Strategic International Management

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Strategic International Management

Dirk Morschett, Hanna Schramm, Klein, Joachim Zentes

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PREFACE

In this third edition, all chapters have been updated, new chapters integrated, all case studies revised and recent data were integrated. The concept, asit is described below, remained unchanged.
Over the last few decades, international activities of companies have gained dramatically in importance. Empirical evidence for this statement can be found, for instance, in the rapid growth of world trade and in foreign direct investment flows as well as in the high share of intra-company trade on total 
world trade, indicating the relevance of cross-border value creation processes. Courses on International Management have, thus, become an integral part of most management studies at universities today and dedicated Masters and MBA programmes on International Management have emerged inrecent years.

Concept and Overview of this Book
This book intends to give a compact overview of the most relevant concepts and developments in International Management. Various strategy concepts of internationally active companies and their implementation in practice are 
the core of this book. It is not designed as a traditional textbook or a collection of case studies, but tries to combine both. The book introduces the complex and manifold questions of International Management in the form of 23 lessons that give a thematic overview of key issues and illustrates each topic by providing a comprehensive case study.
The book is divided into six major parts. Part I (“Introduction to Strategic 
International Management”) lays the foundation by explaining basic concepts and theories of International Management. The growing importance of emerging country multinationals will be taken into account. In Part II, the influence of the external environment on Multinational Corporations (MNCs) is described, looking into market barriers and regional integration, the competitive advantage of nations and the influence of country culture. Part III focuses on the coordination of internationally dispersed activities in a Multinational Corporation. An overview of formal and informal instruments is given and some coordination instruments are discussed in more detail. Another core decision with regard to international activities, the foreign operation mode, is dealt with in Part IV. After an overview of the basic types of foreign operation modes, the three main options market, cooperation and hierarchies  are explained in individual chapters. In this thirdedition export modes now also receive special attention. Part V is devoted to specific value chain activities, production & sourcing, R&D and marketing. At last, human resource management and international control are discussed as highly relevant business functions in Part VI of the book.

Teaching and Learning
The book is primarily aimed at students at the beginning of their Masters studies who major in Business Administration, International Management, Strategic Management or related fields. In addition, practitioners who seek 
compact and practice oriented information on international strategy concepts can benefit from the book. The case studies accompany each lesson in such a way that they provide additional content and a specific application of the individual lessons on the one hand. They are part of the explanation of the topic, but they also lead to suggested discussion subjects and questions in order to deepen the understanding of the topic.
Instructors are provided with additional resources. A set of PowerPoint slides can be downloaded from the publisher’s website (www.gabler.de). Furthermore, for each case study, a solution draft can be obtained.

 

CONTENTS

Preface .................................................................................................... V
Basic Definitions .................................................................................................... 1
Part I Introduction to Strategic International Management
Chapter 1 Multinational Corporations as Networks ............................. 7
Case Study: British Petroleum .................................................. 17

Chapter 2 The Integration/Responsiveness- and the

AAA-Frameworks .................................................................. 29
Case Study: Retailing ................................................................ 42
Chapter 3 Role Typologies for Foreign Subsidiaries ............................ 55
Case Study: Walmart ................................................................. 67
Chapter 4 Motives for Internationalisation ........................................... 79
Case Study: SAP ....................................................................... 90
Chapter 5 Emerging Country Multinationals ..................................... 103
Case Study: Tata Group ........................................................... 116
Chapter 6 Important International Management Theories ............... 127

Part II The External Environment
Chapter 7 Market Barriers, Global and Regional Integration ........... 151
Case Study: Mazda ................................................................. 162

Chapter 8 Competitive Advantage of Nations

and Regional Clusters .......................................................... 175
Case Study: London Financial Cluster .................................... 189

Chapter 9 The Role of Country Culture in International

Management .......................................................................... 203
Case Study: Russia ................................................................. 217

Part III International Coordination
Chapter 10 Formal and Informal Coordination Mechanisms ............ 233
Case Study: McKinsey ............................................................. 242

Chapter 11 International Organisational Structures as
Coordination Mechanism ................................................... 255
Case Study: Microsoft ............................................................. 269
Chapter 12 Corporate Culture as Coordination Mechanism ............. 279
Case Study: Apple .................................................................... 290
Chapter 13 MNCs’ Corporate Social Responsibility ............................ 299
Case Study: Coop/Remei ......................................................... 310

Part IV Foreign Operation Modes
Chapter 14 Basic Types of Foreign Operation Modes .......................... 323
Case Study: AB InBev ............................................................ 332
Chapter 15 Export Modes ......................................................................... 343
Case Study: Herrenknecht ...................................................... 354
Chapter 16 Outsourcing and Offshoring ............................................... 365
Case Study: Foxconn ............................................................... 377
Chapter 17 International Alliances ........................................................ 389
Case Study: Danone ................................................................. 400
Chapter 18 Wholly-Owned Subsidiaries, Greenfield Investments
and Mergers & Acquisitions ............................................... 409
Case Study: ThyssenKrupp .................................................... 419

Part V Selected Value Chain Activities
Chapter 19 International Production and Sourcing ............................. 431
Case Study: Audi ..................................................................... 445
Chapter 20 International Research & Development ............................. 457
Case Study: Sanofi ................................................................... 470
Chapter 21 International Marketing ...................................................... 481
Case Study: Nestlé ................................................................... 495

Part VI Selected International Business Functions
Chapter 22 International Human Resource Management .................. 509
Case Study: Google .................................................................. 522
Chapter 23 International Control ............................................................ 533
Case Study: Henkel .................................................................. 547
Index ................................................................................................. 557

 

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