Dr Alain Verbeke is a Professor of International Business Strategy and holds the McCaig Research Chair in Management at the Haskayne School of Business, University of Calgary. He was previously the Director of the MBA programme at Solvay Business School, University of Brussels (VUB). He has also been a Visiting Professor at Dalhousie University, the University of Toronto and the Université Catholique de Louvain, as well as an Associate Fellow of Templeton College (University of Oxford). He is presently an Academic Associate of the Centre for International Business and Management, Judge Business School, University of Cambridge.
Inhaltsangabe
List of figures List of tables About the authors Foreword from Jean-François Hennart Acknowledgements List of abbreviations Walkthrough Introduction and overview of the book's framework Part I. Core Concepts 1. Conceptual foundations of international business strategy 2. The critical role of firm-specific advantages 3. The nature of home country location advantages 4. The problem with host country location advantages 5. Combining firm-specific advantages and location advantages in a multinational network Part II. Functional Issues 6. International innovation 7. International sourcing and production 8. International finance 9. International marketing 10. Managing managers in the multinational enterprise Part III. Dynamics of Global Strategy 11. Entry mode dynamics 1: Foreign distributors 12. Entry mode dynamics 2: Strategic alliance partners 13. Entry mode dynamics 3: Mergers and acquisitions 14. The role of emerging economies 15. Emerging economy multinational enterprises 16. Multinational entrepreneurship 17A. International strategies of corporate social responsibility 17B. International strategies of corporate environmental sustainability Conclusion: The true foundations of global corporate success Notes Index.
List of figures; List of tables; About the authors; Foreword from Jean-François Hennart; Acknowledgements; List of abbreviations; Walkthrough; Introduction and overview of the book's framework; Part I. Core Concepts; 1. Conceptual foundations of international business strategy; 2. The critical role of firm-specific advantages; 3. The nature of home country location advantages; 4. The problem with host country location advantages; 5. Combining firm-specific advantages and location advantages in a multinational network; Part II. Functional Issues; 6. International innovation; 7. International sourcing and production; 8. International finance; 9. International marketing;10. Managing managers in the multinational enterprise; Part III. Dynamics of Global Strategy; 11. Entry mode dynamics 1: Foreign distributors; 12. Entry mode dynamics 2: Strategic alliance partners; 13. Entry mode dynamics 3: Mergers and acquisitions; 14. The role of emerging economies; 15. Emerging economy multinational enterprises; 16. Multinational entrepreneurship; 17A. International strategies of corporate social responsibility; 17B. International strategies of corporate environmental sustainability; Conclusion: The true foundations of global corporate success; Notes; Index.
List of figures List of tables About the authors Foreword from Jean-François Hennart Acknowledgements List of abbreviations Walkthrough Introduction and overview of the book's framework Part I. Core Concepts 1. Conceptual foundations of international business strategy 2. The critical role of firm-specific advantages 3. The nature of home country location advantages 4. The problem with host country location advantages 5. Combining firm-specific advantages and location advantages in a multinational network Part II. Functional Issues 6. International innovation 7. International sourcing and production 8. International finance 9. International marketing 10. Managing managers in the multinational enterprise Part III. Dynamics of Global Strategy 11. Entry mode dynamics 1: Foreign distributors 12. Entry mode dynamics 2: Strategic alliance partners 13. Entry mode dynamics 3: Mergers and acquisitions 14. The role of emerging economies 15. Emerging economy multinational enterprises 16. Multinational entrepreneurship 17A. International strategies of corporate social responsibility 17B. International strategies of corporate environmental sustainability Conclusion: The true foundations of global corporate success Notes Index.
List of figures; List of tables; About the authors; Foreword from Jean-François Hennart; Acknowledgements; List of abbreviations; Walkthrough; Introduction and overview of the book's framework; Part I. Core Concepts; 1. Conceptual foundations of international business strategy; 2. The critical role of firm-specific advantages; 3. The nature of home country location advantages; 4. The problem with host country location advantages; 5. Combining firm-specific advantages and location advantages in a multinational network; Part II. Functional Issues; 6. International innovation; 7. International sourcing and production; 8. International finance; 9. International marketing;10. Managing managers in the multinational enterprise; Part III. Dynamics of Global Strategy; 11. Entry mode dynamics 1: Foreign distributors; 12. Entry mode dynamics 2: Strategic alliance partners; 13. Entry mode dynamics 3: Mergers and acquisitions; 14. The role of emerging economies; 15. Emerging economy multinational enterprises; 16. Multinational entrepreneurship; 17A. International strategies of corporate social responsibility; 17B. International strategies of corporate environmental sustainability; Conclusion: The true foundations of global corporate success; Notes; Index.
Rezensionen
'This revised edition of Alain Verbeke's textbook builds on the strengths of the very first edition, and continues to stand out from other textbooks in two respects. First, the analytical framework summarizing the nature of international business presented in the first half of the book is consistently used in all subsequent chapters. Second, this conceptual toolkit helps students to understand the complexities of international business in the real world.' Sjoerd Beugelsdijk, Professor of International Business, University of Groningen
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