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Global and Transnational Business Strategy and Management

ISBN-10: 0471988197

ISBN-13: 9780471988199

Edition: 2000

Authors: George Stonehouse, David Campbell, Jim Hamill, Tony Purdie

List price: $55.00
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Description:

The authors of this work assess the turbulent environment in which international businesses operate and the approaches to strategy formulation and implementation which can be adopted.
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Book details

List price: $55.00
Copyright year: 2000
Publisher: John Wiley & Sons, Incorporated
Publication date: 6/23/2000
Binding: Paperback
Pages: 480
Size: 6.50" wide x 9.50" long x 1.25" tall
Weight: 1.782
Language: English

As a child in New York, author Joseph Campbell (1904-1987) became interested in Native Americans and mythology through books about American Indians and visits to the American Museum of Natural History. He wrote more than 40 books including The Hero with a Thousand Faces (1949), The Mythic Image (1974), and The Power of Myth (1988) with Bill Moyers, and is now considered one of the foremost interpreters of sacred tradition in modern time. Campbell earned his B.A. and M.A. degrees at Columbia University in 1925 and 1927, but quit the doctoral program when he was told that mythology was not an acceptable subject for his thesis. He subsequently studied medieval French and Sanskrit in Paris and Germany, taught at the Canterbury School, and in 1934, joined the literature department at Sarah Lawrence College. During the 1940s and 1950s he collaborated with Swami Nikhilananda on translations of the Upanishads and The Gospel of Sri Ramakrishna.

Preface
An introduction to global business
Strategic and Management Issues in Global and Transnational Business
Learning objectives
Global and transnational business-an introduction
Some important definitions
Structure of the book
The globalization debate
Levitt and standardization
Globalization of industries and markets
Case example: increasing global co-ordination in Philips Electronics
Global and transnational strategies and management-the issues
A framework for global and transnational strategic management
The controversies in strategic management
The prescriptive or deliberate approach to strategy
The emergent or learning approach to strategy
The competitive positioning approach to strategy
The resource, competence and capability approach to strategy
The approach to global strategy in this book
Strategy is both planned and emergent
Competitive advantage results from both internal competence development and from changing conditions in the business environment
It is important to distinguish between industries and markets
Competitive advantage results from organizational learning, and both competitive and collaborative behaviour
The complexity and unpredictability of change in both the business environment and in businesses themselves mean that businesses must be intelligent (or learning) organizations
A summary of the frameworks
The global and transnational strategic management process
The management process matrix
The major elements in the process matrix
Conclusion
Review and discussion questions
References and further reading
Global business analysis
Globalization and Global Vision
Learning objectives
Introduction
The concept of globalization
Industries and markets
Globalization of markets
Globalization of industries
Causes of market and industry globalization
An overview
Technological forces
Social forces
Political and legal forces
Economic forces
The extent of globalization
Globalization and environmental turbulence
The example of the South Korean economy
Currents and cross-currents
Major trends in the macroenvironment
The most commonly-mentioned trends
Changes in international businesses
Global mission, objectives and strategy
Strategy, purpose and objectives
Global vision
Vision, philosophy and transnational strategy
Review and discussion questions
References and further reading
Analysis of the Global Business
Learning objectives
Introduction
Analysis of the global organization
Internal analysis
Competences, resources and capabilities
Understanding global competences
Definitions of resources, capabilities and competences
Resources
General competences/capabilities
Core competences/distinctive capabilities
Global value chain analysis
Organizations as systems
The value chain
Primary activities
Support activities
Using the value chain framework
The value system
Co-ordinating activities and linkages
The 'global' value chain
A more complex value chain
Configuration
Co-ordination
Global organizational culture and structure
The importance of culture and structure
Structure
Culture
Products, performance and portfolio analysis
The concept of portfolio
The BCG matrix
Using the BCG matrix
Limitations of the BCG matrix
Global products and services
Performance analysis
Benchmarking
Outside in or inside out?
'Outside in' strategy
'Inside out' strategy
The two approaches and internal analysis
Review and discussion questions
References and further reading
Analysis of the Competitive Environment
Learning objectives
Introduction
The nature of the business environment
The importance of environmental analysis
The macroenvironment
The microenvironment
Industries and markets
Identifying industries and markets
The industry
The market
The importance of the distinction between industry and market
Globalization of industries and markets
Yip's globalization drivers
The four categories of drivers
Market globalization drivers
Cost globalization drivers
Government globalization drivers
Competitive globalization drivers
A summary of the drivers
Industry analysis
Porter's five forces framework
The threat of new entrants
The threat of substitute products
The bargaining power of buyers (customers)
The bargaining power of suppliers
The rivalry among existing competitors in the industry
Use of the five forces framework
Globalization drivers and the five forces
Synthesizing the two frameworks
Market analysis
Market identification
Customers and their needs
Strategic group and competitor analysis
What are strategic groups?
A resource-based approach to environmental analysis
Limitations of traditional frameworks
Understanding the framework
Critical success factors (CSFs) and core competences
What are CSFs?
Review and discussion questions
References and further reading
Analysis of the Global Macroenvironment
Learning objectives
Introduction
Change in the business environment
The nature of environmental change
Change and prescriptive strategy
The macroenvironment
STEP analysis
Global and national macroenvironments
The relationship between global and national macroenvironments
The role of national circumstances in international business
Determinants of national competitive advantage
Porter's diamond
The analytical process
Stages in the process
Information gathering
Information processing
Knowledge generation
Summary--analysis of the global macroenvironment
The links between the micro- and macroenvironments
Review of the key stages
Review and discussion questions
References and further reading
Global and transnational business strategies
Global and Transnational Strategy
Learning objectives
Introduction
Transnational strategies and global competitiveness
Sustainability and competitive advantage
Transnational, global and international business strategies
Strategies--the choice
Competitive positioning
Resource or competence-based strategy
Global strategy
Competence-based strategy
The emphasis on the organization itself
The components of core competences
Core competences and distinctive capabilities
Competence building and leveraging
Summary of competence-based strategy
Alternative approaches to resource-based strategy
Distinctive capabilities
Competitive positioning--Porter's generic strategies
The generic strategy framework
Cost leadership strategy
Differentiation strategy
Focus strategy
Hybrid strategies
Core competence and generic strategy--a synthesis
Drawing the threads together
Global and transnational strategy
Porter's model of global strategy--the value system
Configuration
Co-ordination
Integration and responsiveness
Pressures for and against increased global co-ordination
Regional strategies
Total global strategy
Development of total global strategy
Transnational organizations
Global and localized elements of transnational strategy
Review and discussion questions
References and further reading
Global and Transnational Market Servicing Strategies
Learning objectives
Introduction
Alternative foreign market servicing strategies
What is market servicing?
Market servicing options
A summary of the modes of entry
Selection of mode of entry
Choosing the most appropriate mode of entry
Criteria for choosing mode of entry
Global market servicing strategies
Literature summary
Three key variables
Collaborative arrangements
Collaboration rather than competition
The nature and rationale of collaboration
Horizontal and vertical collaboration
Alliances
Summary--advantages of collaborative arrangements as modes of entry
Some additional notes on foreign market servicing strategies
Review and discussion questions
References and further reading
Global business management
Global Production and Logistics Management
Learning objectives
Introduction
Production strategy and competitive advantage
The critical success factors in operations
Global production strategies
The 'big' decisions in production strategy
Plant roles and inter-plant relationships
Research in global production strategy
Doz--opportunities from relaxations in trade restrictions
Starr's network
Dicken and international value adding
Dicken's four production strategies
Plant location decision-making
Decision criteria
The most frequently-used criteria
The location decision
Procurement and transnational business
Procurement policy
Types of purchasing policy
Global logistics
The 'flow' of materials
Logistics and strategy
Managing logistics
Review and discussion questions
References and further reading
Global Strategic Human Resource Management
Learning objectives
Introduction
Strategic human resource management
The importance of human resources
Features of HR strategy
HR strategy, core competences and organizational learning
HR strategy and generic strategy
Integration of HRM with corporate strategy and functional strategies
Criticisms of the concept of strategic HRM
European and American approaches to HRM
A transnational model of HRM
Global staffing policies
Staffing policies and strategy
Expatriate management
Expatraite failures
Recruitment and selection
Reward systems
Repatriation
Global management development
Labour management
Labour and industrial relations decision-making
Transfer of industrial relations practices
Porter's global strategy and human resource strategy
Congruence between HR and corporate strategy
Review and discussion questions
References and further reading
Global Technology Management
Learning objectives
Introduction
Technology and strategy
The impact of technology on strategy
Technology as a strategic asset
Defining technology
Technology and products
Technology and production
Patterns of technological innovation
Differences between technology and other assets
Technology and global competitiveness
Technology strategy
The components of a technology strategy
Technology audit
Sourcing new technology
Exploiting new technology
Protecting the competitive advantage
Comparisons of transnational technological performance
Comparing US and Japanese performance
Learning good practice
Information and communication technologies
The effects of ICT
Developments in ICT
ICT and transnational strategy
Configuring ICT for transnational business
Review and discussion questions
References and further reading
Global and Transnational Marketing Management
Learning objectives
Introduction
The role of marketing in global and transnational strategy
Marketing and strategy
Marketing and competitive advantage
Ohmae's (1989) view of marketing
Globalization of markets and marketing research
Global marketing strategies
Different perspectives
Douglas and Craig's (1989) typology
Leontiades's (1986) perspective
Four stages in global marketing strategy
Global market segmentation and positioning strategies
Segmentation bases
Market positioning
Global marketing management
Marketing mix strategy
Global products
The importance of product decisions
Decisions on product strategy
Global branding
Global pricing
Pricing decisions
Transfer pricing
Pricing decisions--a summary
Global promotion
Marketing communications
Standardization of global promotion
Organization and control of promotions
The management of global promotional campaigns
Choosing an advertising agency
ICT and global marketing
The internet and global marketing--Axis Communications Inc.--a case study example
Review and discussion questions
References and further reading
Global Financial Management
Learning objectives
Introduction
Finance management and the global enterprise
The key issues in international financing
Centralization versus decentralization of the finance function
Differerent approaches to decentralization
Financing foreign operations
The options
Equity capital
Debt (or loan) capital
Resource allocation and capital budgeting
Uncertainties constraining the certainty of choice
Political risk
Assessing and forecasting political risk
Dealing with political risk
Operational policies
Working capital and cash flow management
Foreign exchange exposure
Reducing exposure
Remittance strategy
Types of funds transfer
Problems with transferring funds
Blocked funds
Review and discussion questions
References and further reading
Organizational Structure and Control in Global and Transnational Businesses
Learning objectives
Introduction
Some essentials of organizational structure
Key variables
'Height' and 'width' of structures
Hierarchical configuration of structures
Determinants of organizational structure
Mintzberg's determinants
The contingency approach
The configuration approach to organizational design
Types of international organizational structure
International structures
Global structures
The development of global and transnational matrix structures
Stimuli to matrix development
Global matrix structures
The development of the transnational organizational structure
National influences on structural form
'Anatomy' and 'physiology'
Features of transnational structures
The transnational model
Decision-making and control in international business
Decentralization and control
Empirical studies
Evaluating performance
Global and transnational strategies, organization and control
The influence of strategy on structure and control systems
Review and discussion questions
References and further reading
Managing Global Mergers, Acquisitions and Alliances
Learning objectives
Introduction
An overview of integrations and alliances
Perspectives on external growth
Types of integrations and alliances
Transnational mergers and acquisitions
The key definitions
Motivations for transnational mergers and acquisitions
Problems with integration
Successful mergers and acquisitions
Collaborative ventures and strategic alliances
What are collaborative ventures and strategic alliances?
Motivations for forming strategic alliances
Types of strategic alliance and collaborative venture
Directions of alliances
The extent and time scale of collaboration
Choosing the most appropriate type of alliance
Successful alliances
The strategic management of networks and alliances
The concept of the 'focal' business
Review and discussion questions
References and further reading
Global Business--Present and Future Trends
Learning objectives
Introduction
The global business environment--limits of globalization
The real state of homogenization
Physioeconomic theory
Challenging the presuppositions
A global approach to strategy and management?
Global competitive advantage in the future
Knowledge-based strategy: the intelligent organization
The 'virtual' corporation
Review and discussion questions
References and further reading
The cases
Airtours plc
The UK outbound tour operations industry
British Airways plc
BAT Industries plc in the 1980s and 1990s
De La Rue Fortronic
Nike Incorporated
Index