ABSTRACT

With stagnated demand in many home economies, the need to internationalize and exploit foreign market opportunities has never been more paramount for businesses to succeed at a global level. However, this process raises a number of questions, such as: can firms use their knowledge of one market in the next? Can firms pursue internationalization on several fronts at the same time? How should firms handle cultural and institutional differences between markets?

This textbook provides students with the core research in international business and strategy, including organization, efficiency, external relationships and the challenges found in an increasingly multicultural world. Each part begins with a presentation of the issues and controversies faced in that particular area, followed by a synthesis of the research which provides avenues for future research. To facilitate and encourage further debate and learning, each part also includes at least one original case study.

Compiled by two of the World's leading scholars of international business, and supplemented with critical commentaries and a range of integrative case studies, this comprehensive textbook provides advanced students of international business and strategy with a resource that will be invaluable in their studies and beyond.

part |114 pages

Basic concepts of international business

chapter |27 pages

The Uppsala internationalization process model revisited

From liability of foreignness to liability of outsidership*

chapter |23 pages

The internalisation theory of the multinational enterprise

A review of the progress of a research agenda after 30 years*

part |141 pages

Global strategy

chapter |31 pages

Do regions matter?

An integrated institutional and semiglobalization perspective on the internationalization of MNEs*

chapter |31 pages

Do managers behave the way theory suggests?

A choice-theoretic examination of foreign direct investment location decision-making*

chapter |4 pages

Case study II: Danone

A French multinational expanding into the global market

part |96 pages

Organizing the multinational enterprise

part |117 pages

External relationships

chapter |29 pages

Down with MNE-centric theories

Market entry and expansion as the bundling of MNE and local assets*

chapter |32 pages

Weight versus voice

How foreign subsidiaries gain attention from corporate headquarters*

chapter |7 pages

Case study IV: Axis communications

Building the global market for network surveillance cameras

part |96 pages

Culture and international business

chapter |14 pages

Cultural distance revisited

Towards a more rigorous conceptualization and measurement of cultural differences*

chapter |31 pages

Transforming disadvantages into advantages

Developing-country MNEs in the least developed countries*

chapter |29 pages

Merging without alienating

Interventions promoting cross-cultural organizational integration and their limitations*