Table of contents for Global strategic management / Kamel Mellahi, Jedrzej George Frynas, and Paul Finlay.

Bibliographic record and links to related information available from the Library of Congress catalog.

Note: Contents data are machine generated based on pre-publication provided by the publisher. Contents may have variations from the printed book or be incomplete or contain other coding.

Learning Outcomes
Opening Case Study: IKEA
1.2 Defining The Strategic Management Field
1.3 Phases to Global Strategy
1.3.1 Single-Country Strategy
1.3.2 Export Strategy
1.3.3 International Strategy
1.3.4 Global Strategy
1.4 International Strategy and Global Strategy: What is the deference?
1.5 Defining Global Strategic Management
1.6 Drivers for a Global Strategic Perspective
1.6.1 Macro Globalising Drivers
Information Communication Technology (ICT)
1.6.2 Industry Globalising Drivers
Market Globalisation Drivers
Cost Globalisation Drivers
Government Globalisation Drivers
Competitive Drivers
1.6.3 Internal Globalising Drivers
Global orientation
International experience
1.7 Organisation of the Book
Recommended Key Readings
Discussion Questions
Closing Case Study: The Starbucks Experience: Going Global
Learning Outcomes
Opening Case Study: The World Trade Organisation, Sept 11. events and the Brazilian Embraer
2.1 Introduction
2.2 External Business Environment
2.3 PEST Analysis
2.4 The Political Environment
2.4.1 Global Political Institutions
2.4.2 Regional Integration
2.4.1 Global Political Institutions
2.4.4 Political Risk
2.5 The Economic Environment
2.5.1 Cost of Production
2.5.2 Currency Exchange Rates
2.5.3 Cost of Capital
2.6 The Social Environment
2.6.1 Social Change
2.6.2 Global Convergence
2.7 The Technological Environment
2.7.1 Global Technology Scanning and Technology Clusters
2.7.2 The Knowledge-Based Economy
2.7.3 The Spread of the Internet
2.8 National Environmental Influences and the Diamond Model
2.8.1 Factor Conditions
2.8.2 Demand Conditions
2.8.3 Related and Supporting Industries
2.8.4 Firm Strategy, Structure and Rivalry
2.9 Criticisms of the Diamond Model
2.9.1 The Diamond Model for Small Nations
2.9.2 The Diamond Model and Globalisation
2.9.3 Response to Criticisms
2.10 Summary
Recommended Key Readings
Discussion Questions
Closing Case Study: Lockheed Martin - From conquering Russia to conquering space 
Learning Outcomes
Opening Case Study: The rise of the internet and the fall of
3.1 Introduction
3.2 Understanding and Adapting to Industry Environment
3.2.1 Market Segmentation Analysis
3.2.2 Strategic Group Analysis
3.3 The Five Forces Model
3.3.1 Barriers of Entry
Capital Requirements.
Economies of Scale
Product Differentiation.
Access to Distribution Channels.
Government Policy.
Expected Retaliation.
3.3.2 Bargaining Power of Buyers and Suppliers
Buyer/Supplier Concentration.
Buyer Switching Costs
Product Differentiation.
Price/Total Purchases.
Threat of vertical integration.
Buyer information.
Impact on Quality/Performance.
International expansion.
3.3.3 Threat of Substitutes
3.3.4 Rivalry
Diversity of Rivals.
Product Differentiation and Switching Costs.
Industry Growth
Fixed Costs and Storage Costs.
Exit Barriers.
Excess Capacity.
3.4 Criticisms of the Five Forces Model
3.4.1 Static versus Dynamic Competition
3.4.2 Industry Profitability
3.4.3 Response to Criticisms
3.5 Industry Evolution
3.5.1. The Five Phases of International Product Life Cycle (IPLC)
3.5.2 Criticisms of the IPLC Model
Duration of Life Cycles.
Applicability of the Model in the Global Economy.
Importance of Innovation.
Non-Standard Industrial Products.
3.6 Forecasting the Future
3.6.1 Trend extrapolation
3.6.2 Delphi Survey
3.6.3 Scenario Analysis
3.6.4 Forecasting and The Challenge of Internationalisation
3.7 Summary
Recommended Key Readings
Discussion Questions
Closing Case Study: The Rise of Linux: The battle for the operating system (OS) market
Learning Outcomes
Opening Case Study: Two crises influence the strategy of Royal Dutch/Shell
4.1 Introduction
4.2 The Emergence of NGO-Business Relations
4.2.1 Emergence of a global economy
4.2.2 Linkages between political and economic institutions
4.2.3 Developments in global communications
4.3 Arguments on Corporate Social Responsibility (CSR)
4.3.1 Companies and Profit-Maximisation
4.3.2 National differences and CSR
4.4 Corporate Social Responsibility (CSR) and Stakeholder View
4.4.1 Stakeholder View of the Firm
4.4.2 Stakeholder issues
4.4.3 Triple bottom line concept
4.5 Business Opportunities of Corporate Social Responsibility (CSR) and Stakeholder Involvement
4.5.1 Collaboration between business and NGOs
4.5.2 Benefits of NGO-business partnerships
4.5.3 From stakeholder involvement to profit-making
4.5.4 CSR without profits?
4.6 Stakeholder Analysis in the Global Business Environment
4.6.1 Stakeholder Mapping
4.6.2 Problems in Stakeholder Mapping
4.6.3 Who constructs stakeholder maps
4.6.4 Stakeholders and the Industry Environment
4.7 Identifying the Key Stakeholders of the Multinational firm
4.7.1 The primary stakeholders
4.7.2 The secondary stakeholders
4.7.3 Which stakeholders should the firm focus on?
4.7.4 Critique of stakeholder analysis
4.7.5 Issue analysis
4.7.6 From Strategic Analysis to Strategy Development
4.8 Summary
Recommended Key Readings
Discussion Questions
Closing Case Study: Stakeholders and Suncor Energy Inc. work together to create value
Learning Outcomes
Opening Case Study:
5.1 Introduction
5.2 The Positioning Perspective versus Resource-Based Perspective 
5.2.1 The Positioning Perspective
5.2.2 The Resource-Based Perspective
5.2.3 Industry Profitability versus Firm Profitability
5.3 Analysing Firm Resources and Capabilities
5.3.1 Resources
5.3.2 Capabilities
5.3.3 Core Competencies
5.3.4 The VRIO Framework
5.3.5 Resources and Capabilities in Multinational Firms
5.4 Global Value Chains and Value Systems
5.4.1 Value Added
5.4.2 Value Chain Analysis
5.4.3 Value System Analysis
5.4.4 Value analysis and cost advantages
5.4.5 Value analysis and strategic linkages
5.4.6. Value analysis and global location decisions
5.5 Comparative Analysis
5.5.1 Competitor intelligence
5.5.2 Benchmarking
5.5.3 Internal Comparative Analysis
5.5.4 Comparative Analysis in Global Markets
5.6 Summary
Recommended Key Readings
Discussion Questions
Closing Case Study: Outsourcing at F&C Management
Learning Outcome
Opening Case Study: The Internationalisation of Carrefour: Life the way we want it!
6.1 Introduction
6.2 Motives and The Decision to Internationalise
6.2.1 Organisational factors
Decision-maker characteristics
Firm-specific factors
6.2.2 Environmental factors
Unsolicited proposals:
The "bandwagon" effect
Attractiveness of the host country
6.3 The Internationalisation Process
6.3.1 The Uppsala Mode
6.3.2 Limitations of the Uppsala Model
6.3.3 The Born Global Firm
Characteristics of Born Global Firms
6.4. Entry Modes Strategies
6.4.1 Export
6.4.2 Licensing
6.4.3 International Franchising
6.4.4 Wholly-Owned Ventures
The Greenfield Strategy
The Mergers and Acquisitions (M&As) Strategy
6.4.5 Entry Modes and Risk Versus Control
6.5 De-internationalization
6.6 Summary
Recommended Key Readings
Discussion Questions
Closing Case Study: Case Study: Marks and Spencer's Exit from France
Learning Outcomes
Opening Case Study: American and British law firms try to work smarter by working together
7.1 Introduction
7.2 The Concept of International Strategic Alliances
7.3 International Strategic Alliances: Drivers, Needs, Motives and Pitfalls
7.3.1 Drivers of International Strategic Alliances Formation
Firm and industry specific factors
7.3.2 Motives for International Strategic Alliances
7.3.3 Pitfalls of International Strategic Alliances
7.4 Types of Alliances
7.4.1 Vertical Relationship
7.4.2 Horizontal Relationship
7.5 Selecting and Managing Partners
7.5.1 Partner Selection Criteria
7.5.2 International Strategic Alliances and Fit
Strategic fit
Operational fit
Cultural Fit
7.5.3 Strategic Alliances in Emerging Economies
7.6 International Strategic Alliances - Balancing Trust and Risks
7.7 End Game: Alliance Dissolution
7.8 Summary
Recommended Key Readings
Discussion Questions
Closing Case Study: Proteome Systems - Dancing with the Big Pharmas
Learning Outcomes
Opening case Study: Global E-Biz Mishmash - To standardise or not Standardise
8.1 Introduction
8.2 Global Strategy Levels
8.3 Subsidiaries Strategic Role
8.4 Types of subsidiary Level Strategies
8.4.1 Support and Implementation 
Advantages of Support and Implementation Role Strategy
8.4.2 Mini-Replica Role
Advantages and Disadvantages of Mini Replica Strategy
8.4.3 Global Product Mandate
Advantages and Disadvantage of Global Product Mandate
8.5 Global Generic Strategies
8.5.1 Cost Leadership Strategy
The Cost Leadership Strategy and the Subsidiary-Headquarter Relationship
8.5.2 Differentiation Strategy
Differentiation Strategy and Subsidiary - Headquarter Relationship
8.5.3 Focused Low-Cost Strategy
Focused Low-Cost Strategy and Subsidiary -Headquarter Relationship
8.5.4 Focus Differentiation Strategy
Focused Differentiation Strategy and Subsidiary -Headquarter Relationship
8.5.5 Integrated Strategy or "Stuck in the Middle"
8.6 Summary
Recommended Key Readings
Discussion Questions
Closing Case Study: Vive la difference
Learning Outcomes
Opening Case Study: The House of Tata
9.1 Introduction
9.2 The Role of The Corporate Parent
9.3 Global Sourcing Strategies
9.3.1 Vertical Integration
Motives for Vertical Integration
Disadvantages of Vertical Integration
9.3.2 Outsourcing
Conditions of Outsourcing
Types of Outsourcing
Advantages of Outsourcing
Disadvantages of Outsourcing
9.4 Diversification Strategies
9.4.1 Industrial Diversification
Types of industrial diversification
Risks and Pitfalls of Diversification
Diversification in Emerging Economies
9.4.2 Global Diversification
Related and Unrelated Global Diversification
Benefits of global diversification
Costs of global diversification
9.4 Managing Global Portfolios
9.5.1 The Roles of Corporate Parent
9.5.2 Managing Global Portfolios
9.5 Summary
Recommended Key Readings
Discussion Questions
Closing Case Study: Lufthansa's Diversification Strategy
Learning Outcomes
Opening Case Study: Al-Qaeda
10.1 Introduction
10.2 Domestic Organisational Structures
10.3 Strategy and Structure of Multinationals
10.4.1 Functional Structures
10.4.2 International Division Structure
10.4. 3 Area or Geography Divisions Structures
10.4.4 Product Divisions Structure
10.4.5 The Matrix Structure
10.5 Balancing Integrations and Local Responsiveness: Broad Forms of International Strategy
10.5.1 Export firm
10.5.2 The Multi-domestic firm
Organisational structures to support a multi-domestic strategy
10.5.3 The Colonial firm
Organisational structures to support a colonial strategy
10.5.4 The Transnational firm
Organisational structures to support a transnational strategy
10.6 Summary
Recommended Key Readings
Discussion Questions
Closing Case Study: Restructuring Sony 
Learning Outcomes
Opening Case Study: Minebea and Rose 
11.1 Introduction
11.2 Types of Change
11.2.1 Incremental Change
11.2.2 Transformational Change
11.2.3 Type of Changes And national Cultures
11.3 People Involved in The Change Process
11.3.1 The Change Agent 
11.3.2 The Role of Subordinate and subsidiary Managers
11.4 The Change Process
11.4.1 A model of The Change Process 
11.4.2 Peoples' Reaction to Change
11.5 Appropriate Change Management Styles
11.6 Implementing Change
11.6.1 Project Teams 
11.6.2 Moving People
11.6.3 Expatriates
11.7 Communication Issues
11.7.1 Difficulties in Discussing Change Issues 
11.7.2 Role of Language
11.7.3 Business Implications
11.7.4 Overcoming Language Problems
11.8 Negotiation With Outside Parties
11.9 Summary
Recommended Key Readings
Discussion Questions
Closing Case Study: ARM Ltd.
Learning Outcomes
Opening Case Study: Korean Multinationals- Samsung and GoldStar: Contrasts in control
12.1 Introduction
12.2 Types of Strategic Control System
12.2.1 Assumption control
12.2.2 Surveillance control
12.2.3 Climate control
12.2.4 Implementation control
12.2.5 Operational control
12.2.6 Crisis control
12.3 A model of Control
12.3.1 A simple model of control
12.3.2 A fuller model of control
12.4 Methods of Control
12.4.1 Control through outputs 
The characteristics of a good strategic objective
12.4.2 Control through process
Unstructured activities
12.4.3 Control through inputs
The role of culture
Visions and missions
12.5 Summary
Discussion Questions
Recommended Key Readings
Closing Case Study: Sappron
Exhibit 1.1: Strategic management steps
Exhibit 1.2: Single Country, Export and International and Global Strategies
Exhibit 1.3: The Three Dimensions of Corporate Globality
Exhibit 1.4: Drivers for a Global Strategy Perspective
Exhibit 1.5: Number of Regional Trade Agreements 1948-2002
Exhibit 1.6: Global Corporations: National Regulation & Global Corporation Investment 1991- 1997
Exhibit 2.1: Elements of Environmental Analysis
Exhibit 2.2: Summary of key PEST factors in Global Strategic Management
Exhibit 2.3: The Most Important Global Economic Institutions
Exhibit 2.4: Important Regional Economic Blocks
Exhibit 2.5 Diamond model
Exhibit 2.6: The Diamond Model and the Japanese Video Game Industry 
Exhibit 3.1 Strategic Groups in the Food Processing Industry
Exhibit 3.2 Five Forces Model
Exhibit 3.3: The Five Forces Model and
Exhibit 3.4: The International Product Life Cycle
Exhibit 3.5: The International Product Life Cycle and TV Manufacturing
Exhibit 4.1: Different views of Corporate Social Responsibility
Exhibit 4.2: Generic Stakeholder Map of a Multinational firm
Exhibit 4.3: Drivers and Constraints of NGO-Business Partnerships
Exhibit 4.4: Specific Stakeholders for Shell in Nigeria in 1995
Exhibit 4.5: Four Forces in the Industry Environment
Exhibit 4.6: Four Forces Model Applied to the Sports Shoe Industry
Exhibit 4.7: Example of Cross-impact Analysis
Exhibit 4.8: A Six-Step Process For "FOSTERing" Stakeholder Relationships
Exhibit 5.1: Core Competencies and Competitiveness
Exhibit 5.2: VIRO Framework
Exhibit 5.3: Link Between Subsidiary Resource and International Firm's Competitive Advantage
Exhibit 5.4: Global Sourcing in the Clothing Industry
Exhibit 5.5: The Product Value of South African Peaches
Exhibit 5.6: The Value Chain
Exhibit 5.7: The Value System
Exhibit 5.8: The changing distribution of value added in four industries Exhibit 5.9: Value-Added Chain of Comparative Advantage
Exhibit 5.10: Intelligence Onion
Exhibit 5.11: 10 Step Benchmarking Process
Exhibit 6.1: Motives for the decision to internationalise
Exhibit 6.2: The Uppsala Model
Exhibit 6.3: Advantages and Disadvantages of the Different Modes of Entry
Exhibit 6.4: Modes of Entry and Control vs Risk
Exhibit 7.1: Drivers of International Strategic Alliances Formation
Exhibit 7.2: Pitfalls of International Strategic Alliances
Exhibit 7.3: Types of International Strategic Alliances: Vertical and Horizontal Alliances
Exhibit 7.4: The four Cs when selecting a strategic alliance partner
Exhibit 7.5: Managing Strategic Alliances Risks
Exhibit 8.1: Level of Global Strategy
Exhibit 8.2: Generic Strategies and Examples
Exhibit 8.3: Skoda from the Joke of customers to a respected low cost car
Exhibit 8.4: Generic Strategies and Headquarter - Subsidiary Support
Exhibit 9.1: Roles of Corporate Parents
Exhibit 9.2: Outsourcing Strategies
Exhibit 9.3: Diversification Strategies
Exhibit 9.4: Three tests for judging a diversification move
Exhibit 9.5: The eight synergy killers
Exhibit 9.6: Six criteria that firms should use to select an industry to diversify into
Exhibit 9.7: A Global Market Portfolio Matrix
Exhibit 10.1: Domestic Structures
Exhibit 10.2: Functional Structure
Exhibit 10.3: International Divisional Structure
Exhibit 10.4: Geographical Structure
Exhibit 10.5: Product Structure
Exhibit 10.6: Matrix Structure
Exhibit 10.7: International Configurations
Exhibit 10.8: Export Structure
Exhibit 10.9: The Holding Company Structure
Exhibit 10.10: A Network Structure
Exhibit 11.1: Differences between Incremental and Transformational Change 
Exhibit 11.2: The Requirement of a Change Agent 
Exhibit 11.3: The Coping Cycle 
Exhibit 11.4: Change Management Styles 
Exhibit 12.1: Types of Strategic Control System
Exhibit 12.2: Example of Assumption Control
Exhibit 12.3: Characteristics of Strategic Control
Exhibit 12.4: A Simple Model of a Control System
Exhibit 12.5: A Model of a Parent-subsidiary Control System
Exhibit 12.6: Characteristics of the 3 control methods
Exhibit 12.7: Characteristics of the Financial Control and Strategic Planning Styles
Exhibit 12.8: The Characteristics of a Good Objective
Exhibit 12.9: Purpose of Matsushita Electric

Library of Congress Subject Headings for this publication:

International business enterprises -- Management.
International business enterprises -- Case studies.
Strategic planning.
International economic relations.