Global Strategy: Creating and Sustaining Advantage across BordersOxford University Press, 24/11/2005 - 264 من الصفحات There are few industries, if any untouched by global competitive forces. Firms and countries long accustomed to dominance in their respective international markets must now reckon with aggressive and innovative competitors from all corners of the world. As the cross-border flow of people, knowledge, ideas, products, services and management practices accelerates, the notion of home-based advantage is becoming weaker. Unlike their domestic counterparts, firms competing across borders must deal with differences in political, legal, financial, cultural, governance and macroeconomic contexts. These contextual differences shape competition in international strategy and make the study of international strategy more than just a simple extension of classic strategic analysis. Global Strategy deals with the question of how firms can compete in a global environment. Andrew Inkpen and Kannan Ramaswamy examine the issues considered central to the study of strategic management in a global context, such as the nature of global advantage, strategic alliances, competing in emerging markets, international corporate governance, global knowledge management and ethical issues in international business. Much as been written about the relevance of global, regional and domestic strategies to counter competition from overseas and as a means to enter foreign markets. However, lobal Strategy takes a broader view, organizing itself around a set of strategic management issues that arise specifically because a firm is international. While there is obviously some overlap between domestic strategic management and global strategic management, it is Inkpen and Ramaswamy's contention that the differences between domestic and global strategy warrant specific attention. By integrating academic research with practical examples and case studies, they inform students and managers of global business about a diverse set of important strategic issues. |
المحتوى
| 3 | |
| 10 | |
2 Strategic Choices in a Global Marketplace | 32 |
3 Global Strategy and Organization | 54 |
4 International Strategic Alliances | 80 |
5 Global Knowledge Management | 107 |
6 Leveraging Knowledge Resources Globally | 130 |
7 Global Strategy in Emerging Markets | 152 |
8 Corporate Governance Issues in International Business | 180 |
9 Ethics and Global Strategy | 204 |
A Final Note | 223 |
Notes | 227 |
Additional Reading | 239 |
Index | 243 |
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
Aceh advantage approach benefits Brazil buyers C. K. Prahalad capital challenges chapter China Chinese choices company’s compete competitive competitors consumer contract coordination corporate governance cost countries create culture customers decisions diamond economies emerging markets emerging-market employees Enron ensure equity ethical example ExxonMobil firms foreign functions global brands global industries global strategy GM’s Harvard Business headquarters India Indonesia infrastructure innovation integration International Business investment investors involved issues Japan Japanese joint venture knowl knowledge transfer learning leverage locations LVMH major managers manufacturing million MNEs Mobil multinational NUMMI offer offshore operations organization outsourcing ownership partners percent Pertamina plant potential regional relationship risk role Sesame Workshop share shareholders Sidanco significant Singapore stakeholders standards strategic alliances strategic management structure subsidiary successful sushi Suzhou tacit knowledge tion Toyota Trend Micro Unilever United value-chain activities
مقاطع مشهورة
الصفحة 181 - Disclosure and transparency. The corporate governance framework should ensure that timely and accurate disclosure is made on all material matters regarding the corporation, including the financial situation, performance, ownership, and governance of the company.
الصفحة 181 - The Equitable Treatment of Shareholders: The corporate governance framework should ensure the equitable treatment of all shareholders, including minority and foreign shareholders. All shareholders should have the opportunity to obtain effective redress for violation of their rights.
الصفحة 181 - Board: the corporate governance framework should ensure the strategic guidance of the company, the effective monitoring of management by the board, and the board's accountability to the company and the shareholders.
الصفحة 40 - A powerful force drives the world toward a converging commonality, and that force is technology. It has proletarianized communication, transport, and travel. It has made isolated places and impoverished peoples eager for modernity's allurements. Almost everyone everywhere wants all the things they have heard about, seen, or experienced via the new technologies.
الصفحة 235 - Corporate governance deals with the ways in which suppliers of finance to corporations assure themselves of getting a return on their investment.
الصفحة 107 - This means that in order to generate extraordinary value for shareholders, a company has to learn better than its competitors and apply that knowledge throughout its businesses faster and more widely than they do.
الصفحة 215 - Multinationals should respect the human rights of their employees. 5. To the extent that local culture does not violate ethical norms, multinationals should respect the local culture and work with and not against it . 6.
الصفحة 12 - Bank study showed that twenty-four developing countries, which increased their integration into the world economy over two decades ending in the late 1990s, achieved higher growth in incomes, longer life expectancy and better schooling.
الصفحة 181 - The role of stakeholders in corporate governance. The corporate governance framework should recognize the rights of stakeholders as established by law and encourage active cooperation between corporations and stakeholders in creating wealth, jobs, and the sustainability of financially sound enterprises.
الصفحة 126 - Japan we thought our partners wanted a joint venture so they could learn from us. We were shocked at what we saw on that first visit. We were amazed that they were even close to us, let alone much better. We realized that our production capabilities were nothing [compared with the Japanese firm's].