Contemporary Corporate Strategy: Global Perspectives

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  • Edition: 1st
  • Format: Hardcover
  • Copyright: 2008-02-20
  • Publisher: Routledge

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Globalization is a universal phenomenon and so are the strategic responses of the companies striving to be successful in the globalized economy. This book presents an array of international perspectives and case studies on global corporate strategy. Themes covered include: mergers and acquisitions innovation the strategic performance of firms. With its galaxy of stellar contributions, this book is required reading for all those involved in strategy and strategic management.

Author Biography

John Saee is Professor of International Business, Corporate Strategy and Managements and Academic Director of the Doctoral Programme at the Australian Graduate School of Entrepreneurship, Swinburne University of Technology, Melbourne, Australia

Table of Contents

List of tablesp. xvii
List of figuresp. xix
List of contributorsp. xx
Prefacep. xxii
Acknowledgementsp. xxiii
Globalisation and the multinational enterprises' corporate strategy in the third millenniump. 1
Different perspectives on globalisationp. 2
Globalisation: a brief historical accountp. 3
Multinational enterprises and their global reachp. 4
MNEs' corporate strategy in the third millenniump. 7
The evolving mindset by enterprises to develop international business strategyp. 7
A hierarchy of strategyp. 9
International mentalityp. 9
Multinational mindsetp. 10
Global mindsetp. 10
Keys to a successful global strategyp. 10
Developing the core strategyp. 11
Internationalisation of the core strategyp. 12
Globalisation of the international strategyp. 13
Global strategy leversp. 13
Market participationp. 13
Products and servicesp. 14
Activity locationp. 14
Marketingp. 14
Competitive movesp. 14
Benefits of global strategyp. 15
Drawbacks of global business strategyp. 16
Transnational mentalityp. 16
Striking the right balancep. 18
Growth and innovation strategies in global competitionp. 24
Introductionp. 24
Developing a theoretical frameworkp. 25
Extent and scope of multinational R&D coordinationp. 25
Typology of MNEs' central coordinationp. 26
Modelling global growth and innovation strategiesp. 27
Production processp. 29
Diffusion processp. 30
Coordination processp. 30
Results and discussionp. 31
MNE performancep. 32
Conclusionp. 38
Determinant factors of the entry mode choice in diversification movesp. 43
Introductionp. 43
Entry mode choice in diversification movesp. 44
Conclusionsp. 54
Notesp. 55
Referencesp. 56
A meta-analysis of organisational innovationp. 61
Introductionp. 61
Conceptual framework for the meta-analyisis of innovationp. 62
Meta-analytical procedurep. 64
Conclusionp. 71
Global ethical challenges and multinational enterprises' strategic responsesp. 76
Introductionp. 77
Ethical dilemmas in business practices around the globep. 77
Moral philosophies and their relevance to business ethicsp. 81
Theory of justicep. 83
Cultural relativism in ethical decision-makingp. 83
Business ethics definedp. 84
Why is business ethics needed?p. 84
Concluding remarksp. 85
Strategic alignment of information systems developmentp. 90
Introductionp. 90
Theoretical backgroundp. 90
IS usersp. 92
IS users' satisfactionp. 92
User participationp. 93
Guidelines for strategic alignment of IS developmentp. 94
Implications for managersp. 96
Concluding remarksp. 96
Effective global negotiation strategies for corporate managers and leaders in the third millenniump. 98
Negotiation definedp. 99
Cross-cultural negotiation definedp. 99
Components of negotiationp. 100
Types of negotiationp. 100
Cross-cultural influences on negotiationsp. 101
The negotiation processp. 102
Stages of a negotiationp. 103
Interpersonal relationship buildingp. 104
Exchanging task-related informationp. 104
Persuasionp. 104
Agreementp. 105
Cross-cultural dimensions affecting negotiationsp. 105
When to negotiate?p. 106
Who should negotiate?p. 106
Developing effective negotiation skillsp. 107
Individual qualities of negotiatorsp. 108
Different approaches to negotiationp. 108
Negotiation strategies: some guidelinesp. 109
Negotiation tacticsp. 110
Concluding remarksp. 112
Strategies of multinational enterprises of small economiesp. 114
Introductionp. 114
The development of Greek international business in Eastern Europe - Black Sea Economic Cooperation Area (1989-2005)p. 115
The Hellenic FDI in Eastern Europe: historical dimension and methodological issuesp. 118
Theoretical frameworkp. 119
The strategies of Hellenic multinationals under the scope of the globalisation versus localisation approachp. 124
Concluding remarksp. 126
The merger phenomenon in higher educationp. 131
Introductionp. 131
The merger phenomenon in higher educationp. 132
Rationale for merger activity in higher educationp. 135
The post-merger integration stagep. 136
Conclusionp. 137
Effective corporate strategies for implementation of quality management in service organisationsp. 139
Growing interest in QMp. 139
The notion of internal marketingp. 139
Corporate cultural changep. 140
Internal organisational communicationp. 141
A conceptual modelp. 141
Brief overview of research objectivesp. 142
The research questionp. 144
Research methodology and data collectionp. 144
Characteristics of the study respondentsp. 147
Basic description of the achieved data setp. 147
Respondent evaluation of QM successp. 148
Overall evaluation of the successful implementation of QM programmesp. 149
QM programmes implementation processp. 150
Descriptive results for implementation factors (IM, IOC and CCC)p. 152
Multiple determination of group membershipp. 152
The specification of independent variablesp. 152
Sample division for validation purposesp. 154
MDA function derivationp. 155
Validation of discriminant functionsp. 155
Discriminant analysis of independent variablesp. 157
Summaryp. 159
Limitations of studyp. 160
Further researchp. 160
Adaptation of Polish hospitals to radical environmental changep. 164
Introductionp. 164
Institutional context - changing environmentp. 164
Adaptation strategies - organisational responsep. 165
Organisational change theory and problems of adaptation in the context of the healthcare sectorp. 165
Research modelp. 168
Research designp. 169
Effective adaptationp. 170
Leadershipp. 175
Change sequencep. 177
Conclusionsp. 178
Evolution of structure and strategy of the Turkish automobile industryp. 181
World automobile industryp. 181
Geo-strategic position of Turkeyp. 186
The structure of the Turkish automobile industryp. 188
The importance of the automobile industryp. 193
Macro-environmental factors in the Turkish automobile sectorp. 196
The major players and strategic movement in the Turkish automobile industryp. 198
Conclusionp. 213
The effects of causal ambiguity on firm performancep. 216
Theoretical framework/effects of causal ambiguityp. 218
Methodologyp. 220
Resultsp. 222
Discussion and conclusionsp. 224
A firm's strategic orientation and performancep. 230
Introductionp. 230
Strategic orientation and performance relationshipp. 231
Contingency effects of strategic orientation-performance relationshipp. 233
Methodologyp. 238
Statistical analysis and discussionp. 240
Conclusions, limitations and further research areasp. 246
Strategies for best practice in project managementp. 252
Project managementp. 253
The fundamentals of project managementp. 253
The distinction between line and project managementp. 254
Key success factors of international project managementp. 255
Best practice in project managementp. 257
Project management: an international perspectivep. 258
Communicationp. 259
Control systemsp. 260
Organisational designs in different culturesp. 260
Organisational supportp. 261
People as subsystemsp. 262
Guidelines for best practice in international project managersp. 262
Project personnel managementp. 263
Client consultation and acceptancep. 263
Training and educationp. 264
Breaking the project into bite-size chunksp. 264
Product perspectivep. 264
Risk managementp. 265
Concluding remarksp. 266
Organisational size, distinctive competencies and performancep. 269
Introductionp. 269
Resource-based viewp. 270
Methodologyp. 275
Resultsp. 277
Conclusionp. 279
Strategies for developing an excellence paradigm of intraorganisational marketing culture and quality managementp. 285
The notion of 'internal marketing'p. 285
Conceptual definition of IMp. 286
Quality management approachp. 289
Linkage between QM and IMp. 290
Corporate cultural changep. 291
CCC and QMp. 292
CCC and IMp. 293
IOCp. 294
IOC and IMp. 296
Effective strategies for conflict managementp. 301
Conceptualisations of Conflictp. 302
Traditional managerial perspective and strategies on conflictp. 302
Contemporary managerial perspective and strategies on conflictp. 303
Functional conflictp. 303
Dysfunctional conflictp. 303
Sources and types of conflictp. 304
Factors that influence perception and tolerance of conflict in different culturesp. 305
Managerial strategies on conflict across cultural frontiersp. 306
Concept of face and managerial strategies in different culturesp. 307
Managerial conflict resolution approachesp. 309
Mediating conflict across cultural frontiersp. 310
Concluding remarksp. 310
Managing the potential conflict with an external advisor within the acquisition processp. 314
Theory, research model and hypothesesp. 314
Discussionp. 323
Managing innovation and learning in dynamic environmentsp. 328
Introductionp. 328
Theory and hypothesesp. 329
Antecedents of rapid response capabilitiesp. 331
Environmental dynamism as external driver for rapid response capabilitiesp. 332
Methodp. 333
Resultsp. 335
Discussionp. 337
Absorptive capacities as drivers for rapid response capabilityp. 337
Environmental dynamism as drivers for rapid response capabilityp. 338
Concluding remarksp. 338
Indexp. 343
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