Global Strategy

by Tallman, Stephen

• ISBN13: 9781405136105
• ISBN10: 1405136103
• Edition: 1st
• Format: Hardcover
• Copyright: 2009-12-14
• Publisher: Wiley-Blackwell

Summary

This comprehensive volume from Wiley's Global Dimensions of Business series explores the topic of international strategic management at an MBA or Executive Education level. Authored by an accomplished teacher who possesses a strong understanding of the market, this text offers clear frameworks coupled with lively, international case studies. Written by an experienced teacher possessing a strong research profile and a clear understanding of the market. Emphasizes organizational competences and provides a direct bridge to the strategy frameworks and concepts essential to MBA and Executive Education programs. Focuses on capabilities, capability-building and knowledge, and highlights the distinction between input and leveraging in terms of capabilities. Reviews additional opportunities for making performance gains in the international environment and the additional complexity involved in managing in a global - rather than domestic - environment. All chapters include sections on essential reading, student questions, summaries, case examples, and 'key terms.'

Author Biography

Stephen Tallman is Professor and Department Chair of Management at the David Eccles School of Business, University of Utah. He has wide experience in both research and teaching in strategic management and international busness.

Table of Contents

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