Description
Book SynopsisMultinational enterprises must contend with increasingly challenging conditions in the international business environment. This Handbook explores how classic principles of international competitive strategy are transformed in today's markets and provides suggestions on how firms can develop effective strategies to respond to these transformations.
Table of ContentsKamel Mellahi, Klaus Meyer, Rajneesh Narula, Irina Surdu, and Alain Verbeke: Introduction PART I. FOUNDATIONS OF INTERNATIONAL BUSINESS STRATEGY 1: Rajneesh Narula, Alain Verbeke, and Wenlong Yuan: The Theory of International Business Strategy 2: Geoffrey Jones and Teresa da Silva Lopes: International Business History and the Strategy of Multinational Enterprises: How History Matters 3: David Teece and Olga Petricevic: Capability-Based Theories of MNE Growth 4: Ram Mudambi: Location and International Strategy Formation: A Research Agenda PART II. CORE ISSUES IN MODERN INTERNATIONAL BUSINESS STRATEGY RESEARCH 5: Florian B. Zapkau, Christian Schwens, and Keith D. Brouthers: A Review of International Entry Mode Research: 2007-2018 6: Lars Håkanson, Philip Kappen, and Ivo Zander: Strategic Knowledge Creation in Multinational Enterprises 7: Grazia D. Santangelo: Internationalization Process perspectives: Revisiting the Link Between Market Knowledge and Market Commitment 8: Eric W. K. Tsang: Multi-Theoretical Approaches to Studying International Business Strategy PART III. GOVERNANCE STRUCTURES IN INTERNATIONAL BUSINESS STRATEGY 9: Isibor Jerry Ebeigbe and Elizabeth L. Rose: International New Ventures: Do They Really Matter? 10: Pavlos Dimitratos: It's Not Only the International New Venture But (Also) the Micro-Multinational, Daftie! Reconsidering the Unit of Analysis in International Entrepreneurship 11: Liena Kano, Alain Verbeke, and Luciano Ciravegna: Internationalization of Family Firms: When is a Managerial Focus on Socio-Emotional Wealth Effective? 12: Alvaro Cuervo-Cazurra, Alicia Rodríguez, and C. Annique Un: Internationalization of Emerging-Markets Multinationals: The Role of the Underdevelopment of the Home Country 13: Saul Estrin, Jing Li, and Daniel Shapiro: State-Owned Multinational Enterprises: Theory, Performance and Impact PART IV. DYNAMICS OF INTERNATIONAL BUSINESS STRATEGY 14: Gabriel R. G. Benito, Bent Petersen, and Lawrence S. Welch: Dynamics of Operation Modes: Switches and Additions 15: Ulf Andersson, Mats Forsgren, and Ulf Holm: Subsidiaries as Sources for Learning in Multinational Enterprises: A commentary on the Importance of External Embeddedness 16: Maria A. De Villa: Political Strategies of Subsidiaries of Multinational Enterprises 17: Carlos M. P. Sousa and Qun Tan: Looking Back to Move Forward: An Overview of Foreign Divestment Decisions 18: Irina Surdu: Foreign Market Re-entry Strategies: The Role of Cognitive Biases in Decision-Making PART V. NEW DIMENSIONS OF INTERNATIONAL BUSINESS STRATEGY 19: Pinar Ozcan and Basak Yakis-Douglas: Digitalization and its Strategic Implications for the Multinational Enterprise: The Changing Landscape of Competition and How to Cope with it 20: Giulio Nardella and Stephen Brammer: Corporate Social Responsibility, Irresponsibility and the MNE Environment 21: Anthony Goerzen and Ari Van Assche: Global Value Chain Governance: A MNE Capabilities View 22: Renato J. Orsato, Simone R. Barakat, and José G. F. Campos: Sustainability Strategies: Research and Practice in International Business 23: Kieran M. Conroy and Dana Minbaeva: New International HRM Approaches and MNE Strategies
