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| List of figures | |
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| Preface | |
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| Strategy for the Global Marketplace | |
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| Strategy in Action | |
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| Globalization | |
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| Strategic Management | |
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| The Strategy Process | |
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| The Structure of the Book | |
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| Key Points in the Chapter | |
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| Global Strategy as a Resource-based Strategy | |
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| Strategy in Action | |
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| The Objectives of Business Strategies | |
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| The Objectives of Multinational Business Strategies | |
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| Leveraging Resources and Capabilities: The Search for International Markets | |
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| Building Resources and Capabilities: The International Search for Innovation | |
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| Protecting Resources and Capabilities - International Risk Reduction Objectives | |
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| Summary | |
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| Key Points in the Chapter | |
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| The Global Strategy Environment | |
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| Strategy in Action | |
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| International Economics and Trade Theory | |
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| Absolute Advantage and The Wealth of Nations | |
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| David Ricardo and Comparative Advantage | |
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| The Factor Availability Model of Comparative Advantage | |
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| The International Product Life Cycle and Shifting Comparative Advantage | |
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| Constructed Comparative Advantage and Porter's Diamond Model | |
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| Industry Clusters - Comparative Advantage on the Local Level | |
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| Comparative Advantage and Competitive Advantage | |
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| Country Risk Issues and the GBE | |
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| Political Differences and International Strategies | |
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| Legal Structures and Property Rights | |
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| Cultural Heritage and Business | |
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| Emerging Markets and the Bottom of the Pyramid | |
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| Summary | |
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| Key Points in the Chapter | |
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| Global Competitive Analysis | |
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| Strategy in Action | |
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| Industry Analysis and the Global Marketplace | |
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| The Five Forces Model in the Global Setting | |
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| International and Global Industries | |
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| Global Integration and National Responsiveness | |
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| Configuration and Coordination | |
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| The Forces Driving Global Competition | |
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| Life Cycles, Local Markets, and Outsourcing | |
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| Global Service Industries and E-Commerce | |
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| Summary | |
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| Key Points in the Chapter | |
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| Firm-specific Resources and Capabilities in the Global Setting | |
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| Strategy in Action | |
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| Firm-specific Resources and Capabilities | |
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| Resources, Capabilities, and Competitive Advantage | |
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| Identifying Strengths - Firm-specific Resources and Capabilities to Exploit | |
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| Supporting Strengths - Complementary and Co-specialized Resources | |
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| Home Country Advantage and the Origins of FSRCs | |
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| Clusters, City Regions, and FSRCs | |
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| Resources, Capabilities, and Multinational Strategies | |
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| Capability Leverage Strategies and the Multinational Firm | |
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| Capability Leverage and Internationalization | |
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| Capability Leverage and Integration | |
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| Capability-building Strategies and the Multinational Firm | |
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| Capability-building and Internationalization | |
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| Capability-building and Globalization | |
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| Summary | |
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| Key Points in the Chapter | |
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| Integrating Global Strategy | |
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| Strategy in Action | |
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| Making Strategy | |
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| Strategies of Fit and the Industry Context | |
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| Global Integration vs. National Responsiveness | |
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| Markets, Alliances, and Hierarchies - How Best to Access Markets | |
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| Strategies of Fit to the Capabilities of the Firm | |
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| Pursuing Strategies in the International Marketplace | |
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| Acquisition in International Expansion | |
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| Strategic Alliances and Multinational Strategy | |
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| The Strategic Roles of Subsidiaries | |
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| Summary | |
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| Key Points in the Chapter | |
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| Global Strategy, Global Structure | |
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| Strategy in Action | |
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| Strategies and Structures - Building the Transnational | |
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| Markets and Hierarchies | |
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| Cooperative Forms - Alliances and Joint Ventures | |
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| The Role of the Center and the De-Integration of HQ Activities | |
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| Summary | |
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| Key Points of the Chapter | |
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| Entry Strategies for Global Companies | |
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| Strategy in Action | |
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| Entry Drivers | |
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| The Influence of Global Strategy - Why Are We Doing This? | |
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| The Boundary Effects of Corporate-Norms, Values, and Policies - That's Just the Way It is | |
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| That Just Can't be Done - The Limits of Corporate Resources | |
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| Local Conditions - What are We Getting Into? | |
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| Entry Strategies | |
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| Market Strategies | |
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| Cooperative Entry Strategies | |
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| Entry through Acquisition | |
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| Entry by Startup | |
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| Summary | |
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| Key Points in the Chapter | |
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| Global Strategy in a Time of Troubles | |
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| Strategy in Action | |
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| The Global Business Environment | |
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| Competitive Analysis | |
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| Resource Strategies | |
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| Integrating Global Strategy | |
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| Structuring for Tough Times | |
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| New Market Entry Strategies | |
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| Summary | |
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| Key Points in the Chapter | |
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| Index | |