Strategy and Globalization

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  • Format: Hardcover
  • Copyright: 2008-12-22
  • Publisher: SAGE Publications Ltd
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Supplemental Materials

What is included with this book?


This major work offers scholars a comprehensive and sensitive reading of the strategic challenges and opportunities represented by globalization. Karl Moore and Louis Hebert are the leading authorities in this area and have gathered together a collection of first-class conceptual and empirical papers that represent a coherent picture of the state of the field. Articles are drawn from respected journals and leading practitioner publications. Volume One: introduces key foundational readings on strategy Volume Two: focuses on the concept and phenomenon of globalization Volume Three: explores how organizations have exploited the strategic opportunities created by globalization.

Table of Contents

Resources and Competencies for Internationalization
The Rise of the Region State
Taking the High Road when Going International
Global Strategy: An organizing framework
Internationalization Process of Firm - Model of Knowledge Development and Increasing Foreign Market Commitments
Diagnosing Global Strategy Potential: The world chocolate confectionery industry
Knowledge of the Firm and the Evolutionary - Theory of the Multinational-Corporation
Going Global Lesson from Late Movers
Charting Strategic Roles for International Factories
Navigating the Five Currents of Globalization: How leading companies are capturing global advantage
Rethinking Competition
From Competition to Co-operation
A Note on the Dynamics of Learning Alliances: Competition, cooperation, and relative scope
Cross-Border Alliances: Advice from the executive suite
Knowledge, Bargaining Power, and the Instability of International Joint Ventures
Control and Performance of Internnational Joint Ventures
Learning and Knowledge Acquisition through International Strategic Alliances
Reappraising the Eclectic Paradigm in an Age of Alliance Capitalism
Critical Contingencies in Joint Venture Management: Some lessons from managers
When to Ally and When to Acquire
Do Firms Learn to Create Value? The Case of Alliances
The Fine Art of Friendly Acquisition
Integrate Where It Matters
A Perspective on Global and Regional Strategy
Managing Global Versus Local
Tap Your Subsidiaries for Global Reach
Introduction to the Symposium
Organizing for Worldwide Effectiveness: The transnational solution
Attention HQ
Managing Knowledge in Global Service Firms: Centers of excellence
Making Global Strategies Work
Is Your Innovation Process Global?
National and Organizational Culture Differences and International Joint Venture Performance
The Transition from Decentralized to Network-Based MNC Structures: An evolutionary perspective
The Tortuous Evolution of the Multinational firm
Clusters and the New Economics of Competition
Global Strategy... in a World of Nations
The Competitive Advantage of Nations
Global Leaders
Developing Leaders for the Global Frontier
The Transcultural Manager
What did GLOBE Really Measure? Researchers' minds versus respondents' minds.
Cultivating a Global Mindset
The Need for a Corporate Global Mind-Set
Newly Emerging Nations
The World is Flat
The World is Spiky
New Institutional Economics and FDI Location in Central and Eastern Europe.
The End of Corporate Imperialism
Digitally Empowered Development
Managing Ethically with Global Stakeholders: A present and future challenge
Globalization and the Economic Role of the State in the New Millennium
Globalization and Growth in Emerging Markets and the New Economy
Some Fundamentals of Strategy
The Concept of Corporate Strategy
What is Strategy?
The Strategy Concept I: Five Ps for strategy
Rethinking Strategic Planning Part I: Pitfalls and fallacies
Strategy, the Environment of the Firm and Competition
How Competitive Forces Shape Strategy
Global Strategic Analyses: Frameworks and approaches
Decision-driven Scenarios for Assessing four Levels of Uncertainty
Is Performance Driven by Industry- or Firm-specific Factors? A new look at the evidence
Institutional Transitions and Strategic Choices
Meeting Stakeholders' Expectations
Strategy and Society: The link between competitive advantage and corporate social responsibility
Stakeholder Influence Strategies
Shareholder Value, Stakeholder Management, and Social Issues: What's the bottom line?
Proactive Environmental Strategies: A stakeholder management perspective.
The Corporate Challenges of Sustainable Development
Strategies for Responsible Restructuring
From Resources to Competitive Advantage
Resource-based Theories of Competitive Advantage: A ten-year retrospective on the resource-based view
Strategy, Value Innovation, and the Knowledge Economy
Toward a Knowledge-based Theory of the Firm
Knowledge, Clusters, and Competitive Advantage
Dynamic Capabilities and Strategic Management
How Valuable are Organizational Capabilities?
The Cornerstones of Competitive Advantage: A resource-based view
The Dynamic Resource-based View: Capability lifecycles
Knowledge and the Speed of the Transfer and Imitation of Organizational Capabilities: An empirical test
Meeting the Challenge of Growth and Renewal
The Dominant Logic: Retrospective and extension
Strategic Intent
The Icarus Paradox: How exceptional companies bring about their own downfall
Blue Ocean Strategy: From theory to practice
The Role of Entrepreneurial Orientation in Stimulating Effective Corporate Entrepreneurship
Creating Knowledge through Collaboration
A Process Model of Strategic Business Exit: Implications for an evolutionary perspective on strategy
Organizational Learning and Strategic Renewal
Customer Power, Strategic Investment, and the Failure of Leading Firms
The Art of Continuous Change: Linking complexity theory and time-paced evolution in relentlessly shifting organizations
Managing the Multi-Business Firm
From Competitive Advantage to Corporate Strategy
Corporate Strategy and Parenting Theory
Creating Corporate Advantage
Configurations Revisited
International Diversification: Effects on innovation and firm performance in product-diversified firms
Learning through Acquisitions
Looking at the Future
Achieving and Maintaining Strategic Competitiveness in the 21st Century: The role of strategic leadership
Has Strategy Changed?
Are you Sure you have a Strategy?
Theory and Research in Strategic Management: Swings of a pendulum
Table of Contents provided by Ingram. All Rights Reserved.

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