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JSF35
35

How to Improve Self-Confidence
JSF

“I would rather die standing up, than live life on my knees.”
CHK This Too
https://www.citehr.com/27247-ebook-h...onfidence.html

From India, Bangalore
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toolikasrivastav
Dear friends,
It is really awesome to find such contributing people at one platform.
Kudos to the person who actually came up with such an wonderful idea.
Actually applause to one and all.
Warm Regards
Toolika

From India, New Delhi
kanudhiman
11

Hi Everyone Please find an amazing book attached....
From India, Gurgaon
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File Type: pdf India's Self Denial by F_ Gautier.pdf (224.5 KB, 1641 views)

flower
29

Hello All,
One more contribution from my end!!!
This is a book on some criminals that the author found interesting. It is a study of human nature. Each section is set up by telling their lives, their crimes and the fatal ending.

From India, Hyderabad
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File Type: pdf H.B. Irving - A BOOK OF REMARKABLE CRIMINALS.pdf (479.2 KB, 1943 views)

Rupali_Sharma
17

Dear all, Please find a book on the basics of Six Sigma. I hope it is of help to you all. Regards, Rupali Sharma
From India, Bangalore
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File Type: pdf Six Sigma basics.pdf (141.2 KB, 2053 views)

Janine 85
2

Hi All
This is so informative and it's really appreciated!!!
Does anyone have a book on Pattersons' Job Grading? If anyone can help me it would be much appreciated.
I've attached a great book the A-Z of employment practice, hope it helps.
The A-Z of Employment Practice.pdf
Janine

From South Africa, Midrand
handavm
Hellow Dear All,
I am looking for an Executive-Corporation Relations.A Smart Male/ female candidate willing to work at Navi Mumbai with post gra. qualification may pl contact me at at the earliest.
Thanks.


Filomena Cunha
6

Dear all, Another one... Some tips for Excell
From Portugal, Lisbon
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File Type: pdf For.Dummies.Excel.Workbook.For.Dummies.Apr.2006.pdf (7.95 MB, 2203 views)

Rupali_Sharma
17

Dear All, Please find below one of my faviorite book. Hope it’s of use to you all too. Regards, Rupali Sharma
From India, Bangalore
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File Type: pdf A-Tale-of-Two-Cities.pdf (1.71 MB, 1857 views)

JSF35
35

Global and Transnational Business

JSF



“I would rather die standing up, than live life on my knees.”

TOC

Contents

Preface to the second edition xix

Acknowledgements xxi

PART I

1 Strategic and Management Issues in Global and Transnational Business 3

Learning objectives 3

Global and transnational business – an introduction 3

Some important definitions 3

Box Definitions of globalization 5

Box GATT and the WTO 6

Box Globalization – is it a blessing or a curse? 8

Global and transnational strategy 16

Structure of the book 16

Box Increasing global co-ordination in Philips Electronics 18

Global and transnational strategies and management – the issues 19

A framework for global and transnational strategic management 20

The controversies in strategic management 20

The prescriptive or deliberate approach to strategy 22

The emergent or learning approach to strategy 23

The competitive positioning approach to strategy 23

The resource, competence and capability approach to strategy 24

The knowledge-based approach to strategy 26

The approach to global strategy in this book 26

Assumption 1 Competitive advantage arises from new and superior knowledge 27

Assumption 2 Organizational learning and knowledge management are vital to creating and sustaining competitive advantage 27

Assumption 3 Strategy is both planned and emergent 27

Assumption 4 Competitive advantage results from both internal knowledge-based core competence development and from

changing conditions in the business environment 28

Assumption 5 It is important to distinguish between industries and markets 29

Assumption 6 Competitive advantage results from both competitive and collaborative behaviour 29

A summary of the frameworks 29

The global and transnational strategic management process 29

The management process matrix 29

The major elements in the process matrix 30

Conclusion 33

Review and discussion questions 33

References and further reading 34

PART II

2 From National Culture to Global Vision 39

Learning objectives 39

Introduction 39

The concept of globalization 40

Industries and markets 40

Causes of market and industry globalization 42

Overview 42

Technological forces 43

Social forces 44

Political and legal forces 45

Economic forces 45

The extent of globalization 46

Globalization and environmental turbulence 47

The example of the South Korean economy 47

Box Tariffs and quotas 47

Currents and cross currents 48

Global mission, objectives and strategy 49

Strategy, purpose and objectives 49

Global vision 50

Vision, philosophy and global strategy 50

Box Nokia’s global vision 51

Culture and global business 52

Levels of culture 52

Box EuroDisney – a European or American cultural identity? 54

Characteristics of culture 55

Hofstede’s cultural dimensions framework 56

Elements of Hofstede’s framework 56

Power distance 56

Uncertainty avoidance 57

Individualism/collectivism 57

Masculinity/femininity 57

Long-term orientation 58

Trompenaars’ dimensions of culture framework 59

Elements of Trompenaars’ framework 59

Relationships with people 60

Time 61

Relating to nature 61

Tayeb – major cultural characteristics observed in various nations 62

The importance and determinants of culture in transnational business 62

The importance of culture 62

Box Culture and the success of mergers in the automobile industry 64

Organizational culture 65

Determinants of organizational culture 66

Analysing organizational culture – the cultural web 66

Box Sources of culture – an example of the influences on a country’s culture 69

Review and discussion questions 70

References and further reading 70

Web links 72

3 Analysis of the Global Business 73

Learning objectives 73

Introduction 73

Analysis of the global organization 74

Internal analysis 74

Competences, resources and capabilities 74

Understanding global competences 74

Definitions of resources, capabilities and competences 75

Resources 76

General competences/capabilities 77

Core competences/distinctive capabilities 77

Global value chain analysis 80

Organizations as systems 80

The value chain 80

Primary activities 82

Support activities 83

Using the value chain framework 83

The value system 84

Co-ordinating activities and linkages 85

The ‘global’ value chain 86

A more complex value chain 86

Configuration 86

Co-ordination 87

Global organizational culture and structure 87

The importance of culture and structure 87

Structure 88

Box BP Amoco and global structure 89

Culture 90

Products, performance and portfolio analysis 91

The concept of portfolio 91

The BCG matrix 92

Using the BCG matrix 93

Limitations of the BCG matrix 94

Box BAT in the 1970s and 1980s – managing an international portfolio 95

Global products and services 97

Performance analysis 98

Benchmarking 98

Outside in or inside out? 99

‘Outside in’ strategy 99

‘Inside out’ strategy 100

The two approaches and internal analysis 100

Review and discussion questions 100

References and further reading 101

4 Analysis of the Competitive Environment 103

Learning objectives 103

Introduction 103

The nature of the business environment 104

The importance of environmental analysis 104

The macroenvironment 105

The microenvironment 105

Industries and markets 106

Identifying industries and markets 106

The industry 106

The market 107

The importance of the distinction between industry and market 108

Globalization of industries and markets 109

Yip’s globalization drivers 109

The four categories of drivers 109

Market globalization drivers 110

Cost globalization drivers 112

Government globalization drivers 114

Competitive globalization drivers 115

A summary of the drivers 116

Box The influence of government globalization drivers in the airline industry 116

Industry analysis 118

Porter’s five-forces framework 118

Force 1: the threat of new entrants 120

Force 2: the threat of substitute products 120

Force 3: the bargaining power of buyers (customers) 121

Force 4: the bargaining power of suppliers 121

Force 5: the rivalry among existing competitors in the industry 122

Use of the five-forces framework 122

Globalization drivers and the five forces 123

Synthesizing the two frameworks 123

Box Ulcer treatments and the international development of Glaxo 123

Market analysis 125

Market identification 125

Customers and their needs 126

Strategic group and competitor analysis 128

What are strategic groups? 128

Box Globalization trends in the pharmaceuticals industry 129

A resource-based approach to environmental analysis 131

Limitations of traditional frameworks 131

Understanding the framework 132

Critical success factors (CSFs) and core competences 134

What are CSFs 134

Review and discussion questions 135

References and further reading 135

5 Analysis of the Global Macroenvironment 139

Learning objectives 139

Introduction 139

Change in the business environment 140

The nature of environmental change 140

Change and prescriptive strategy 141

The macroenvironment 142

STEP analysis 142

Global and national macroenvironments 144

The relationship between global and national macroenvironments 144

The role of national circumstances in international business 145

Determinants of national competitive advantage 145

Box Prudential: factor conditions in Reading, UK and Bombay, India 147

Porter’s Diamond 148

The analytical process 148

Stages in the process 148

Information gathering 149

Information processing 149

Knowledge generation 150

Summary – analysis of the global macroenvironment 151

The links between the micro and macroenvironments 151

Review of the key stages 152

Discussion and review questions 153

References and further reading 153

PART III

6 Global and Transnational Strategy 157

Learning objectives 157

Introduction 157

Transnational strategies and global competitiveness 158

Sustainability and competitive advantage 158

Transnational, global and international business strategies 160

Strategies – the choice 161

Competitive positioning 161

Knowledge and competence-based strategy 161

Global strategy 162

Knowledge and competence-based strategy 163

The emphasis on the organization itself 163

The components of core competences 163

Core competences and distinctive capabilities 165

Knowledge, core competences and global competitive advantage 166

Knowledge 167

Knowledge creation and management 168

Box Sharp Corporation – a knowledge-centric organization 169

Organizational learning 169

Knowledge creation and management in transnationals 170

Competence building and leveraging 170

Summary of knowledge and competence-based strategy 172

Alternative approaches to resource-based strategy 172

Distinctive capabilities 173

Box Manchester United and superior performance 173

Competitive positioning – Porter’s generic strategies 175

The generic strategy framework 175

Cost leadership strategy 176

Differentiation strategy 177

Focus strategy 177

Hybrid strategies 178

Knowledge, core competence and generic strategy – a synthesis 179

Drawing the threads together 179

Global and transnational strategy 181

Porter’s model of global strategy – the value system 182

Configuration 182

Co-ordination 183

Integration and responsiveness 184

Pressures for and against increased global co-ordination 185

Regional strategies 186

Total global strategy 187

Development of total global strategy 187

Transnational organizations 189

Global and localized elements of transnational strategy 190

Box McDonald’s Inc. – an example of transnational strategy 192

Discussion and review questions 193

References and further reading 194

7 Global and Transnational Market-servicing Strategies 197

Learning objectives 197

Introduction 197

Alternative foreign market-servicing strategies 198

What is market servicing? 198

Market-servicing options 199

Box International expansion through franchising – Holiday Inn 201

A summary of the modes of entry 207

Selection of mode of entry 209

Choosing the most appropriate mode of entry 209

Criteria for choosing mode of entry 210

Global market-servicing strategies 210

Literature summary 210

Three key variables 212

Collaborative arrangements 212

Collaboration rather than competition 212

The nature and rationale of collaboration 214

Horizonal and vertical collaboration 215

Alliances 216

Summary – advantages of collaborative arrangements as modes of entry 217

Appendix 7.1 Some additional notes on foreign market-servicing strategies 217

Exporting 217

Contractual agreements 218

Foreign direct investment 219

Box Toyota – FDI greenfield development in the UK 219

Box Philip Morris – foreign acquisitions in the former communist states of central and eastern Europe 220

Review and discussion questions 221

References and further reading 221

8 Global Production and Logistics Management 227

Learning objectives 227

Introduction 227

Production strategy and competitive advantage 228

The critical success factors in operations 228

Global production strategies 229

The ‘big’ decisions in production strategy 229

Plant roles and inter-plant relationships 230

Research in global productions strategy 231

Doz – opportunities from relaxations in trade restrictions 231

Starr’s network 233

Dicken and international value adding 233

Dicken’s four production strategies 234

Plant location decision making 236

Decision criteria 236

The most frequently used criteria 238

The location decision 239

Procurement and transnational business 240

Procurement policy 240

Types of purchasing policy 241

Global logistics 242

The ‘flow’ of materials 242

Logistics and strategy 243

Managing logistics 244

Discussion and review questions 244

References and further reading 244

PART IV

9 Global Leadership and Strategic Human Resource

Management 249

Learning objectives 249

Introduction 249

Leadership and management in transnationals 250

Definitions 250

The nature of leadership 251

Box GE – the new leadership paradigm 253

Leadership and cultural issues 254

Box Body Shop: embracing a new management ‘ethos’ 254

Leading and managing cultural diversity in transnational organizations 255

Shaping culture in transnational organizations 256

Strategic human resource management 25

Importance of human resources 257

Features of HR strategy 258

HR strategy, core competences and organizational learning 259

Integration of HRM with corporate strategy and functional strategies 259

Criticisms of the concept of strategic HRM 262

European and American approaches to HRM 262

A transnational model of HRM 263

Porter’s global strategy and HR strategy 264

Congruence between HR and corporate strategy 264

Review and discussion questions 266

References and further reading 266

10 Global Technology Management 269

Learning objectives 269

Introduction 269

Technology and strategy 270

The impact of technology on strategy 270

Technology as a strategic asset 271

Defining technology 271

Technology and products 272

Technology and production 273

Patterns of technological innovation 274

Differences between technology and other assets 275

Technology and global competitiveness 276

Technology strategy 277

The components of a technology strategy 277

Technology audit 277

Sourcing new technology 278

Exploiting new technology 281

Protecting the competitive advantage 283

Box When patents expire 284

Comparisons of transnational technological performance 285

Comparing US and Japanese performance 285

Learning good practice 287

Information and communication technologies 287

The effects of ICT 287

Developments in ICT 288

ICT and transnational strategy 290

Configuring ICT for transnational business 291

Discussion and review questions 292

References and further reading 292

11 Global and Transnational Marketing Management 297

Leearning objectives 297

Introduction 297

The role of marketing in global and transnational strategy 298

Marketing and strategy 298

Marketing and competitive advantage 300

Ohmae’s (1989) view of marketing 300

Globalization of markets and marketing research 301

Global marketing strategies 302

Different perspectives 302

Douglas and Craig’s (1989) typology 303

Leontiades’ (1986) perspective 304

Four stages in a global marketing strategy 305

Global market segmentation and positioning strategies 308

Segmentation bases 308

Market positioning 309

Global marketing management 310

Marketing mix strategy 310

Box McDonald’s – globally homogeneous? 311

Global products 313

The importance of product decisions 313

Decisions on product strategy 314

Global branding 315

Global pricing 318

Pricing decisions 318

Transfer pricing 323

Pricing decisions – a summary 324

Global promotion 324

Marketing communications 324

Standardization of global promotion 325

Organization and control of promotions 325

The management of global promotional campaigns 329

Choosing an advertising agency 330

ICT and global marketing 331

Box Axis Communications Inc. – the Internet and global marketing 333

Review and discussion questions 334

References and further reading 335

12 Global Financial Management 339

Learning objectives 339

Introduction 339

Finance management and the global enterprise 340

The key issues in international financing 340

Box Foreign exchange risk management at British Airways (BA) 341

Centralization versus decentralization of the finance function 343

Different approaches to decentralization 343

Decision area 1: financing foreign operations 344

The options 344

Equity capital 346

Debt (or loan) capital 346

Decision area 2: resource allocation and capital budgeting 348

Uncertainties constraining the certainty of choice 348

Political risk 349

Assessing and forecasting political risk 349

Dealing with political risk 350

Decision area 3: operational policies 351

Working capital and cash flow management 351

Foreign exchange exposure 353

Reducing exposure 354

Decision area 4: remittance strategy 355

Types of funds transfer 355

Problems with transferring funds 355

Blocked funds 356

Discussion and review questions 358

References and further reading 358

13 Organizational Structure and Control in Global and Transnational Business 361

Learning objectives 361

Introduction 361

Some essentials of organizational structure 362

Key variables 362

‘Height’ and ‘width’ of structures 362

Hierarchical configuration of structures 364

Determinants of organizational structure 364

Mintzberg’s determinants 364

The contingency approach 365

The configuration approach to organizational design 368

Types of international organizational structure 369

International structures 370

Global structures 371

The development of global and transnational matrix structures 374

Stimuli to matrix development 374

Global matrix structures 374

The development of the transnational organizational structure 376

National influences on structural form 376

‘Anatomy’ and ‘physiology’ 377

Features of transnational structures 378

The transnational model 379

Decision making and control in international business 382

Decentralization and control 382

Empirical studies 383

Evaluating performance 384

Global and transnational strategies, organization and control 385

The influence of strategy on structure and control systems 385

Discussion and review questions 386

References and further reading 387

14 Managing Global Mergers, Acquisitions and Alliances 391

Learning objectives 391

Introduction 391

An overview of integrations and alliances 392

Perspectives on external growth 392

Types of integrations and alliances 393

Transnational mergers and acquisitions 395

The key definitions 395

Motivations for transnational M&As 396

Box Hoechst and Rhoˆne-Poulenc merge to form Aventis, a new global

leader in life sciences 397

Problems with integration 398

Successful M&As 399

Box DaimlerChrysler 402

Collaborative ventures and strategic alliances 403

What are collaborative ventures and strategic alliances? 403

Motivations for forming strategic alliances 405

Types of strategic alliance and collaborative venture 405

Directions of alliances 405

The extent and timescale of collaboration 407

Choosing the most appropriate type of alliance 408

Box Collaborative strategy in the international airline industry 409

Successful alliances 411

The strategic management of networks and alliances 412

The concept of the ‘focal’ business 412

Discussion and review questions 413

References and further reading 414

15 Global Business – Present and Future Trends 419 Learning objectives 419

Introduction 419

The global business environment – limits of globalization 420

The real state of homogenization 420

Physioeconomic theory 420

Challenging the presuppositions 421

A global approach to strategy and management? 422

Global competitive advantage in the future 423

Knowledge-based strategy: the intelligent organization 424

The ‘virtual’ corporation 427

Discussion and review questions 428

References and further reading 429

Appendix 1 McDonald’s and Its International Expansion 431

A brief history 431

McDonald’s and franchising 434

International growth 435

Appendix 2 Nike Inc. 439

Company development 439

The Nike product concept 440

Vertical linkages and outsourcing 441

Promotions and endorsements 443

Markets and structure 444

Changes in the 1990s 445

Nike at the end of the 1990s 446

References and further reading 447

Index 449

From India, Bangalore
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