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List of tables | p. xvii |
List of figures | p. xix |
List of contributors | p. xx |
Preface | p. xxii |
Acknowledgements | p. xxiii |
Globalisation and the multinational enterprises' corporate strategy in the third millennium | p. 1 |
Different perspectives on globalisation | p. 2 |
Globalisation: a brief historical account | p. 3 |
Multinational enterprises and their global reach | p. 4 |
MNEs' corporate strategy in the third millennium | p. 7 |
The evolving mindset by enterprises to develop international business strategy | p. 7 |
A hierarchy of strategy | p. 9 |
International mentality | p. 9 |
Multinational mindset | p. 10 |
Global mindset | p. 10 |
Keys to a successful global strategy | p. 10 |
Developing the core strategy | p. 11 |
Internationalisation of the core strategy | p. 12 |
Globalisation of the international strategy | p. 13 |
Global strategy levers | p. 13 |
Market participation | p. 13 |
Products and services | p. 14 |
Activity location | p. 14 |
Marketing | p. 14 |
Competitive moves | p. 14 |
Benefits of global strategy | p. 15 |
Drawbacks of global business strategy | p. 16 |
Transnational mentality | p. 16 |
Striking the right balance | p. 18 |
Growth and innovation strategies in global competition | p. 24 |
Introduction | p. 24 |
Developing a theoretical framework | p. 25 |
Extent and scope of multinational R&D coordination | p. 25 |
Typology of MNEs' central coordination | p. 26 |
Modelling global growth and innovation strategies | p. 27 |
Production process | p. 29 |
Diffusion process | p. 30 |
Coordination process | p. 30 |
Results and discussion | p. 31 |
MNE performance | p. 32 |
Conclusion | p. 38 |
Determinant factors of the entry mode choice in diversification moves | p. 43 |
Introduction | p. 43 |
Entry mode choice in diversification moves | p. 44 |
Conclusions | p. 54 |
Notes | p. 55 |
References | p. 56 |
A meta-analysis of organisational innovation | p. 61 |
Introduction | p. 61 |
Conceptual framework for the meta-analyisis of innovation | p. 62 |
Meta-analytical procedure | p. 64 |
Conclusion | p. 71 |
Global ethical challenges and multinational enterprises' strategic responses | p. 76 |
Introduction | p. 77 |
Ethical dilemmas in business practices around the globe | p. 77 |
Moral philosophies and their relevance to business ethics | p. 81 |
Theory of justice | p. 83 |
Cultural relativism in ethical decision-making | p. 83 |
Business ethics defined | p. 84 |
Why is business ethics needed? | p. 84 |
Concluding remarks | p. 85 |
Strategic alignment of information systems development | p. 90 |
Introduction | p. 90 |
Theoretical background | p. 90 |
IS users | p. 92 |
IS users' satisfaction | p. 92 |
User participation | p. 93 |
Guidelines for strategic alignment of IS development | p. 94 |
Implications for managers | p. 96 |
Concluding remarks | p. 96 |
Effective global negotiation strategies for corporate managers and leaders in the third millennium | p. 98 |
Negotiation defined | p. 99 |
Cross-cultural negotiation defined | p. 99 |
Components of negotiation | p. 100 |
Types of negotiation | p. 100 |
Cross-cultural influences on negotiations | p. 101 |
The negotiation process | p. 102 |
Stages of a negotiation | p. 103 |
Interpersonal relationship building | p. 104 |
Exchanging task-related information | p. 104 |
Persuasion | p. 104 |
Agreement | p. 105 |
Cross-cultural dimensions affecting negotiations | p. 105 |
When to negotiate? | p. 106 |
Who should negotiate? | p. 106 |
Developing effective negotiation skills | p. 107 |
Individual qualities of negotiators | p. 108 |
Different approaches to negotiation | p. 108 |
Negotiation strategies: some guidelines | p. 109 |
Negotiation tactics | p. 110 |
Concluding remarks | p. 112 |
Strategies of multinational enterprises of small economies | p. 114 |
Introduction | p. 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 issues | p. 118 |
Theoretical framework | p. 119 |
The strategies of Hellenic multinationals under the scope of the globalisation versus localisation approach | p. 124 |
Concluding remarks | p. 126 |
The merger phenomenon in higher education | p. 131 |
Introduction | p. 131 |
The merger phenomenon in higher education | p. 132 |
Rationale for merger activity in higher education | p. 135 |
The post-merger integration stage | p. 136 |
Conclusion | p. 137 |
Effective corporate strategies for implementation of quality management in service organisations | p. 139 |
Growing interest in QM | p. 139 |
The notion of internal marketing | p. 139 |
Corporate cultural change | p. 140 |
Internal organisational communication | p. 141 |
A conceptual model | p. 141 |
Brief overview of research objectives | p. 142 |
The research question | p. 144 |
Research methodology and data collection | p. 144 |
Characteristics of the study respondents | p. 147 |
Basic description of the achieved data set | p. 147 |
Respondent evaluation of QM success | p. 148 |
Overall evaluation of the successful implementation of QM programmes | p. 149 |
QM programmes implementation process | p. 150 |
Descriptive results for implementation factors (IM, IOC and CCC) | p. 152 |
Multiple determination of group membership | p. 152 |
The specification of independent variables | p. 152 |
Sample division for validation purposes | p. 154 |
MDA function derivation | p. 155 |
Validation of discriminant functions | p. 155 |
Discriminant analysis of independent variables | p. 157 |
Summary | p. 159 |
Limitations of study | p. 160 |
Further research | p. 160 |
Adaptation of Polish hospitals to radical environmental change | p. 164 |
Introduction | p. 164 |
Institutional context - changing environment | p. 164 |
Adaptation strategies - organisational response | p. 165 |
Organisational change theory and problems of adaptation in the context of the healthcare sector | p. 165 |
Research model | p. 168 |
Research design | p. 169 |
Effective adaptation | p. 170 |
Leadership | p. 175 |
Change sequence | p. 177 |
Conclusions | p. 178 |
Evolution of structure and strategy of the Turkish automobile industry | p. 181 |
World automobile industry | p. 181 |
Geo-strategic position of Turkey | p. 186 |
The structure of the Turkish automobile industry | p. 188 |
The importance of the automobile industry | p. 193 |
Macro-environmental factors in the Turkish automobile sector | p. 196 |
The major players and strategic movement in the Turkish automobile industry | p. 198 |
Conclusion | p. 213 |
The effects of causal ambiguity on firm performance | p. 216 |
Theoretical framework/effects of causal ambiguity | p. 218 |
Methodology | p. 220 |
Results | p. 222 |
Discussion and conclusions | p. 224 |
A firm's strategic orientation and performance | p. 230 |
Introduction | p. 230 |
Strategic orientation and performance relationship | p. 231 |
Contingency effects of strategic orientation-performance relationship | p. 233 |
Methodology | p. 238 |
Statistical analysis and discussion | p. 240 |
Conclusions, limitations and further research areas | p. 246 |
Strategies for best practice in project management | p. 252 |
Project management | p. 253 |
The fundamentals of project management | p. 253 |
The distinction between line and project management | p. 254 |
Key success factors of international project management | p. 255 |
Best practice in project management | p. 257 |
Project management: an international perspective | p. 258 |
Communication | p. 259 |
Control systems | p. 260 |
Organisational designs in different cultures | p. 260 |
Organisational support | p. 261 |
People as subsystems | p. 262 |
Guidelines for best practice in international project managers | p. 262 |
Project personnel management | p. 263 |
Client consultation and acceptance | p. 263 |
Training and education | p. 264 |
Breaking the project into bite-size chunks | p. 264 |
Product perspective | p. 264 |
Risk management | p. 265 |
Concluding remarks | p. 266 |
Organisational size, distinctive competencies and performance | p. 269 |
Introduction | p. 269 |
Resource-based view | p. 270 |
Methodology | p. 275 |
Results | p. 277 |
Conclusion | p. 279 |
Strategies for developing an excellence paradigm of intraorganisational marketing culture and quality management | p. 285 |
The notion of 'internal marketing' | p. 285 |
Conceptual definition of IM | p. 286 |
Quality management approach | p. 289 |
Linkage between QM and IM | p. 290 |
Corporate cultural change | p. 291 |
CCC and QM | p. 292 |
CCC and IM | p. 293 |
IOC | p. 294 |
IOC and IM | p. 296 |
Effective strategies for conflict management | p. 301 |
Conceptualisations of Conflict | p. 302 |
Traditional managerial perspective and strategies on conflict | p. 302 |
Contemporary managerial perspective and strategies on conflict | p. 303 |
Functional conflict | p. 303 |
Dysfunctional conflict | p. 303 |
Sources and types of conflict | p. 304 |
Factors that influence perception and tolerance of conflict in different cultures | p. 305 |
Managerial strategies on conflict across cultural frontiers | p. 306 |
Concept of face and managerial strategies in different cultures | p. 307 |
Managerial conflict resolution approaches | p. 309 |
Mediating conflict across cultural frontiers | p. 310 |
Concluding remarks | p. 310 |
Managing the potential conflict with an external advisor within the acquisition process | p. 314 |
Theory, research model and hypotheses | p. 314 |
Discussion | p. 323 |
Managing innovation and learning in dynamic environments | p. 328 |
Introduction | p. 328 |
Theory and hypotheses | p. 329 |
Antecedents of rapid response capabilities | p. 331 |
Environmental dynamism as external driver for rapid response capabilities | p. 332 |
Method | p. 333 |
Results | p. 335 |
Discussion | p. 337 |
Absorptive capacities as drivers for rapid response capability | p. 337 |
Environmental dynamism as drivers for rapid response capability | p. 338 |
Concluding remarks | p. 338 |
Index | p. 343 |
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