International Business Strategy

Theory and Practice

Peter J Buckley, Pervez Ghauri, Peter J Buckley, Pervez Ghauri

• Publisher: Routledge
• Year: 2015
• ISBN:
  9781317906643
• Edition: 1
• Topic: Business
• Subtopic: Business General
• Index: Business

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.

Part I Basic concepts of international busines...

Table of contents

• Cover Page
• Half Title Page
• Title Page
• Copyright Page
• Contents
• List of Figures
• List of Tables
• List of Contributors
• Part I Basic concepts of international business
• 1 Introduction
• 2 The foreign investment decision process
• 3 International investment and international trade in the product cycle
• 4 The Uppsala internationalization process model revisited From liability of foreignness to liability of outsidership
• 5 The eclectic paradigm as an envelope for economic and business theories of MNE activity
• 6 The internalisation theory of the multinational enterprise A review of the progress of a research agenda after 30 years
• Case study I: Internationalization of brewery companies The case of Carlsberg
• Part II Global strategy
• 7 Introduction
• 8 Globalisation, economic geography and the strategy of multinational enterprises
• 9 Semiglobalization and international business strategy
• 10 Do regions matter? An integrated institutional and semiglobalization perspective on the internationalization of MNEs
• 11 Do managers behave the way theory suggests? A choice-theoretic examination of foreign direct investment location decision-making
• 12 Towards more realistic conceptualisations of foreign operation modes
• Case study II: Danone A French multinational expanding into the global market
• Part III Organizing the multinational enterprise
• 13 Introduction
• 14 Organizing for worldwide effectiveness The transnational solution
• 15 Firm resources and sustained competitive advantage
• 16 Knowledge, bargaining power, and the instability of international joint ventures
• 17 Mimetic and experiential effects in international marketing alliance formations of US pharmaceuticals firms An event history analysis
• Case study III: Renault–Nissan–Daimlar A global strategic alliance
• Part IV External relationships
• 18 Introduction
• 19 Overcoming the liability of foreignness
• 20 Down with MNE-centric theories Market entry and expansion as the bundling of MNE and local assets
• 21 Network view of MNCs' socio-political behavior
• 22 Weight versus voice How foreign subsidiaries gain attention from corporate headquarters
• Case study IV: Axis communications Building the global market for network surveillance cameras
• Part V Culture and international business
• 23 Introduction
• 24 Cultural distance revisited Towards a more rigorous conceptualization and measurement of cultural differences
• 25 Transforming disadvantages into advantages Developing-country MNEs in the least developed countries
• 26 Merging without alienating Interventions promoting cross-cultural organizational integration and their limitations
• 27 Psychic distance and buyer–seller interaction
• Case study V: UniCre dit Group A bank goes East
• Part VI Emerging markets
• 28 Introduction
• 29 The determinants of Chinese outward foreign direct investment
• 30 Market driving multinationals and their global sourcing network
• 31 Strategies that fit emerging markets
• 32 The hidden risks in emerging markets
• Case study VI: Internationalization of Indian pharmaceutical multinationals
• Index