Description
Book SynopsisThis extensively revised and updated second edition of
Global and Transnational Business, builds on the success of the first edition in discussing the complex strategic issues involved in global and international business.
Presented within an integrative framework, the authors provide a review of the work of leading authors in the field, and this framework establishes clear linkages between global strategy, global management and global competitiveness. The link is examined between the trend towards the globalization of competition, markets and products, and the need to adopt global or transnational strategies and approaches to management.
Trade Review"Presents an integrative framework within which to discuss the complex strategic issues involved in global and international business..." (Long Range Planning, 38, 2005)
Table of ContentsPreface to the second edition xix
Acknowledgements xxi
Part I 1
1 Strategic and Management Issues in Global and Transnational Business 3
Learning objectives 3
Global and transnational business – an introduction 3
Global and transnational strategies and management – the issues 19
A framework for global and transnational strategic management 20
The approach to global strategy in this book 26
The global and transnational strategic management process 29
Conclusion 33
Part II 37
2 From National Culture to Global Vision 39
Learning objectives 39
Introduction 39
The concept of globalization 40
Causes of market and industry globalization 42
Globalization and environmental turbulence 47
Global mission, objectives and strategy 49
Culture and global business 52
Hofstede’s cultural dimensions framework 56
Trompenaars’ dimensions of culture framework 59
Tayeb – major cultural characteristics observed in various nations 62
The importance and determinants of culture in transnational business 62
Analysing organizational culture – the cultural web 66
3 Analysis of the Global Business 73
Learning objectives 73
Introduction 73
Analysis of the global organization 74
Competences, resources and capabilities 74
Global value chain analysis 80
The ‘global’ value chain 86
Global organizational culture and structure 87
Products, performance and portfolio analysis 91
Outside in or inside out? 99
4 Analysis of the Competitive Environment 103
Learning objectives 103
Introduction 103
The nature of the business environment 104
Industries and markets 106
Yip’s globalization drivers 109
Industry analysis 118
Globalization drivers and the five forces 123
Market analysis 125
Strategic group and competitor analysis 128
A resource-based approach to environmental analysis 131
Critical success factors (CSFs) and core competences 134
5 Analysis of the Global Macroenvironment 139
Learning objectives 139
Introduction 139
Change in the business environment 140
The macroenvironment 142
The role of national circumstances in international business 145
The analytical process 148
Summary – analysis of the global macroenvironment 151
Part III 155
6 Global and Transnational Strategy 157
Learning objectives 157
Introduction 157
Transnational strategies and global competitiveness 158
Strategies – the choice 161
Knowledge and competence-based strategy 163
Competitive positioning – Porter’s generic strategies 175
Knowledge, core competence and generic strategy – a synthesis 179
Global and transnational strategy 181
Total global strategy 187
7 Global and Transnational Market-servicing Strategies 197
Learning objectives 197
Introduction 197
Alternative foreign market-servicing strategies 198
Selection of mode of entry 209
Global market-servicing strategies 210
Collaborative arrangements 212
Appendix 7.1 Some additional notes on foreign market-servicing strategies 217
8 Global Production and Logistics Management 227
Learning objectives 227
Introduction 227
Production strategy and competitive advantage 228
Global production strategies 229
Research in global productions strategy 231
Plant location decision making 236
Procurement and transnational business 240
Global logistics 242
Part IV 247
9 Global Leadership and Strategic Human Resource Management 249
Learning objectives 249
Introduction 249
Leadership and management in transnationals 250
Strategic human resource management 257
European and American approaches to HRM 262
A transnational model of HRM 263
Porter’s global strategy and HR strategy 264
10 Global Technology Management 269
Learning objectives 269
Introduction 269
Technology and strategy 270
Technology as a strategic asset 271
Technology strategy 277
Comparisons of transnational technological performance 285
Information and communication technologies 287
11 Global and Transnational Marketing Management 297
Leearning objectives 297
Introduction 297
The role of marketing in global and transnational strategy 298
Globalization of markets and marketing research 301
Global marketing strategies 302
Global market segmentation and positioning strategies 308
Global marketing management 310
Global products 313
Global pricing 318
Global promotion 324
ICT and global marketing 331
12 Global Financial Management 339
Learning objectives 339
Introduction 339
Finance management and the global enterprise 340
Centralization versus decentralization of the finance function 343
Decision area 1: financing foreign operations 344
Decision area 2: resource allocation and capital budgeting 348
Decision area 3: operational policies 351
Decision area 4: remittance strategy 355
13 Organizational Structure and Control in Global and Transnational Business 361
Learning objectives 361
Introduction 361
Some essentials of organizational structure 362
Determinants of organizational structure 364
Types of international organizational structure 369
The development of global and transnational matrix structures 374
The development of the transnational organizational structure 376
Decision making and control in international business 382
Global and transnational strategies, organization and control 385
14 Managing Global Mergers, Acquisitions and Alliances 391
Learning objectives 391
Introduction 391
An overview of integrations and alliances 392
Transnational mergers and acquisitions 395
Collaborative ventures and strategic alliances 403
Types of strategic alliance and collaborative venture 405
Successful alliances 411
The strategic management of networks and alliances 412
15 Global Business – Present and Future Trends 419
Learning objectives 419
Introduction 419
The global business environment – limits of globalization 420
A global approach to strategy and management? 422
Global competitive advantage in the future 423
Appendix 1 McDonald’s and Its International Expansion 431
A brief history 431
McDonald’s and franchising 434
International growth 435
Appendix 2 Nike Inc. 439
Company development 439
The Nike product concept 440
Vertical linkages and outsourcing 441
Promotions and endorsements 443
Markets and structure 444
Changes in the 1990s 445
Nike at the end of the 1990s 446
References and further reading 447
Index 449
