 522 | ||
| Managing cash | 524 | ||
| International Business Strategy in Action | 525 | ||
| Sovereign wealth funds | 525 | ||
| Exchange risk management | 527 | ||
| Transaction risk | 527 | ||
| Translation risk | 527 | ||
| Economic risk | 528 | ||
| An example of exchange risk management | 529 | ||
| Developing forecasting and reporting systems | 531 | ||
| Capital budgeting in the MNE | 532 | ||
| Use of NPV | 534 | ||
| Institutional features | 535 | ||
| International financing in the MNE | 536 | ||
| Financial structure | 537 | ||
| Control: identifying objectives, evaluating affiliate performance, and making performance consistent with goals | 538 | ||
| Strategic international finance | 539 | ||
| Establishing overseas operations | 539 | ||
| Reducing financial risk | 540 | ||
| Key points | 540 | ||
| Key terms | 541 | ||
| Review and discussion questions | 541 | ||
| Real Cases | 542 | ||
| Skandia | 542 | ||
| Ford and Volvo | 543 | ||
| Notes | 545 | ||
| Bibliography | 545 | ||
| Part Five Regional Strategies | 547 | ||
| Chapter 17 European Union | 549 | ||
| Objectives of the chapter | 549 | ||
| Active Learning Case | 550 | ||
| The future is Orange | 550 | ||
| The EU environment | 551 | ||
| Emergence of a Single European Market | 553 | ||
| The competitive status of the EU | 556 | ||
| Conducting a strategic analysis | 559 | ||
| Using competitive intelligence | 559 | ||
| International Business Strategy in Action | 560 | ||
| VW scandal | 560 | ||
| Evaluating locations | 562 | ||
| Strategy issues | 562 | ||
| Overall strategic analysis for the EU | 564 | ||
| Exporting | 565 | ||
| Strategic acquisitions and alliances | 567 | ||
| Marketing considerations | 568 | ||
| International Business Strategy in Action | 568 | ||
| Deutsche Bahn: more than a railroad | 568 | ||
| Manufacturing considerations | 570 | ||
| Management considerations | 572 | ||
| Barriers to EU market access | 573 | ||
| Key points | 574 | ||
| Key terms | 575 | ||
| Review and discussion questions | 575 | ||
| Real Cases | 576 | ||
| Accor budget hotels | 576 | ||
| Carrefour | 578 | ||
| Notes | 579 | ||
| Bibliography | 580 | ||
| Chapter 18 Japan | 582 | ||
| Objectives of the chapter | 582 | ||
| Active Learning Case | 583 | ||
| Doing business in Japan | 583 | ||
| Introduction | 585 | ||
| Political, social, and cultural characteristics | 585 | ||
| A traditionally strong government role in the economy | 585 | ||
| Distinctive cultural characteristics | 586 | ||
| Economic characteristics | 587 | ||
| Japan and China: the new Asian powerhouse? | 592 | ||
| Business characteristics | 593 | ||
| Manufacturing strengths | 593 | ||
| Strong applied R&D | 593 | ||
| Keiretsu | 594 | ||
| International Business Strategy in Action | 597 | ||
| Kirin Beer goes international | 597 | ||
| Distribution, retailing, and customer orientation | 598 | ||
| Japanese corporations | 598 | ||
| A changing nation | 601 | ||
| Restructuring capital markets | 601 | ||
| Deregulation, increased M&A, and inward FDI | 602 | ||
| International Business Strategy in Action | 604 | ||
| Wal-Mart takes Seiyu | 604 | ||
| Restructuring corporations | 605 | ||
| The decline of manufacturing and distribution keiretsu | 606 | ||
| The growth of outward FDI and offshore manufacturing | 606 | ||
| The decline of lifetime employment and changing HRM practices | 607 | ||
| Diversification strategies | 607 | ||
| Conclusions | 608 | ||
| Key points | 609 | ||
| Key terms | 610 | ||
| Review and discussion questions | 610 | ||
| Real Cases | 610 | ||
| Renault and Nissan: no pain, no gain | 610 | ||
| Sony: diversifying into the automobile industry? | 613 | ||
| Notes | 615 | ||
| Bibliography | 616 | ||
| www resources | 618 | ||
| Chapter 19 North America | 619 | ||
| Objectives of the chapter | 619 | ||
| Active Learning Case | 620 | ||
| NAFTA | 620 | ||
| Introduction | 622 | ||
| Canada | 622 | ||
| Canada’s economy | 623 | ||
| Differences in the business environment | 624 | ||
| International Business Strategy in Action | 625 | ||
| Bombardier | 625 | ||
| Canada’s multinationals | 630 | ||
| Multilateral agreement on investment (MAI) | 631 | ||
| Business opportunities in Canada | 632 | ||
| Franchising | 634 | ||
| Mexico | 634 | ||
| Mexico’s economy | 634 | ||
| Mexico and NAFTA | 635 | ||
| Regional trade agreements | 636 | ||
| Doing business in Mexico | 636 | ||
| International Business Strategy in Action | 637 | ||
| Mexico and NAFTA | 637 | ||
| Key points | 641 | ||
| Key terms | 642 | ||
| Review and discussion questions | 642 | ||
| Real Cases | 643 | ||
| Jumex of Mexico | 643 | ||
| GlaxoSmithKline in the United States | 644 | ||
| Notes | 645 | ||
| Bibliography | 646 | ||
| Chapter 20 Emerging Economies | 648 | ||
| Objectives of the chapter | 648 | ||
| Active Learning Case | 649 | ||
| Acer Taiwan goes international | 649 | ||
| Introduction | 650 | ||
| Triad firms and emerging economy firms: why the mutual interest? | 651 | ||
| An overview of emerging economies, by region | 652 | ||
| Asia–Pacific and the Middle East | 655 | ||
| Central and eastern Europe | 659 | ||
| Latin America and the Caribbean | 659 | ||
| Africa | 660 | ||
| International Business Strategy in Action | 661 | ||
| From Oserian to Tesco: the Kenyan cut flower industry | 661 | ||
| Shifting patterns of comparative and competitive advantage | 663 | ||
| Flying Geese model | 664 | ||
| Emerging economies as sources of innovation | 667 | ||
| Market access to the triad | 669 | ||
| International Business Strategy in Action | 669 | ||
| Korean chaebols: Hyundai and Samsung | 669 | ||
| Key points | 672 | ||
| Key terms | 673 | ||
| Review and discussion questions | 673 | ||
| Real Cases | 673 | ||
| The Indian IT, software, and services industry | 673 | ||
| Bumrungrad International in Thailand | 676 | ||
| Notes | 678 | ||
| Bibliography | 679 | ||
| www resources | 681 | ||
| Chapter 21 China | 682 | ||
| Objectives of the chapter | 682 | ||
| Active Learning Case | 683 | ||
| Oxford Instruments in China | 683 | ||
| Introduction | 684 | ||
| Unprecedented scale, scope, and speed of growth | 685 | ||
| The role of government | 688 | ||
| MNE investment into China | 689 | ||
| International Business Strategy in Action | 690 | ||
| Airbus in China | 690 | ||
| Foreign R&D investment | 693 | ||
| Getting into China | 695 | ||
| Outward investment and the new multinationals from China | 698 | ||
| International Business Strategy in Action | 701 | ||
| Haier goes global | 701 | ||
| Key points | 704 | ||
| Key terms | 704 | ||
| Review and discussion questions | 705 | ||
| Real Cases | 705 | ||
| Citigroup in China | 705 | ||
| Nanjing Auto makes the MG | 707 | ||
| Notes | 708 | ||
| Bibliography | 710 | ||
| www resources | 712 | ||
| Glossary | 713 | ||
| A | 713 | ||
| B | 713 | ||
| C | 713 | ||
| D | 715 | ||
| E | 715 | ||
| F | 716 | ||
| G | 717 | ||
| H | 717 | ||
| I | 717 | ||
| J | 718 | ||
| K | 718 | ||
| L | 718 | ||
| M | 719 | ||
| N | 719 | ||
| O | 720 | ||
| P | 720 | ||
| Q | 720 | ||
| R | 720 | ||
| S | 721 | ||
| T | 721 | ||
| U | 722 | ||
| V | 722 | ||
| W | 722 | ||
| Z | 722 | ||
| Index | 723 | ||
| A | 723 | ||
| B | 724 | ||
| C | 725 | ||
| D | 729 | ||
| E | 730 | ||
| F | 733 | ||
| G | 734 | ||
| H | 736 | ||
| I | 737 | ||
| J | 739 | ||
| K | 740 | ||
| L | 740 | ||
| M | 742 | ||
| N | 744 | ||
| O | 745 | ||
| P | 746 | ||
| Q | 748 | ||
| R | 748 | ||
| S | 750 | ||
| T | 752 | ||
| U | 753 | ||
| V | 754 | ||
| W | 755 | ||
| X | 755 | ||
| Y | 755 | ||
| Z | 755 |