Global Strategy: Creating and Sustaining Advantage Across BordersOxford University Press, USA, 2006 - 247 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. |
من داخل الكتاب
النتائج 1-3 من 37
الصفحة 52
... understand the local culture played a key role in the company's misfortunes . The electricity industry is highly politicized in India and for much of the population , the electricity it- self is viewed as an entitlement . What this ...
... understand the local culture played a key role in the company's misfortunes . The electricity industry is highly politicized in India and for much of the population , the electricity it- self is viewed as an entitlement . What this ...
الصفحة 102
... understanding of each other's behav- ior . In our research on Japanese - American joint ventures , we found that it is particularly difficult for American managers to understand pricing decisions for Japanese customers . Consequently ...
... understanding of each other's behav- ior . In our research on Japanese - American joint ventures , we found that it is particularly difficult for American managers to understand pricing decisions for Japanese customers . Consequently ...
الصفحة 202
... understanding of takeover law in the jurisdiction of interest . More important , the company will need to understand how the vari- ous stakeholders will respond to the takeover . If layoffs will be necessary to achieve cost synergies ...
... understanding of takeover law in the jurisdiction of interest . More important , the company will need to understand how the vari- ous stakeholders will respond to the takeover . If layoffs will be necessary to achieve cost synergies ...
المحتوى
Introduction | 3 |
Globalization and Global Strategy | 10 |
The Trash Industry | 21 |
حقوق النشر | |
16 من الأقسام الأخرى غير ظاهرة
طبعات أخرى - عرض جميع المقتطفات
عبارات ومصطلحات مألوفة
ability Aceh approach benefits Brazil buyers capital centers challenges chapter China Chinese choices compete competitive advantage competitors consumer contract coordination corporate governance cost countries create culture customers decisions diamond economic emerging markets emerging-market employees Enron ensure equity ethical example ExxonMobil firms foreign functions global brands global industries global strategy headquarters India Indonesia infrastructure innovation integration investment investors involved issues Japan Japanese joint venture knowl knowledge transfer learning leverage locations LVMH major managers manufacturing million MNEs Mobil multinational Nestlé NUMMI offer offshore operations organization outsourcing ownership partners percent Pertamina plant potential Prachai regional relationship risk role Sesame Workshop share shareholders Sidanco significant Singapore stakeholders standards strategic alliances structure subsidiary successful suppliers sushi Suzhou tacit knowledge tion Toyota Toyota production system Trend Micro Unilever United value-chain activities