Understanding global strategy:
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Deutsch |
| Veröffentlicht: |
Andover
Cengage Learning
2010
|
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018680906&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XIX, 504 S. zahlr. graph. Darst. |
| ISBN: | 9781844801497 |
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Datensatz im Suchindex
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|---|---|
| adam_text | Titel: Understanding global strategy
Autor: Segal-Horn, Susan
Jahr: 2010
BRIEF CONTENTS
1 Introductory themes 1
PART 1 THE EXTERNAL WORLD 21
2 The nature of world trade 25
3 Globalization, anti-globalization and regionalization 47
I* Emerging economies 71
5 The information industries 94
6 Small is valuable: BOPs and SMEs 109
PART 2 THE CONTEMPORARY ORGANIZATION OF MNCs 129
7 Traditional MNC structure frameworks 132
8 How to organize MNCs: what matters now 157
9 Strategic networks and the virtual corporation 183
10 Co-operative strategies 202
11 Global mergers and acquisitions 222
PART 3 THE MODERN WORLD 239
12 Cross-border culture: barriers and benefits 243
13 Learning within MNCs 267
14 Global strategy in services 283
15 The ethical MNC 301
16 Reflections: final thoughts 321
PART 4 CASE STUDIES 329
CONTENTS
List of figures xiii
List of tables xv
Strategies in action xvii
About the authors xix
Walk through tour xx
About the website xxiii
1 Introductory themes 1
The significance of global and international strategy 1
International strategy is different 2
The management of international trade 3
Traditional and modern factors of production: mobile vs. immobile 4
Types of international strategy 7
The role of governments and the limits to regulation 8
MNC strategy as a war game 9
Flexibility, risk and ethics 13
Overview of this book 18
Summary 19
PART 1 THE EXTERNAL WORLD 21
2 The nature of world trade 25
Introduction 25
The rise of the MNC 26
Comparative and competitive advantage for MNCs 28
Industry structure 30
Advanced factors of production 31
National or international sources of competitive advantage 33
Economic paradigms 36
Summary 45
Discussion questions 45
Further readings 46
3 Globalization, anti-globalization and regionalization 47
Introduction 47
What is globalization? 48
Drivers of globalization 48
The anti-globalization movement 53
The rise of regional trading blocs 59
Globalization or regionalization 62
Global or regional strategies? 64
The standardization / adaptation debate 65
Summary 68
Discussion questions 69
Further readings 69
U Emerging economies 71
Introduction: beyond the triad 71
What is an emerging economy ? 73
Institutional context and economic development 75
From triad to BRIC 79
The BRIC economies: applying the Porter diamond 80
Emerging market MNCs 84
Business groups in emerging economies 87
Summary 92
Discussion questions 92
Further readings 93
5 The information industries 94
Introduction 94
Industry characteristics 95
The traditional economy 96
The network economy 97
The information economy 100
The new business models 102
The importance of networks 103
Rules for the new economy 105
Summary 107
Discussion questions 107
Further readings 107
6 Small is valuable: BOPs and SMEs 109
Introduction 109
Base-of-the-pyramid global strategy 109
What is BOP ? 110
Rethinking global strategy for non-traditional markets 111
How BOP global strategies might work 113
The implications of BOP for MNC strategies 116
The globalization of SMEs 117
SMEs - what are they? 117
SME globalization and the internet 120
Barriers to going global for SMEs 121
Overcoming the barriers 124
Summary 127
Discussion questions 127
Further readings 128
PART 2 THE CONTEMPORARY ORGANIZATION
OFMNCs129
7 Traditional MNC structure frameworks 132
Introduction 132
The dynamic context of global strategy: nations and firms 133
Global industry dynamics in consumer electronics 133
Configuration and co-ordination 134
The stages models of internationalization 137
Strategy and structure in MNCs 137
Traditional organizational models of MNCs 138
The international corporate structure model 139
Strategic issues affecting the four approaches 140
Co-ordinating the global corporation 142
Transitional pathways of development 154
Summary 155
Discussion questions 155
Further readings 156
8 How to organize MNCs: what matters now 157
Introduction 157
Contingency theory 158
Being truly multinational 162
The central dilemma 164
Matrix structures: its history and pathologies 164
Managing complexity in service MNCs: process and structure together 166
Comparing the M-form and the N-form 171
Low context versus high context 172
How organizations manage now: developments and adaptations 175
The modern pragmatic approach 178
Summary 181
Discussion questions 181
Further readings 181
9 Strategic networks and the virtual corporation 183
Introduction 183
Strategic networks 184
Network rationales 185
Network relationships 188
The dominated network 189
The equal-partner network 190
Benefits and costs of belonging to a network 191
The virtual corporation 192
Characteristics of the virtual corporation 193
A comparison between virtual corporations and integrated companies 194
Appraisal of the virtual corporation 198
The flagship firm 198
The future for virtual corporations 199
Summary 200
Discussion questions 200
Further readings 201
10 Co-operative strategies 202
Introduction 202
The rationale for co-operation 202
The motivation for co-operation 209
Strategic alliance forms 213
Selecting a partner 215
The management of alliances 218
Alliance evolution 220
Summary 220
Discussion questions 221
Further readings 221
11 Global mergers and acquisitions 222
Introduction 222
Merger trends 222
Merger logic 223
Motives behind acquisitions 224
Types of acquisition 226
Acquisition performance 230
Achieving and realizing value 231
Post-acquisition integration 233
Final thoughts 235
Summary 236
Discussion questions 236
Further readings 237
PART 3 THE MODERN WORLD 239
12 Cross-border culture: barriers and benefits 243
Introduction 243
National culture and organizational culture 244
Why culture is relevant to global strategy 248
Cultural barriers in global strategy 249
Problems with culture in global strategy 254
Benefitting from cultural differences 257
Managing cultural diversity within global strategy 258
Achieving cultural fit 259
What should global managers do? 263
Summary 264
Discussion questions 265
Further readings 265
13 Learning within MNCs 267
Introduction 267
The nature of organizational learning 269
Categories of learning 270
Forms of organizational learning 271
Requirements for learning 273
Making knowledge collective 275
Barriers to organizational learning 275
Achieving open communication and information circulation 279
Summary 281
Discussion questions 281
Further readings 281
14 Global strategy in services 283
Introduction 283
Growth in international services 284
The particular characteristics of services 286
The value chain applied to services 289
Scale and scope in services 290
Managing intangibles across borders 293
The new global value chain in services 296
Revisiting OLI for services 297
What has changed? 298
Summary 299
Discussion questions 299
Further readings 300
15 The ethical MNC 301
Introduction 301
Corporate governance and global ethics 302
Types of corruption 306
Sustainability 307
Shareholders versus stakeholders 308
Sustainability, CSR and innovation 312
CSR and reputation 312
Is virtue virtuous in business? 315
Grounds for ethical optimism 317
Summary 318
Discussion questions 319
Further readings 319
16 Reflections: final thoughts 321
Introduction 321
A contingency approach to the global integration /
local responsiveness debate 322
Living with industry dynamics 323
The comparative advantage of nations and the
competitive advantage of firms 323
Institutional voids 324
The rise of knowledge competition 325
What works over time: the sustainability of strategies 327
Summary 327
PART U CASE STUDIES 329
1 Comparative cost advantage and the American outsourcing backlash 330
2 Toyota s globalization strategies 340
3 LG Electronics: global strategy in emerging markets 360
4 Information economy strategies in the mobile telecommunications industry 373
5 Managing a Dutch-Chinese joint venture: where to start? 385
6 IKEA: culture as competitive advantage 391
7 Knowledge management at Cap Gemini Ernst Young 422
8 Competing by the book: destination China 445
9 Lenovo s brand building strategies: taking the competition to competitors with
transactional model 452
10 Mexico, Mitsubishi, and the gray whale: a case study of law, ethics,
and environmental issues in international business 459
11 Micro credit: case of Bank Rakyat Indonesia 469
Glossary 479
References 483
Index 493
LIST OF FIGURES
Chapter 1
Types of competitive approaches to global
expansion 12
Exposure to political, regulatory and ethical
risk 15
Chapter 2
The decision tree 27
The competitive arena 30
An adapted Porter diamond 34
Chapter 3
The Triad1 60
Globalization or regionalization? 60
Chapter U
Emerging economies as per cent of world total
2005 72
Emerging versus developed economies per cent
share of global GDP 72
Developed and emerging economies per cent
annual increase in GDP 1985-2005 73
Foreign direct investment (FDI) outflows from
emerging economies, $billion 85
Emerging economies cross-border M A,
$ billion 85
The Tata Group 88
Chapter 5
Sources of industry advantage 96
Chapter 6
Indicative world markets in terms of commercial
accessibility 117
Chapter 7
Configuration / co-ordination matrix 134
The Stopford and Wells matrix: pathways for
international development 138
An integration-responsiveness grid 139
The international corporate structure model 140
Global strategy: an organizing framework 141
Multidomestic communication and decision-
making 143
The global form 145
Different degrees of global integration for
different functions 147
The international exporter form 149
A transnational network organization 150
Common form transitions 153
Chapter 8
The contingency cobweb 160
Contingency telescope grid 161
Nestle s new organization 179
Procter Gamble diagram 180
Chapter 9
Levels of ascending integration of co-operative
forms 189
Kieretsu I dominant firm communications
network 190
Equal-partner communications network 191
Competition and co-operation do not depend on
ownership patterns 196
xiv List of Figures
Chapter 10
The Prisoners Dilemma 203
Federated enterprise 205
The make / buy / ally framework matrix 206
Co-operative strategies fit into two distinct
types 207
Hierarchy 208
Alliance forms 213
Strategic fit 215
Competition and co-operation 218
Chapter 11
Porter s analysis of new venture failure rate 230
Improve shareholder value through M A 233
Types of M A integration approaches 234
Chapter 12
Management of cultural diversity in MNCs: four
options 258
Chapter 13
The journey from data to strategic
decisions 268
Chapter U
Continuum of evaluation for different types of
products and services 287
Indicative value chain of a hotel 290
The service triangle 294
Service standardization 297
Chapter 15
Generic stakeholders of an MNC 309
Chapter 16
The changed global strategy agenda 328
Case Studies Page World trade Outsourcing Globalization Organizational forms Emerging economies BRIC (Brazil. Russia. India. China) Information Economy Small Medium-sized enterprises Cooperative strategy Culture Learning International Services Mergers Acquisitions Ethics Base of the Pyramid
Comparative cost advantage and the American Outsourcing Backlash 330 XX XX
Toyota s globalization strategies 340 XX X
LG Electronics: global strategy in emerging markets 360 X XX XX
Information economy strategies in the mobile telecommunications industry 373 XX
Managing a Dutch-Chinese joint venture: where to start? 385 XX X XX
; X
IKEA: culture as competitive advantage 391 i--- XX X X
Knowledge management at Cap Gemini Ernst Young 422 X XX X
Competing by the book: Destination China 445 X ixx 1 X
Lenovo s brand-building 452 X XX I x ! x XX
Mexico, Mitsubishi grey whale 459 X ¦ X XX
Bank Rakyat, Indonesia 469 X i X XX
STRATEGIES IN ACTION
Chapter 1
Economies of scope in global strategy 6
A contingent approach to MNC organization:
integration-responsiveness at P G 9
MNCs, risk and ethics 16
Chapter 2
Caterpillar and Komatsu - comparative advan-
tage and competitive advantage in action 29
The Benetton diamond 35
A case study in perfect competition: the US
bicycle industry 39
The Curry Wars: competition in the Indian
restaurant market - a case of monopolistic
competition 42
Evidence of oligopolistic collusion? - rip-off
Britain 44
Chapter 3
A Muslim global market segment? 49
The flowering of global logistics 50
Selling books in China 52
Becoming borderless 54
NAFTA and China 57
Global trade in agriculture 61
Free trade in South-East Asia 63
Standardization versus adaptation: free newspa-
pers, TV game shows and Spanish books 67
Chapter U
Development in Dubai: truly part of the global
economy 74
Institutional context: doing business in
Russia 77
Bicycles in Africa 82
The Tata Group: an emerging multinational
giant 88
Two Western joint ventures in China 91
Chapter 5
Alibaba versus eBay in the Chinese C2C
market 104
Chapter 6
Traditional MNC attitudes to BOP markets 112
The potential of the bottom-of-the-pyramid
market in India 113
Microfinance: financial services for the
poor 114
The $100 computer 114
Mobile phones - bridging the digital divide 115
Delphi Genetics 119
Rauser Advertainment AG: key success factors
for SME survival 122
The Faulkner Sports story 123
SMEs - overcoming the barriers to globali-
zation 125
Drugs for children with rare diseases 126
Chapter 7
The dynamics of global competition: the
Philips Group of Holland 135
Gillette - a global corporation 145
Continuous change at Citibank: building a net-
work-based structure 151
McKinsey as an illustration of the four organiza-
tional forms 154
Chapter 8
Ford motor company: endless reorganiza-
tion 163
The history of Novotel: a multinational hotel chain
as a learning network 168
Li and Fung s global supply chain
management 170
The disastrous launch of Star TV in Asia 174
STRATEGIES IN ACTION
Chapter 1
Economies of scope in global strategy 6
A contingent approach to MNC organization:
integration-responsiveness at P G 9
MNCs, risk and ethics 16
Chapter 2
Caterpillar and Komatsu - comparative advan-
tage and competitive advantage in action 29
The Benetton diamond 35
A case study in perfect competition: the US
bicycle industry 39
The Curry Wars: competition in the Indian
restaurant market - a case of monopolistic
competition 42
Evidence of oligopolistic collusion? - rip-off
Britain 44
Chapter 3
A Muslim global market segment? 49
The flowering of global logistics 50
Selling books in China 52
Becoming borderless 54
NAFTA and China 57
Global trade in agriculture 61
Free trade in South-East Asia 63
Standardization versus adaptation: free newspa-
pers, TV game shows and Spanish books 67
Chapter 4
Development in Dubai: truly part of the global
economy 74
Institutional context: doing business in
Russia 77
Bicycles in Africa 82
The Tata Group: an emerging multinational
giant 88
Two Western joint ventures in China 91
Chapter 5
Alibaba versus eBay in the Chinese C2C
market 104
Chapter 6
Traditional MNC attitudes to BOP markets 112
The potential of the bottom-of-the-pyramid
market in India 113
Microfinance: financial services for the
poor 114
The $100 computer 114
Mobile phones - bridging the digital divide 115
Delphi Genetics 119
Rauser Advertainment AG: key success factors
for SME survival 122
The Faulkner Sports story 123
SMEs - overcoming the barriers to globali-
zation 125
Drugs for children with rare diseases 126
Chapter 7
The dynamics of global competition: the
Philips Group of Holland 135
Gillette - a global corporation 145
Continuous change at Citibank: building a net-
work-based structure 151
McKinsey as an illustration of the four organiza-
tional forms 154
Chapter 8
Ford motor company: endless reorganiza-
tion 163
The history of Novotel: a multinational hotel chain
as a learning network 168
Li and Fung s global supply chain
management 170
The disastrous launch of Star TV in Asia 174
xviii Strategies in Action
Hewlett Packard - global account management
system 177
Nestle s changes 179
Cultural accommodation at Castech, Mexico
Language as a source of competitive
advantage 262
255
Chapter 9
Virtual organization in the small business sector:
the case of Cavendish Management
Resources (CMR) 195
Benetton 197
Chapter 10
Ragn-Sells in Estonia 210
Accel in Lithuania 217
Chapter 11
225
One big unhappy family at Mellon Bank
M A in the global drinks industry 228
The Chemical and Chase Banks merger 229
Chapter 12
Cultural compatibility 245
Hofstede s five core cultural dimensions 246
Problems of trust 247
Contrasting assumptions: Western and Asian
versions of capitalism and competition -
individualism versus collectivism 251
Characteristics of different national management
practices 252
Chapter 13
The beginning of collected knowledge 268
Building a learning organization in a global
law firm 278
PepsiCo s approach to creating information
redundancy 280
Chapter U
Off-shoring extra school lessons 285
Cleaning as knowledge management - ISS of
Denmark 295
Changes in the nature of services 298
Chapter 15
What is a bribe? 302
Some recent corporate scandals: Enron, Ahold
and Parmalat 303
The Satyam scandal 306
Stakeholder power: the GM crops disaster at
Monsanto 310
Innovation in the Dutch flower industry 313
The Royal Dutch Shell Company and the Brent
Spar incident: a profile of a socially irresponsible
action by a major multinational company 314
Both sides of Google 316
|
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| id | DE-604.BV035822176 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T14:00:59Z |
| institution | BVB |
| isbn | 9781844801497 |
| language | German |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-018680906 |
| oclc_num | 699104689 |
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| physical | XIX, 504 S. zahlr. graph. Darst. |
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| publisher | Cengage Learning |
| record_format | marc |
| spellingShingle | Segal-Horn, Susan Faulkner, David 1938- Understanding global strategy Strategic planning Strategisches Management (DE-588)4124261-0 gnd Internationales Management (DE-588)4114040-0 gnd Globalisierung (DE-588)4557997-0 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd |
| subject_GND | (DE-588)4124261-0 (DE-588)4114040-0 (DE-588)4557997-0 (DE-588)4075092-9 |
| title | Understanding global strategy |
| title_auth | Understanding global strategy |
| title_exact_search | Understanding global strategy |
| title_full | Understanding global strategy Susan Segal-Horn ; David Faulkner |
| title_fullStr | Understanding global strategy Susan Segal-Horn ; David Faulkner |
| title_full_unstemmed | Understanding global strategy Susan Segal-Horn ; David Faulkner |
| title_short | Understanding global strategy |
| title_sort | understanding global strategy |
| topic | Strategic planning Strategisches Management (DE-588)4124261-0 gnd Internationales Management (DE-588)4114040-0 gnd Globalisierung (DE-588)4557997-0 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd |
| topic_facet | Strategic planning Strategisches Management Internationales Management Globalisierung Multinationales Unternehmen |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=018680906&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT segalhornsusan understandingglobalstrategy AT faulknerdavid understandingglobalstrategy |