International business
Edited by Peter J. Buckley, Peter Enderwick, Adam R. Cross
- Oxford : Oxford University Press, c2018.
- xxvii, 708 p. : ill. ; 27 cm.
Machine generated contents note: pt. One Context and Rationale 1.Introduction to International Business 1.1.Introduction 1.2.The growth of the global factory 1.3.Global patterns of international business 1.4.The traditional multinational enterprise and the global factory 1.5.Implications of the growth of the global factory 2.Theories of the International Firm 2.1.Introduction 2.2.Theories of the multinational firm: an evolution in thinking 2.3.Global value chains 2.4.Core principles of the `global factory' concept 2.5.Competitive advantages of the global factory 2.6.Entrepreneurship and its relationship with the `global factory' concept 3.International Business in Context 3.1.Introduction 3.2.The growth of international business 3.3.Explaining the growth of international business 3.4.Globalization 3.5.Business and globalization 3.6.The challenges of globalization 3.7.The torturous road to the global factory Contents note continued: 4.International Trade Theory and the Firm 4.1.The role of the firm in international trade 4.2.International trade theory `without the firm' 4.3.International trade theory `with the firm' 4.4.`Barriered trade', and the arguments for and against protection 4.5.Digital trade pt. Two The External Environment 5.The Institutional Dimension 5.1.Introduction 5.2.Institutional theory 5.3.Domestic laws and regulations 5.4.Supranational institutions and their regulatory impact 5.5.The implications of institutions for the global factory 6.The Political Dimension 6.1.Introduction 6.2.The rationale for government involvement 6.3.Elements of the political environment 6.4.Varieties of capitalism 6.5.Implications of the `varieties of capitalism' approach 6.6.Levels of geopolitical involvement 6.7.Political risk 6.8.Forecasting political risk 6.9.Managing political risk Contents note continued: 6.10.Political negotiation and conflict 6.11.Implications for the global factory 7.The Societal Dimension 7.1.The importance of culture in international business 7.2.The concept of'culture' 7.3.Cultural distance and cultural friction 7.4.The main components of culture 7.5.Major large-scale studies of culture 7.6.The importance of culture and informal institutions: country and regional issues 7.7.Towards a universal culture? 7.8.The impact of the societal dimension when doing business around the world 7.9.Cultural stereotyping and the costs of transacting 7.10.The implications of cultural differences for managers of global factories 8.The Economic Dimension 8.1.Introduction 8.2.The availability, usefulness, and interpretation of economic indicators 8.3.Economic systems 8.4.National economic size 8.5.Changes in national economic size 8.6.The balance of payments 8.7.Inflation 8.8.Unemployment Contents note continued: 8.9.Labour-related costs 8.10.Productivity levels 8.11.Taxation levels 8.12.National debt 8.13.Exchange rates pt. Three Managing the Global Factory 9.Foreign Operations Modes 9.1.Introduction 9.2.Antecedents of choice of foreign operation mode 9.3.Alternative overseas operating modes 9.4.Entry timing 9.5.Mode switching 9.6.Divestment 9.7.Foreign operating modes of global factories 10.Corporate Social Responsibility 10.1.Introduction 10.2.Corporate social responsibility: some core concepts 10.3.Corporate social responsibility and the global factory 10.4.Corporate social responsibility and stakeholder theories 10.5.Sustainable development theories 10.6.Business ethics and human rights 11.Marketing Strategies 11.1.Introduction 11.2.What is `marketing'? 11.3.Is `international marketing' different from `national marketing'? 11.4.International market research Contents note continued: 11.5.Intercultural market intelligence 11.6.Marketing decisions and implementation 12.International Production and Logistics Strategies 12.1.Introduction 12.2.The motives for international production 12.3.International production and sourcing 12.4.Managing an international supply chain 12.5.Competitive advantage through international production strategies 12.6.`Fine-slicing' international production 12.7.Knowledge exploitation and sourcing through international production 12.8.International production, logistics, and the global factory 13.Global Innovation Management 13.1.Introduction 13.2.Understanding the nature, types, and process of global innovation 13.3.From creativity to innovation 13.4.Innovation in the global economy: a competitive weapon or a defence mechanism? 13.5.Building innovation capabilities abroad 13.6.Creating and transferring knowledge across national borders Contents note continued: 13.7.Open innovation in the global economy: acquiring new capabilities from the market 14.Financial Management Strategies 14.1.Introduction 14.2.The function and operation of exchange rates and currency markets 14.3.The global currency market 14.4.Currency arbitrage and speculation 14.5.Insuring against foreign exchange risk 14.6.Theories of exchange rate determination 14.7.The balance of payments and the exchange rate 14.8.Exchange rate forecasting 14.9.Exchange rates and the configuration of global factory networks 14.10.Exchange rate forecasting techniques 14.11.Types of foreign exchange risk 14.12.Transaction risk 14.13.Translation risk 14.14.Economic risk 14.15.Transfer pricing 15.Human Resources Management Strategies 15.1.Introduction 15.2.The challenges of international human resources management 15.3.Staffing policy 15.4.International training and management development Contents note continued: 15.5.Performance appraisal 15.6.Compensation 15.7.International labour relations 15.8.Expatriate management 15.9.Repatriation 16.Cross-cultural Management Strategies 16.1.Introduction 16.2.Multiculturalism, cultural trends, and international business 16.3.Cultural clusters 16.4.Beyond cultural differences: the'clash of civilizations' 16.5.Culture and competitive advantage 16.6.Effectively managing cultural diversity 16.7.Global leadership 16.8.Multiculturalism and the global factory 17.Formulating the Strategic Response 17.1.Introduction 17.2.Approaches to strategy formulation 17.3.What strategy is not 17.4.What strategy is 17.5.Strategy formulation tools 17.6.International strategy formulation 17.7.Strategy formulation in small and medium-sized enterprises 17.8.Strategy formulation in service MNEs 17.9.Strategy and the global factory 18.Implementing the Strategic Response Contents note continued: 18.1.Introduction 18.2.Organizational structure 18.3.Alternative organizational forms 18.4.Centralization and decentralization 18.5.Other coordination mechanisms 18.6.Strategy implementation in the global factory 18.7.International strategy control 19.Conclusions 19.1.Introduction 19.2.The competitive advantages of the global factory 19.3.Challenges facing the global factory 19.4.Some unresolved issues for the global factory 19.5.Anti-globalization and the global factory 19.6.The future of globalization and the global factory.
Practical, theoretical, global: provides a thorough grounding in economic and international business theory complemented by cases, examples, and IB insights from a diverse range of companies and cultures.
9780199602094 (pbk.)
2017957221
International business enterprises--Management Management