International business / / Simon Collinson, Rajneesh Narula, Alan M. Rugman

• Record Nr.: UNINA9910155157003321
• Autore: Collinson Simon
• Pubbl/distr/stampa: Harlow, England : , : Pearson, , [2017]; ©2017
• Edizione: [Seventh edition.]
• Descrizione fisica: 1 online resource (792 pages) : color illustrations, tables
• Collana: Always Learning
• Disciplina: 658.049
• Soggetti: International business enterprises - Management
• Lingua di pubblicazione: Inglese
• Formato: Materiale a stampa
• Livello bibliografico: Monografia
• Nota di bibliografia: Includes bibliographical references and index.
• Nota di contenuto: Cover -- Title Page -- Copyright Page -- Contents in Brief -- Contents in Detail -- List of Figures and Tables -- Preface -- Dedication -- Acknowledgements -- About the Authors -- Guide to the Case Studies -- Publisher's Acknowledgements -- Frameworks for This Book Our Approach to the Study of International Business -- Part One The World of International Business -- Chapter 1 An Introduction to International Business -- Objectives of the chapter -- Introduction -- What is international business? -- Globalization -- The outcomes of globalization -- Understanding interdependence in globalization -- Regional integration -- Mapping globalization -- Technology and innovation -- New technologies -- The knowledge-intensive, multi-technology firm -- Socio-political developments -- What are institutions? -- Institutions and supranational agreements -- Globalization and liberalization -- Multinational enterprises -- Proto-globalization and the MNE in historical context -- The industrial revolutions and the growth of private firms -- Foreign direct investment -- Measuring FDI and MNE activity -- MNEs before World War II -- The rise of the modern MNE -- International business in the modern era -- 1950-90: the rise of the triad -- 1990-2014: the rise of new players and forms of activity -- Modularization, outsourcing, and value chains -- The continuing importance of the state-owned enterprise -- Emerging economy MNEs-significant but exaggerated -- Dominance of the triad continues -- Small and medium-sized ; enterprises -- The fragmented firm: global value chains and production networks -- Key points -- Key terms -- Notes -- Bibliography -- Appendix: The largest importers and exporters -- Chapter 2 General Frameworks in International Business -- Objectives of the chapter -- Active Learning Case -- Starbucks: a global "coffee culture" -- Introduction.; Firm-specific assets/ownership advantages -- A classification of O advantages -- Location advantages/country-specific assets -- A classification of L advantages -- International Business Strategy in Action -- US manufacturing: from China to Mexico -- Internalization advantages -- The eclectic paradigm: putting it all together -- Strategic management of MNEs: an introduction -- Steps in the strategic management process -- A framework for global strategies: the FSA-CSA matrix -- The FSA-CSA matrix -- Why firms become MNEs -- How do firms engage in international activities? -- Entry modes -- Non-equity entry modes -- Equity entry modes -- Collaborative agreements/strategic alliances -- International new ventures and "born global" firms -- The international activities of SMEs -- The practical challenges for internationalizing SMEs -- International Business Strategy in Action -- Worrying times for Singapore's SMEs -- How do SME managers know which markets to enter? -- Modes of entry and adaptation for success in foreign markets -- Key points -- Key term -- Real Cases -- Toys "R" Us -- Tesco at home and abroad -- Notes -- Bibliography -- Appendix: The largest global MNEs -- Chapter 3 Multinational Enterprises, Innovation, and Competitiveness -- Objectives of the chapter -- Active Learning Case -- GE Healthcare in India: locally driven innovation -- Introduction -- Trends in innovation at the firm and country level -- The resource-based view (RBV) and the VRIO framework -- Resources and capabilities -- The VRIO framework -- Dynamic capabilities -- Quick learning/incremental learning -- Integration of new assets/radical learning -- Modification and transformation of new assets -- Dynamic capabilities and small firms -- International Business Strategy in Action -- Spreadshirt: open innovation -- Connecting FSAs to CSAs -- Systems of innovation.; International dimensions of innovation -- The location of innovation activities in the MNE -- International Business Strategy in Action -- Innovation networks at IBM -- The innovative MNE as a differentiated network -- Key points -- Key terms -- Real Cases -- Canon Group -- R&D at Hewlett-Packard -- Notes -- Bibliography -- Part Two The Environment of International Business -- Chapter 4 International Politics -- Objectives of the chapter -- Active Learning Case -- How risky is foreign investment in Russia? -- Introduction -- Political ideologies and economics -- Political systems -- Economic systems -- Government control of assets -- Privatization in action -- International Business Strategy in Action -- Greece: third (bailout) time lucky -- Government-business cooperation -- Japan and EU assistance -- US competitiveness -- Economic integration -- Trade creation and trade diversion -- Levels of economic integration -- Economic integration: an overall perspective -- Ethics, environment, MNEs, and the civil society -- International Business Strategy in Action -- Non-governmental organizations and political power -- The European Union (EU) -- Other examples of economic integration -- Economic integration and strategic management -- Strategic alliances and acquisitions -- Localization of business operations -- Key points -- Key terms -- Review and discussion questions -- Real Cases -- How environmental regulations can be used as trade barriers -- Embraer versus Bombardier -- Notes -- Bibliography -- Chapter 5 International Culture -- Objectives of the chapter -- Active Learning Case -- Cultures clash ; as big pharma gets bigger -- Introduction -- What is culture? -- The importance of culture in different business contexts -- Culture has always been important -- International Business Strategy in Action -- McDonald's.; National stereotypes and key dimensions of culture -- Culture at two levels -- Hofstede's four dimensions of culture -- Trompenaars' seven dimensions of culture -- The GLOBE project's nine dimensions of culture -- Applying the national culture frameworks -- "The way we do things here": the implications of cultural differences for organizations and managers -- Cross-cultural management -- Organization -- Leadership -- Communication -- The corporate response -- Multinational organization structures: imperialist or independent? -- Culture clash in cross-border M&A and joint ventures -- International Business Strategy in Action -- The collective culture of the John Lewis Partnership -- Culture embodied in national institutions -- France: cultural and social characteristics that create a national distinctiveness -- Key points -- Key terms -- Review and discussion questions -- Real Cases -- Do not throw your meishi! -- Sport can be local and global: Manchester United -- Notes -- Bibliography -- Chapter 6 International Trade -- Objectives of the chapter -- Active Learning Case -- Trade of the triad and China -- Introduction -- International trade theory -- Theory of absolute advantage -- Theory of comparative advantage -- Factor endowment theory -- International product life cycle theory -- Other important considerations -- International Business Strategy in Action -- Microsoft shows the world is not flat -- Barriers to trade -- Reasons for trade barriers -- Commonly used barriers -- Tariffs -- International Business Strategy in Action -- Boeing versus Airbus -- US trade policy -- Non-tariff barriers to trade -- Quotas -- "Buy national" restrictions -- Customs valuation -- Technical barriers -- Anti-dumping legislation, subsidies, and countervailing duties -- Agricultural products -- Export restraints -- Other economic developments -- Countertrade.; Trade in services -- Free trade zones -- Key points -- Key terms -- Review and discussion questions -- Real Cases -- Job losses and offshoring to China -- Dumping on trade complaints -- Notes -- Bibliography -- Appendix: Balance of payments -- Chapter 7 International Financial Markets and Institutions -- Objectives of the chapter -- Active Learning Case -- Barclays Bank international financial dealings -- Introduction -- Foreign exchange markets -- Foreign exchange markets in the United States -- Determination of the exchange rate -- Purchasing power parity -- International Fisher effect -- Combined equilibrium relationships -- Other factors determining exchange rates -- Protecting against exchange risk -- Alternatives to minimize exchange risk -- International Business Strategy in Action -- China 2015: the start of the next global economic meltdown? -- Foreign money and capital markets -- MNEs and national money markets -- MNEs and national capital markets -- Regional money and capital markets -- The eurocurrency market -- Eurocurrency interest rates -- Other market characteristics -- Criticisms of the euromarkets -- Eurobonds and euroequities -- International Business Strategy in Action -- AngloGold Ashanti -- The IMF system -- Unresolved problems with the IMF system -- MNEs and international financial markets and institutions -- Key points -- Key terms -- Review and discussion questions -- Real Cases -- HSBC -- Rigging LIBOR -- Notes -- Bibliography -- Part Three International Business Strategies -- Chapter 8 Multinational Strategy -- Objectives of the chapter -- Active Learning Case -- Vodafone and the triad telecom market -- Introduction -- Strategic orientations -- International Business Strategy ; in Action -- The Big Four -- Strategy formulation -- External environmental assessment -- Internal environmental assessment -- Goal setting.; Strategy implementation.
• Sommario/riassunto: Business is becoming increasingly international, as the interaction, exchange and interdependence between nations, firms and people around the world keeps on growing. Our complex, fast-moving global economy continually throws up new management and leadership challenges, which require clear thinking.