Normal view MARC view

Global strategy: global dimensions of strategy

Author: Tallman, Stephen Series: Global dimensions of business series Publisher: Wiley, 2009.Language: EnglishDescription: 226 p. : Graphs ; 24 cm.ISBN: 9781405136105Type of document: BookBibliography/Index: Includes bibliographical references and index
Tags: No tags from this library for this title. Log in to add tags.
Item type Current location Collection Call number Status Date due Barcode Item holds
Book Europe Campus
Main Collection
Print HD30.28 .T35 2009
(Browse shelf)
Available 001266788
Total holds: 0

Includes bibliographical references and index


Global Strategy Global Dimensions of Strategy Contents xi xiii 1 1 3 5 6 13 17 19 19 21 23 26 31 34 37 38 List of figures Preface Chapter 1 Strategy for the Global Marketplace Strategy in Action Globalization Strategic Management The Strategy Process The Structure of the Book Key Points in the Chapter Chapter 2 Global Strategy as a Resource-based Strategy Strategy in Action The Objectives of Business Strategies The Objectives of Multinational Business Strategies Leveraging Resources and Capabilities: The Search for International Markets Building Resources and Capabilities: The International Search for Innovation Protecting Resources and Capabilities - International Risk Reduction Objectives Summary Key Points in the Chapter Chapter 3 The Global Strategy Environment Strategy in Action International Economics and Trade Theory Absolute Advantage and The Wealth of Nations David Ricardo and Comparative Advantage The Factor Availability Model of Comparative Advantage The International Product Life Cycle and Shifting Comparative Advantage Constructed Comparative Advantage and Porter's Diamond Model Industry Clusters - Comparative Advantage on the Local Level Comparative Advantage and Competitive Advantage Country Risk Issues and the GBE Political Differences and International Strategies Legal Structures and Property Rights Cultural Heritage and Business Emerging Markets and the Bottom of the Pyramid Summary Key Points in the Chapter 41 41 44 46 47 49 50 51 53 54 57 57 60 62 64 67 67 69 69 71 72 77 78 80 81 83 85 88 88 Chapter 4 Global Competitive Analysis Strategy in Action Industry Analysis and the Global Marketplace The Five Forces Model in the Global Setting International and Global Industries Global Integration and National Responsiveness Configuration and Coordination The Forces Driving Global Competition Life Cycles, Local Markets, and Outsourcing Global Service Industries and E-Commerce Summary Key Points in the Chapter Chapter 5 Firm-specific Resources and Capabilities in the Global Setting Strategy in Action Firm-specific Resources and Capabilities Resources, Capabilities, and Competitive Advantage 91 91 92 94 Identifying Strengths - Firm-specific Resources and Capabilities to Exploit Supporting Strengths - Complementary and Co-specialized Resources Home Country Advantage and the Origins of FSRCs Clusters, City Regions, and FSRCs Resources, Capabilities, and Multinational Strategies Capability Leverage Strategies and the Multinational Firm Capability Leverage and Internationalization Capability Leverage and Integration Capability-building Strategies and the Multinational Firm Capability-building and Internationalization Capability-building and Globalization Summary Key Points in the Chapter 94 97 99 100 102 104 106 107 108 109 110 112 112 117 117 118 121 122 125 126 128 129 132 134 136 138 141 141 144 149 153 157 160 161 Chapter 6 Integrating Global Strategy Strategy in Action Making Strategy Strategies of Fit and the Industry Context Global Integration vs. National Responsiveness Markets, Alliances, and Hierarchies - How Best to Access Markets Strategies of Fit to the Capabilities of the Firm Pursuing Strategies in the International Marketplace Acquisition in International Expansion Strategic Alliances and Multinational Strategy The Strategic Roles of Subsidiaries Summary Key Points in the Chapter Strategy in Action Strategies and Structures - Building the Transnational Markets and Hierarchies Cooperative Forms - Alliances and Joint Ventures The Role of the Center and the De-Integration of HQ Activities Summary Key Points of the Chapter Chapter 7 Global Strategy, Global Structure Chapter 8 Entry Strategies for Global Companies Strategy in Action Entry Drivers The Influence of Global Strategy - Why Are We Doing This? The Boundary Effects of Corporate Norms, Values, and Policies - That's Just the Way It is That Just Can't be Done - The Limits of Corporate Resources Local Conditions - What are We Getting Into? Entry Strategies Market Strategies Cooperative Entry Strategies Entry through Acquisition Entry by Startup Summary Key Points in the Chapter 163 163 165 167 171 173 176 182 182 183 186 188 189 190 193 193 197 197 199 200 201 202 204 204 207 Chapter 9 Global Strategy in a Time of Troubles Strategy in Action The Global Business Environment Competitive Analysis Resource Strategies Integrating Global Strategy Structuring for Tough Times New Market Entry Strategies Summary Key Points in the Chapter Index

There are no comments for this item.

Log in to your account to post a comment.
Koha 18.11 - INSEAD Catalogue
Home | Contact Us | What's Koha?