International Business Strategy
Theory and Practice
Herausgeber: Buckley, Peter J; Ghauri, Pervez
International Business Strategy
Theory and Practice
Herausgeber: Buckley, Peter J; Ghauri, Pervez
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Compiled by two of the world's leading scholars of international business, this comprehensive textbook provides advanced students of international business and strategy with all of the core research that has been completed in these areas, supplemented by critical commentaries, materials on the future of research and a range of integrative case studies.
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Compiled by two of the world's leading scholars of international business, this comprehensive textbook provides advanced students of international business and strategy with all of the core research that has been completed in these areas, supplemented by critical commentaries, materials on the future of research and a range of integrative case studies.
Produktdetails
- Produktdetails
- Verlag: Taylor & Francis Ltd (Sales)
- Seitenzahl: 666
- Erscheinungstermin: 13. März 2015
- Englisch
- Abmessung: 246mm x 172mm x 40mm
- Gewicht: 1187g
- ISBN-13: 9780415624701
- ISBN-10: 0415624703
- Artikelnr.: 36082115
- Verlag: Taylor & Francis Ltd (Sales)
- Seitenzahl: 666
- Erscheinungstermin: 13. März 2015
- Englisch
- Abmessung: 246mm x 172mm x 40mm
- Gewicht: 1187g
- ISBN-13: 9780415624701
- ISBN-10: 0415624703
- Artikelnr.: 36082115
Peter Buckley is Professor of International Business at the University of Leeds, UK Pervez Ghauri is Professor of International Business at Kings College London, UK
Part I: Basic Concepts of International Business: What is International
Business? 1. Introduction 2. The Foreign Investment Decision Process 3.
International Investment and International Trade in the Product Cycle 4.
The Uppsala Internationalization Process Model Revisited: From liability of
foreignness to liability of outsidership 5. The Eclectic Paradigm as an
Envelope for Economic and Business Theories of MNE Activity 6. The
Internalisation Theory of the Multinational Enterprise: A review of the
progress of a research agenda after 30 years Case Study 1:
Internationalization of Brewery Companies: The case of Carlsberg Part II:
Global Strategy 7. Introduction 8. Globalisation, Economic Geography and
the Strategy of Multinational Enterprises 9. Semi-Globalisation and
International Business Strategy 10. Do Regions Matter? An integrated
institutional and semiglobalization perspective on the internationalization
of MNEs 11. Do Managers Behave the way Theory Suggests? A choice-theoretic
examination of foreign direct investment location decision-making 12.
Towards More Realistic Conceptualisations of Foreign Operation Modes Case
Study 2: Global Strategy - Danone, a French multinational expanding into
the global market Part III: Organizing the Multinational Enterprise 13.
Introduction 14. Organizing for Worldwide Effectiveness: The transnational
solution 15. Firm Resources and Sustained Competitive Advantage 16.
Knowledge, Bargaining Power and the Instability of International Joint
Ventures 17. Mimetic and Experiential Effects in International Marketing
Alliance Formations of US Pharmaceuticals: An event history analysis Case
Study 3: Organizing the Multinational Enterprise: Renault-Nissan-Daimlar: A
Global Strategic Alliance Part IV: External Relationships 18. Introduction
19. Overcoming the Liability of Foreignness 20. Down with MNE-Centric
Theories: Market entry and expansion as the bundling of MNE and local
assets 21. Network View of MNCs' Socio-Political Behaviour 22. Weight
Versus Voice: How foreign subsidiaries gain attention from corporate
headquarters Case Study 4: Axis Communications: Building the Global Market
for Network Surveillance Cameras Part V: Culture and International Business
23. Introduction 24. Cultural Distance Revisited: Toward a more rigorous
conceptualization and measurement of cultural differences 25. Transforming
Disadvantages into Advantages: Developing-country MNEs in the least
developed countries 26. Merging Without Alienating: Interventions promoting
cross-border organizational integration and their limitations 27. Psychic
Distance and Buyer-Seller Interaction Case study 5: UniCredit Group: A bank
goes East Part VI: Emerging Markets 28. Introduction 29. The Determinants
of Chinese Outward Foreign Direct Investment 30. Market Driving
Multinationals and their Global Sourcing Networks 31. Strategies that Fit
Emerging Markets 32. The Hidden Risks in Emerging Markets Case Study 6:
Internationalisation of Indian Pharmaceutical Multinationals
Business? 1. Introduction 2. The Foreign Investment Decision Process 3.
International Investment and International Trade in the Product Cycle 4.
The Uppsala Internationalization Process Model Revisited: From liability of
foreignness to liability of outsidership 5. The Eclectic Paradigm as an
Envelope for Economic and Business Theories of MNE Activity 6. The
Internalisation Theory of the Multinational Enterprise: A review of the
progress of a research agenda after 30 years Case Study 1:
Internationalization of Brewery Companies: The case of Carlsberg Part II:
Global Strategy 7. Introduction 8. Globalisation, Economic Geography and
the Strategy of Multinational Enterprises 9. Semi-Globalisation and
International Business Strategy 10. Do Regions Matter? An integrated
institutional and semiglobalization perspective on the internationalization
of MNEs 11. Do Managers Behave the way Theory Suggests? A choice-theoretic
examination of foreign direct investment location decision-making 12.
Towards More Realistic Conceptualisations of Foreign Operation Modes Case
Study 2: Global Strategy - Danone, a French multinational expanding into
the global market Part III: Organizing the Multinational Enterprise 13.
Introduction 14. Organizing for Worldwide Effectiveness: The transnational
solution 15. Firm Resources and Sustained Competitive Advantage 16.
Knowledge, Bargaining Power and the Instability of International Joint
Ventures 17. Mimetic and Experiential Effects in International Marketing
Alliance Formations of US Pharmaceuticals: An event history analysis Case
Study 3: Organizing the Multinational Enterprise: Renault-Nissan-Daimlar: A
Global Strategic Alliance Part IV: External Relationships 18. Introduction
19. Overcoming the Liability of Foreignness 20. Down with MNE-Centric
Theories: Market entry and expansion as the bundling of MNE and local
assets 21. Network View of MNCs' Socio-Political Behaviour 22. Weight
Versus Voice: How foreign subsidiaries gain attention from corporate
headquarters Case Study 4: Axis Communications: Building the Global Market
for Network Surveillance Cameras Part V: Culture and International Business
23. Introduction 24. Cultural Distance Revisited: Toward a more rigorous
conceptualization and measurement of cultural differences 25. Transforming
Disadvantages into Advantages: Developing-country MNEs in the least
developed countries 26. Merging Without Alienating: Interventions promoting
cross-border organizational integration and their limitations 27. Psychic
Distance and Buyer-Seller Interaction Case study 5: UniCredit Group: A bank
goes East Part VI: Emerging Markets 28. Introduction 29. The Determinants
of Chinese Outward Foreign Direct Investment 30. Market Driving
Multinationals and their Global Sourcing Networks 31. Strategies that Fit
Emerging Markets 32. The Hidden Risks in Emerging Markets Case Study 6:
Internationalisation of Indian Pharmaceutical Multinationals
Part I: Basic Concepts of International Business: What is International
Business? 1. Introduction 2. The Foreign Investment Decision Process 3.
International Investment and International Trade in the Product Cycle 4.
The Uppsala Internationalization Process Model Revisited: From liability of
foreignness to liability of outsidership 5. The Eclectic Paradigm as an
Envelope for Economic and Business Theories of MNE Activity 6. The
Internalisation Theory of the Multinational Enterprise: A review of the
progress of a research agenda after 30 years Case Study 1:
Internationalization of Brewery Companies: The case of Carlsberg Part II:
Global Strategy 7. Introduction 8. Globalisation, Economic Geography and
the Strategy of Multinational Enterprises 9. Semi-Globalisation and
International Business Strategy 10. Do Regions Matter? An integrated
institutional and semiglobalization perspective on the internationalization
of MNEs 11. Do Managers Behave the way Theory Suggests? A choice-theoretic
examination of foreign direct investment location decision-making 12.
Towards More Realistic Conceptualisations of Foreign Operation Modes Case
Study 2: Global Strategy - Danone, a French multinational expanding into
the global market Part III: Organizing the Multinational Enterprise 13.
Introduction 14. Organizing for Worldwide Effectiveness: The transnational
solution 15. Firm Resources and Sustained Competitive Advantage 16.
Knowledge, Bargaining Power and the Instability of International Joint
Ventures 17. Mimetic and Experiential Effects in International Marketing
Alliance Formations of US Pharmaceuticals: An event history analysis Case
Study 3: Organizing the Multinational Enterprise: Renault-Nissan-Daimlar: A
Global Strategic Alliance Part IV: External Relationships 18. Introduction
19. Overcoming the Liability of Foreignness 20. Down with MNE-Centric
Theories: Market entry and expansion as the bundling of MNE and local
assets 21. Network View of MNCs' Socio-Political Behaviour 22. Weight
Versus Voice: How foreign subsidiaries gain attention from corporate
headquarters Case Study 4: Axis Communications: Building the Global Market
for Network Surveillance Cameras Part V: Culture and International Business
23. Introduction 24. Cultural Distance Revisited: Toward a more rigorous
conceptualization and measurement of cultural differences 25. Transforming
Disadvantages into Advantages: Developing-country MNEs in the least
developed countries 26. Merging Without Alienating: Interventions promoting
cross-border organizational integration and their limitations 27. Psychic
Distance and Buyer-Seller Interaction Case study 5: UniCredit Group: A bank
goes East Part VI: Emerging Markets 28. Introduction 29. The Determinants
of Chinese Outward Foreign Direct Investment 30. Market Driving
Multinationals and their Global Sourcing Networks 31. Strategies that Fit
Emerging Markets 32. The Hidden Risks in Emerging Markets Case Study 6:
Internationalisation of Indian Pharmaceutical Multinationals
Business? 1. Introduction 2. The Foreign Investment Decision Process 3.
International Investment and International Trade in the Product Cycle 4.
The Uppsala Internationalization Process Model Revisited: From liability of
foreignness to liability of outsidership 5. The Eclectic Paradigm as an
Envelope for Economic and Business Theories of MNE Activity 6. The
Internalisation Theory of the Multinational Enterprise: A review of the
progress of a research agenda after 30 years Case Study 1:
Internationalization of Brewery Companies: The case of Carlsberg Part II:
Global Strategy 7. Introduction 8. Globalisation, Economic Geography and
the Strategy of Multinational Enterprises 9. Semi-Globalisation and
International Business Strategy 10. Do Regions Matter? An integrated
institutional and semiglobalization perspective on the internationalization
of MNEs 11. Do Managers Behave the way Theory Suggests? A choice-theoretic
examination of foreign direct investment location decision-making 12.
Towards More Realistic Conceptualisations of Foreign Operation Modes Case
Study 2: Global Strategy - Danone, a French multinational expanding into
the global market Part III: Organizing the Multinational Enterprise 13.
Introduction 14. Organizing for Worldwide Effectiveness: The transnational
solution 15. Firm Resources and Sustained Competitive Advantage 16.
Knowledge, Bargaining Power and the Instability of International Joint
Ventures 17. Mimetic and Experiential Effects in International Marketing
Alliance Formations of US Pharmaceuticals: An event history analysis Case
Study 3: Organizing the Multinational Enterprise: Renault-Nissan-Daimlar: A
Global Strategic Alliance Part IV: External Relationships 18. Introduction
19. Overcoming the Liability of Foreignness 20. Down with MNE-Centric
Theories: Market entry and expansion as the bundling of MNE and local
assets 21. Network View of MNCs' Socio-Political Behaviour 22. Weight
Versus Voice: How foreign subsidiaries gain attention from corporate
headquarters Case Study 4: Axis Communications: Building the Global Market
for Network Surveillance Cameras Part V: Culture and International Business
23. Introduction 24. Cultural Distance Revisited: Toward a more rigorous
conceptualization and measurement of cultural differences 25. Transforming
Disadvantages into Advantages: Developing-country MNEs in the least
developed countries 26. Merging Without Alienating: Interventions promoting
cross-border organizational integration and their limitations 27. Psychic
Distance and Buyer-Seller Interaction Case study 5: UniCredit Group: A bank
goes East Part VI: Emerging Markets 28. Introduction 29. The Determinants
of Chinese Outward Foreign Direct Investment 30. Market Driving
Multinationals and their Global Sourcing Networks 31. Strategies that Fit
Emerging Markets 32. The Hidden Risks in Emerging Markets Case Study 6:
Internationalisation of Indian Pharmaceutical Multinationals