International Business and Strategy
Cases and Readings
Edited by Peter J. Buckley, Pervez Ghauri
Routledge – 2014 – 512 pages
For business to be successful on a global level, the need to internationalize and exploit emerging market opportunities has never been more stark thanks to stagnated demand in many home economies. The process of internationalization raises a number of questions, such as: Can firms use their experiential knowledge and learning from one market to the next, thereby shortening the internationalization process? Can firms pursue internationalization on several fronts at the same time? How can firms handle cultural and institutional distances between home and host markets? This textbook provides students with all of the core research that has already been completed in these important areas, supplemented with critical commentaries, materials on the future of research and a range of integrative case studies. Each part starts with a presentation of the issues and the controversies in that particular area followed by a synthesis of the research which provides normative conclusions and avenues of future research. To encourage further debate and learning, each part will end with at least one up-to-date case study.
Compiled by two of the world's leading scholars of international business, this comprehensive textbook provides advanced students of international business and strategy with a resource that will serve their needs well.
'Professors Buckley and Ghauri are renowned in Europe, and globally, for their contributions to thinking and publishing in the field of international business. They have compiled here world-class material on cutting-edge issues in the field that every serious student of international business would want to pay serious attention to.' Shameen Prashantham (University of Glasgow, UK)
'This book is one of the few advanced books about strategies in the International business field. The authors were successfully able to make a comprehensive book that will challenge graduated students and executives to think more carefully about international strategies.' - Hans van Kranenburg (Radboud University, the Netherlands)
Introduction and Overview Part I: Basic concepts 1. The Foreign Investment Decision Process (Yair Aroni) 2. International Investment and International Trade in the Product Cycle (Raymond Vernon) 3. The Uppsala Internationalization Process Model Revisited: From Liability of Foreignness to Liability of Outsidership (Jan Johanson and Jan-Erik Vahlne) 4. The Eclectic Paradigm as an Envelope for Economic and Business Theories of MNE Activity (John Dunning) 5. The Internalisation Theory of the Multinational Enterprise: A Review of the Progress of a Research Agenda after 30 Years (Peter J. Buckley and Mark C. Casson) 6. Globalisation, Economic Geography and the Strategy of Multinational Enterprises (Peter J. Buckley and Pervez N. Ghauri) Case Study 1: Internationalization (IKEA) Part II: Global Strategy 7. Semi-Globalisation and International Business Strategy (Pankaj Ghemawat) 8. Knowledge Accumulation and Dissemination in MNEs: A Practice-Based Framework (Stephen Tallman and Aya S. Chacar) 9. Market Driving Multinationals and their Global Sourcing Networks (Pervez Ghauri, V. Tarnovskaya and U. Elg) 10. Do Managers Behave the way Theory Suggests?: A Choice-Theoretic Examination of Foreign Direct Investment Location Decision-Making (Peter J. Buckley, T.M. Devinney and J.J. Louviere) 11. Towards more Realistic Conceptualisations of Foreign Operation Modes (Gabriel R.G. Benito, Bent Petersen and Lawrence S. Welch) Case 2: Global Strategy (iPhone) Part III: Organizing the MNE 12. Organizing for Worldwide Effectiveness: The Transnational Solution (Christopher A. Bartlett and Sumantra Ghoshal) 13. Firm Resources and Sustained Competitive Advantage (Jay Barney) 14. Joint Ventures and the Option to Expand and Acquire (Bruce Kogut) 15. Knowledge, Bargaining Power and the Instability of International Joint Ventures (A. Inkpen and P Beamish) Case 3: Global Organization Part IV: External Relationships of MNEs 16. Overcoming the Liability of Foreignness (S. Zaheer) 17. Down with MNE-Centric Theories: Market Entry and Expansion as the Bundling of MNE and Local Assets (J. F. Hennart) 18. Transforming Disadvantages into Advantages: Developing-Country MNEs in the Least Developed Countries (A. Cuervo-Cazurra and M. Genc) 19. Weight versus Voice: How Foreign Subsidiaries Gain Attention from Corporate Headquarters (C. Bouquet and J. Birkinshaw) Case 4: Host Country Relationships Part V: Culture and International Business 20. The Business of International Business Is Culture (Geert Hofstede) 21. Cultural Distance Revisited: Toward a More Rigorous Conceptualization and Measurement of Cultural Differences (O. Shenkar) 22. Merging without Alienating: Interventions Promoting Cross-Border Organizational Integration and their Limitations (M. Y. Brannen and M. Peterson) 23. Hallen and Wiedersheim-Paul (as Chap. 22) Case 5: Culture and International Business Part VI: Emerging Markets 24. The Determinants of Chinese Outward Foreign Direct Investment (P. J. Buckley, J. Clegg, A. Cross, P. Zheng, H. Voss and X. Liu) 25. Strategies that Fit Emerging Markets (T. Khanna, K. Palepu and J. Sinha) 26. Third-World Copycats to Emerging Multinationals: Institutional Changes and Organizational Transformation in the Indian Pharmaceutical Industry (Raveendra Chittoor, M. B. Sarkar, Sougata Ray and Preet S. Aulakh) 27. The Hidden Risks in Emerging Markets (Witold J. Henisz and Bennet A. Zelner) Case 6: Emerging Markets: Inward Case 7 Multinationals from Emerging Markets: Outward
Peter Buckley is Professor of International Business at the University of Leeds, UK
Pervez Ghauri is Professor of International Business at Kings College London, UK