Global strategic management:
Gespeichert in:
| Beteiligte Personen: | , |
|---|---|
| Format: | Buch |
| Sprache: | Englisch |
| Veröffentlicht: |
New York, NY
Oxford Univ. Press
2015
|
| Ausgabe: | 3. ed. |
| Schlagwörter: | |
| Links: | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027698917&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| Umfang: | XXI, 422 S. graph. Darst. |
| ISBN: | 9780198706595 |
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Datensatz im Suchindex
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| adam_text | Titel: Global strategic management
Autor: Frynas, Jedrzej Georg
Jahr: 2015
Contents
Preface xv
Acknowledgements xvii
How to use this book xviii
How to use the Online Resource Centre xx
PART 1 Introduction
1 Introduction to global Strategie management 3
Learningoutcomes 3
Openingcasestudy: IKEA 3
1.1 Introduction 5
1.2 Defining the Strategie management field 6
1.3 Phases of global strategy 7
1.3.1 Single-country strategy 7
1.3.2 Export strategy 10
1.3.3 International strategy 10
1.3.4 Global strategy 10
1.4 International strategy versus global strategy 11
1.4.1 Global Integration versus national responsiveness 12
1.4.2 Pressures towards regional Integration 12
1.5 Defining global Strategie management 13
1.6 Drivers fora global Strategie perspective 15
1.6.1 Macroglobalizing drivers 16
1.6.2 Industry globalizing drivers 24
1.6.3 Internal globalizing drivers 27
1.7 Organization of the book 28
Key readings 28
Discussion questions 29
Closing case study: Walmart vs. LVMH—two retailers, two different
global strategies 29
References 32
A
vi
CONTENTS
PART 2 Global Strategieanalysis
2 Global business environment: the external macro environment 37
Learningoutcomes 37
Opening case study: Embraer and the external business environment 37
2.1 Introduction 39
2.2 The external business environment 40
2.2.1 Identifyingthreatsandopportunities 40
2.2.2 Strategie fit and firm Performance 41
2.3 PEST analysis 42
2.4 The political environment 44
2.4.1 Regional Integration 45
2.4.2 Government legislation 47
2.4.3 Political risk 47
2.4.4 Corruption 48
2.5 The economic environment 49
2.5.1 Costof produetion 50
2.5.2 Currency exchange rates 51
2.5.3 Costofcapital 52
2.5.4 Rate oftaxation 53
2.6 The social environment 54
2.6.1 Social change 54
2.6.2 Global convergence 54
2.7 The technological environment 55
2.7.1 Global technology scanning and technology Clusters 55
2.7.2 The knowledge-based economy 56
2.7.3 The spread of the Internet 57
2.8 The CAGE framework 58
2.8.1 Cultural differences 60
2.8.2 Administrative differences 60
2.8.3 Geographie differences 61
2.8.4 Economic differences 61
2.9 National environmental influences and the Diamond Model 62
2.9.1 Factor conditions 63
2.9.2 Demand conditions 63
2.9.3 Related and supporting industries 65
2.9.4 Firm strategy, strueture, and rivalry 65
2.10 Criticisms of the Diamond Model 66
2.10.1 The Diamond Model forsmall nations 66
2.10.2 The Diamond Model and globalization 67
2.10.3 Response to criticisms 67
2.11 Summary 68
Key readings 68
CONTENTS
vi!
Discussion questions 69
Closing case study: Japan s video game industry and global competition 69
References 74
3 Global business environment:the industry environment 77
Learningoutcomes 77
Opening case study: Global economic recession and super luxury cars 77
3.1 Introduction 79
3.2 Understanding and adapting to industry environment 79
3.2.1 Market segmentation analysis 79
3.2.2 Strategie group analysis 81
3.2.3 Challenges of segmentingthe business environment 82
3.3 The Five Forces Model 83
3.3.1 Barriers to entry 86
3.3.2 Bargaining power ofbuyers and suppliers 90
3.3.3 ThreatofSubstitutes 92
3.3.4 Rivalry 93
3.4 Criticisms ofthe Five Forces Model 95
3.4.1 Staticvs. dynamic competition 95
3.4.2 Industry profitability 96
3.4.3 Response to criticisms 96
3.5 Industry evolution 97
3.5.1 The five phases ofthe International Product Life Cycle (IPLC) 97
3.5.2 Criticisms ofthe IPLC model 100
3.6 Anticipatingthefuture 101
3.6.1 Forecasting 101
3.6.2 Scenario analysis 103
3.6.3 Anticipatingthefuture and globalization 104
3.7 Summary 104
Key readings 105
Discussion questions 106
Closing case study: The rise of Linux—the battleforthe operating system market 106
References 109
4 Global business environment: analysis ofthe internal environment 112
Learningoutcomes 112
Opening case study: Google.com 112
4.1 Introduction 114
4.2 Positioning perspective vs. resource-based perspective 114
4.2.1 The positioning perspective 115
4.2.2 The resource-based perspective 116
4.2.3 Industry profitability vs. firm profitability 116
CONTENTS
4.3 Analysing firm resources and capabilities 117
4.3.1 Resources 117
4.3.2 Capabilities 118
4.3.3 Core competencies 119
4.3.4 TheVRIOframework 121
4.3.5 Resources and capabilities in multinational firms 122
4.3.6 Changing global markets and dynamic capabilities 123
4.4 Global value chains and value Systems 125
4.4.1 Value added 126
4.4.2 Value chain analysis 127
4.4.3 Value System analysis 129
4.4.4 Value analysis and cost advantages 132
4.4.5 Value analysis and Strategie linkages 132
4.4.6 Value analysis and global location decisions 133
4.5 Comparative analysis 134
4.5.1 Competitor intelligence 134
4.5.2 Benchmarking 136
4.5.3 Internal comparative analysis 137
4.5.4 Comparative analysis in global markets 138
4.6 Summary 139
Keyreadings 139
Discussion questions 140
Closing case study: Clothing industry supply chains and Zara s business model 140
References 143
PART 3 Global Strategie development
5 Managingtheinternationalizationprocess 149
Learningoutcomes 149
Opening case study: Internationalization of a French retailer—Carrefour 149
5.1 Introduction 151
5.2 Decision and motives to internationalize 151
5.2.1 Organizational factors 151
5.2.2 Environmental factors 153
5.2.3 Motives for foreign investment 154
5.3 The internationalization process 155
5.3.1 Tinning of market entry 155
5.3.2 Obstaclesto internationalization 156
5.3.3 Managers pereeptions 157
5.3.4 Psychic distance and internationalization 158
5.3.5 The Uppsala Model 159
5.4 Criticisms ofthe Uppsala Model 161
CONTENTS
ix
5.4.1 Firms not followingthe Uppsala Model 161
5.4.2 Springboard perspective on firms from emerging markets 162
5.4.3 Born Global firms 162
5.4.4 Response tocriticisms 163
5.5 Entry mode strategies 166
5.5.1 Export 166
5.5.2 Licensing 168
5.5.3 International franchising 169
5.5.4 Wholly-owned ventures 170
5.6 Entry modes and riskvs. control 172
5.7 De-internationalization 173
5.8 Summary 176
Key read ings 176
Discussion questions 177
Closingcase study: Internationalization ofa Chinese firm—the Haier Group 177
References 180
6 International Strategie alliances: partnership and Cooperation 185
Learning outcomes 185
Openingcase study: Fiat-the questfor global leadership 185
6.1 Introduction 187
6.2 Theconceptof international Strategie alliances 188
6.3 International Strategie alliances: external drivers and internal motives 189
6.3.1 External drivers of alliance formation 189
6.3.2 Internal motives for alliances 189
6.4 Types of alliance 190
6.4.1 International expansion alliance 190
6.4.2 Vertical integration alliance 191
6.4.3 Diversification alliance 192
6.4.4 Complementary alliance 193
6.4.5 Shared supply alliance 193
6.4.6 Quasi-concentration alliance 193
6.5 Selecting partners 194
6.5.1 Partner selection criteria 194
6.5.2 Optimal business partner 196
6.5.3 Strategie alliances in emerging economies 198
6.6 Control in Strategie alliances 198
6.6.1 Control mechanisms 199
6.6.2 Focusof control 200
6.6.3 Control and Performance 201
6.7 International Strategie alliances: balancing risks and trust 202
6.7.1 Risks in Strategie alliances 202
6.7.2 Trust in Strategie alliances 204
X
CONTENTS
6.8 Summary 205
Key readings 206
Discussion questions 206
Closing case study: Medicalgorithmics—a Polish SME goes global 207
References 208
7 Subsidiary-Ievel strategy 211
Learningoutcomes 211
Opening case study: Dell in China—will the direct sales model crack in China? 211
7.1 Introduction 213
7.2 Key challengesforsubsidiaries 214
7.3 Global strategy levels 215
7.4 Strategie role ofsubsidiaries 216
7.5 Types ofsubsidiary-level strategy 218
7.5.1 Support and implementation 218
7.5.2 Autonomous subsidiaries 220
7.6 Global generic strategies 223
7.6.1 Cost leadership strategy 224
7.6.2 Differentiation strategy 227
7.6.3 Focused low-cost strategy 229
7.6.4 Focused differentiation strategy 230
7.6.5 Integrated strategy or stuck in the middle 230
7.6.6 Criticismsof generic strategies 231
7.7 Summary 232
Key readings 232
Discussion questions 233
Closing case study: Management ofthe melamine contamination
crisis by Nestle China 233
References 235
8 Headquarters-Ievel strategy 237
Learning outcomes 237
Opening case study: The house of Tata 237
8.1 Introduction 239
8.2 The role of the corporate parent 240
8.3 Headquarters-Ievel control strategies 241
8.3.1 Types of control 242
8.3.2 Focus of control 242
8.3.3 Control and global values 243
8.3.4 Barriers and challenges to headquarters-level control 246
CONTENTS
xi
8.4 Diversification strategies 247
8.4.1 Industrial diversification 247
8.4.2 Global diversification 255
8.5 Global sourcing strategies 257
8.5.1 Vertical integration 258
8.5.2 Outsourcing 261
8.5.3 Offshoring 265
8.6 Managing global portfolios 270
8.7 Summary 273
Key readings 274
Discussion questions 274
Closing case study: Lufthansa s diversification strategy 275
References 276
PART 4 Global Strategie implementalion
9 Global struetures and designs 283
Learningoutcomes 283
Opening case study: Procter Gamble 283
9.1 Introduction 287
9.2 Organizational struetures: what arethey? 287
9.3 Domestic organizational struetures 288
9.4 Strategy and strueture of multinational firms 290
9.4.1 Functional struetures 292
9.4.2 International division strueture 293
9.4.3 Area or geographica! division strueture 295
9.4.4 Product division strueture 296
9.4.5 Matrix strueture 297
9.5 Balancing integration and local responsiveness: broad forms of
international strategy 299
9.5.1 The export firm 300
9.5.2 The multi-domestic firm 301
9.5.3 The global firm 301
9.5.4 The transnational firm 302
9.6 Summary 305
Key readings 306
Discussion questions 306
Closing case study: Restructuring Sony 307
References 313
CONTENTS
10 Global managementofchange 315
Learning outcomes 315
Opening case study: Shanghai Volkswagen 315
10.1 Introduction 317
10.2 Types of change 317
10.2.1 Incremental change 318
10.2.2 Transformational change 318
10.2.3 Types of change and national cultures 319
10.2.4 Organizational change and national culture 320
10.3 People involved in the change process 324
10.3.1 The change agent 324
10.3.2 The role of subordinate and subsidiary managers 326
10.4 The change process 327
10.4.1 A model of the change process 327
10.4.2 People s reaction to change 329
10.5 Appropriate styles of change management 331
10.6 Implementing change 333
10.6.1 Projectteams 333
10.6.2 Moving people 334
10.6.3 Expatriates 335
10.7 Communication issues 336
10.7.1 Difficulties in discussing issues linked to change 336
10.7.2 The role oflanguage 336
10.7.3 Business implications 336
10.7.4 Overcoming language problems 337
10.8 Negotiation with outside parties 338
10.9 Summary 339
Key readings 340
Discussion questions 340
Closing case study: LG s global rebranding 340
References 342
PART 5 Global Strategie innovation
11 Global management of innovation and knowledge 347
Learning objectives 347
Opening case study: Innovating the Google way 347
11.1 Introduction 349
11.2 Innovation and the life cycle 349
11.3 Innovation drivers 351
CONTENTS
xiii
11.3.1 Technology 351
11.3.2 New markets 351
11.3.3 Design thinking 352
11.4 Open Innovation 354
11.5 Innovation and competitive advantage 356
11.5.1 Are start-ups better at Innovation? 356
11.5.2 Innovation and the basis of competitive advantage within an industry 357
11.6 Competing in technological markets 358
11.7 Capturing value from innovation 360
11.7.1 Capturing value from patents 361
11.7.2 The paradox of patent protection 362
11.8 Managing knowledge 363
11.8.1 Knowledge creation 364
11.8.2 Knowledge transfer within multinational firms 365
11.9 Globalization of innovation 367
11.9.1 Drivers of global R D 368
11.9.2 Effective global R D networks 369
11.9.3 Reverse knowledge transfer 370
11.9.4 Outsourcing innovation globally 371
11.10 Summary 372
Key readings 373
Discussion questions 373
Closing case study: Outsourcing innovation in the pharmaceutical industry 374
References 376
12 Corporate Social Responsibility (CSR) and innovation 379
Learningoutcomes 379
Opening case study: Two crises influence the strategy of Royal Dutch/Shell 379
12.1 Introduction 380
12.2 Corporate Social Responsibility and corporate objectives 381
12.2.1 Companies and profit maximization 381
12.2.2 Changing views on the roleof companies in society 382
12.2.3 National differences 382
12.3 Corporate Social Responsibility and stakeholders 384
12.3.1 Stakeholderviewofthefirm 384
12.3.2 Stakeholder mapping 385
12.3.3 Problems in stakeholder mapping 387
12.3.4 Which stakeholders should the firm focuson? 387
12.3.5 Critiqueof stakeholder mapping 388
12.3.6 Issue analysis 389
12.4 Corporate Social Responsibility strategies and innovation 391
12.4.1 Generic strategies of social responsiveness 391
12.4.2 Benefitsof CSR strategies 392
xiv
CONTENTS
12.4.3 CSR strategies and Innovation 392
12.4.4 Innovation and core competencies 393
12.4.5 Levels of social innovation 394
12.4.6 Non-traditional partnerships and innovation 396
12.5 Summary 397
Key readings 398
Discussion questions 398
Closing case study: BP tackles climate change and innovation 399
References 401
Index
405
|
| any_adam_object | 1 |
| author | Frynas, Jedrzej Georg Mellahi, Kamel |
| author_GND | (DE-588)121571785 (DE-588)130492876 |
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| bvnumber | BV042261145 |
| classification_rvk | QP 305 |
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| edition | 3. ed. |
| format | Book |
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| genre | 1\p (DE-588)4522595-3 Fallstudiensammlung gnd-content |
| genre_facet | Fallstudiensammlung |
| id | DE-604.BV042261145 |
| illustrated | Illustrated |
| indexdate | 2024-12-20T17:06:08Z |
| institution | BVB |
| isbn | 9780198706595 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-027698917 |
| oclc_num | 900408948 |
| open_access_boolean | |
| owner | DE-2070s DE-1050 DE-20 DE-945 DE-188 DE-862 DE-BY-FWS DE-N2 DE-1051 |
| owner_facet | DE-2070s DE-1050 DE-20 DE-945 DE-188 DE-862 DE-BY-FWS DE-N2 DE-1051 |
| physical | XXI, 422 S. graph. Darst. |
| publishDate | 2015 |
| publishDateSearch | 2015 |
| publishDateSort | 2015 |
| publisher | Oxford Univ. Press |
| record_format | marc |
| spellingShingle | Frynas, Jedrzej Georg Mellahi, Kamel Global strategic management Strategische Planung (DE-588)4309237-8 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Internationales Management (DE-588)4114040-0 gnd Strategisches Management (DE-588)4124261-0 gnd |
| subject_GND | (DE-588)4309237-8 (DE-588)4075092-9 (DE-588)4114040-0 (DE-588)4124261-0 (DE-588)4522595-3 |
| title | Global strategic management |
| title_auth | Global strategic management |
| title_exact_search | Global strategic management |
| title_full | Global strategic management Jędrzej George Frynas ; Kamel Mellahi |
| title_fullStr | Global strategic management Jędrzej George Frynas ; Kamel Mellahi |
| title_full_unstemmed | Global strategic management Jędrzej George Frynas ; Kamel Mellahi |
| title_short | Global strategic management |
| title_sort | global strategic management |
| topic | Strategische Planung (DE-588)4309237-8 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Internationales Management (DE-588)4114040-0 gnd Strategisches Management (DE-588)4124261-0 gnd |
| topic_facet | Strategische Planung Multinationales Unternehmen Internationales Management Strategisches Management Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=027698917&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT frynasjedrzejgeorg globalstrategicmanagement AT mellahikamel globalstrategicmanagement |