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Global strategy : global dimensions of strategy / Stephen Tallman.

By: Tallman, Stephen B.
Material type: TextTextSeries: Global dimensions of business series. Publisher: Chichester, U.K. : Wiley, 2009Bibliography: Includes bibliographical references and index.Description: xiv, 226 p. : ill. ; 24 cm.ISBN: 9781405136105; 1405136103.Subject(s): Strategic planning | International business enterprises -- Management | Globalization -- Economic aspectsDDC classification: 658.4/092 Online resources: Contributor biographical information | Publisher description | Table of contents only
Contents:
OUTLINE: -- 1. Introduction: International Business Strategy in the "Global Era". -- 2. The Objectives of International Strategies. -- A. Capability Leverage through New Markets. -- B. Capability Building through New Inputs. -- C. Improved Competitive Posture through Risk Reduction, Cost Reduction, and Strategic Maneuvering. -- 3. The Environment of International Strategy. -- A. Comparative and Competitive Advantage. -- B. International Financial Markets. -- C. International Political Relationships. -- D. Strategy in a Multicultural Milieu. -- E. Technology Development and Exchange in the Internet Era. -- 4. Industry and Competitive Analysis on a Global Scale. -- A. Industry Analysis in the Global Marketplace. -- B. Internationalization and Globalization. -- C. Configuration and Coordination. -- D. Life Cycles, Local Markets, and Outsourcing. -- E. Emerging Markets. -- F. Manufacturing v. Services. -- G. E-commerce. -- 5. Capability Processes and the Multinational Enterprise. -- A. Home Country Advantage. -- B. Building Capabilities in the International Marketplace. -- C. Combinatory/ Integration Skills and Competitive Advantage through Knowledge. -- D. Technical vs. Organizational Capabilities.
6. Options in International Strategy. -- A. Global Integration v. National Responsiveness. -- B. The Transnational. -- C. M & A in International Expansion. -- D. Strategic Alliances and Cooperative Strategies. -- E. The Strategic Roles of Subsidiaries. -- F. Financial Strategies. -- 7. Structuring the Multinational Organization. -- A. Strategies and Structures: the Transnational Model. -- B. Networks and Matrices: Having it Many Ways. -- C. Using Alliances. -- D. The Role of the Center and the De-integration of HQ Activities. -- E. Trade, Licensing, and Investment: Complementary Substitutes. -- 8. Managing the Multinational Organization. -- A. The Structure and Roles of the Top Management Team. -- B. Control and Coordination Mechanisms. -- C. Strategic HRM Practices. -- D. Production, Logistics, and Transfer Pricing Strategies. -- E. Knowledge Transfer in the Post-Industrial MNE. -- F. The Role of Corporate Culture and Normative Controls. -- 9. Subsidiary Strategies. -- A. Entry Options. -- Entry Strategies and Global Strategies. -- Entry Strategies and Corporate Capabilities. -- Entry Strategies and Corporate Identity. -- Entry Strategies and Host Country Conditions. -- Bargaining Power, Ownership, and Control. -- B. Managing the Subsidiary. -- Corporate Roles and Local Roles. -- Expatriates and Locals. -- Foreign Exchange Risk. -- Taxes and Transfer Prices
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Includes bibliographical references and index.

OUTLINE: -- 1. Introduction: International Business Strategy in the "Global Era". -- 2. The Objectives of International Strategies. -- A. Capability Leverage through New Markets. -- B. Capability Building through New Inputs. -- C. Improved Competitive Posture through Risk Reduction, Cost Reduction, and Strategic Maneuvering. -- 3. The Environment of International Strategy. -- A. Comparative and Competitive Advantage. -- B. International Financial Markets. -- C. International Political Relationships. -- D. Strategy in a Multicultural Milieu. -- E. Technology Development and Exchange in the Internet Era. -- 4. Industry and Competitive Analysis on a Global Scale. -- A. Industry Analysis in the Global Marketplace. -- B. Internationalization and Globalization. -- C. Configuration and Coordination. -- D. Life Cycles, Local Markets, and Outsourcing. -- E. Emerging Markets. -- F. Manufacturing v. Services. -- G. E-commerce. -- 5. Capability Processes and the Multinational Enterprise. -- A. Home Country Advantage. -- B. Building Capabilities in the International Marketplace. -- C. Combinatory/ Integration Skills and Competitive Advantage through Knowledge. -- D. Technical vs. Organizational Capabilities.

6. Options in International Strategy. -- A. Global Integration v. National Responsiveness. -- B. The Transnational. -- C. M & A in International Expansion. -- D. Strategic Alliances and Cooperative Strategies. -- E. The Strategic Roles of Subsidiaries. -- F. Financial Strategies. -- 7. Structuring the Multinational Organization. -- A. Strategies and Structures: the Transnational Model. -- B. Networks and Matrices: Having it Many Ways. -- C. Using Alliances. -- D. The Role of the Center and the De-integration of HQ Activities. -- E. Trade, Licensing, and Investment: Complementary Substitutes. -- 8. Managing the Multinational Organization. -- A. The Structure and Roles of the Top Management Team. -- B. Control and Coordination Mechanisms. -- C. Strategic HRM Practices. -- D. Production, Logistics, and Transfer Pricing Strategies. -- E. Knowledge Transfer in the Post-Industrial MNE. -- F. The Role of Corporate Culture and Normative Controls. -- 9. Subsidiary Strategies. -- A. Entry Options. -- Entry Strategies and Global Strategies. -- Entry Strategies and Corporate Capabilities. -- Entry Strategies and Corporate Identity. -- Entry Strategies and Host Country Conditions. -- Bargaining Power, Ownership, and Control. -- B. Managing the Subsidiary. -- Corporate Roles and Local Roles. -- Expatriates and Locals. -- Foreign Exchange Risk. -- Taxes and Transfer Prices

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