This book was published in 2003.Over the years the challenges of international business in organisation and culture have been one of the most intriguing issues facing managers. Attempts at organisational innovation have tried to strike a balance between local markets' responsiveness and global efficiency. This book presents an overview of changing attitudes to the globalization of the firm and traces the increasing sophistication of management techniques necessary to cope with the increasing complexity of business world wide. It contains readings on the management of international business from 1936 to 1998. Looking at managing abroad and the internationalism of firms including issues of appraising foreign investment opportunities, the foreign investment decision process and the evolution of the multinational enterprise. The operations and planning of the multinational firm are surveyed over time from early models of "Headquarters and Subsidiary" to global strategies. The key issues of international strategic alliances and joint ventures are also examined; concluding with approaches to forward looking international management.

part I|171 pages

Managing Abroad and Internationalization

chapter 1|17 pages

Policies of Migrating Companies

ByDudley Maynard Phelps

chapter 2|11 pages

Appraisal of Business Opportunities Abroad

ByCleona Lewis

chapter 3|16 pages

Foreign Investment and the Growth of the Firm 1

ByEdith Tilton Penrose

chapter 5|11 pages

The Foreign Investment Decision Process

Byγair Aharoni

chapter 7|10 pages

The Tortuous Evolution of the Multinational Corporation

ByHoward V. Perlmutter

chapter 8|18 pages

The Internationalization of the Firm — Four Swedish Cases 1

ByJan Johanson, Finn Wiedersheim-Paul

chapter 10|17 pages

Psychic Distance and Buyer-Seller Interaction

ByLars Hallén, Finn Wiedersheim-Paul

part II|145 pages

Operations and Planning of the Multinational Firm

chapter 11|6 pages

Multinational Marketing: The Headquarters Role

ByWarren J. Keegan

chapter 12|23 pages

Developing an Organization for Multinational Business

ByJohn M. Stopford, Louis T. Wells

chapter 14|8 pages

A Framework for Strategic Planning in Multinational Corporations

ByPeter Lorange

chapter 15|20 pages

Strategic Management in Multinational Companies

ByYves L. Doz

chapter 16|9 pages

An Approach to Strategic Control in MNCs

ByC.K. Prahalad, Yves L. Doz

chapter 17|25 pages

Multinational Structural Change: Evolution Versus Reorganization

ByChristopher A. Bartlett

chapter 18|10 pages

Do you really have a global strategy?

ByGary Hamel, C. K. Prahalad

chapter 19|11 pages

Managing across Borders: New Strategic Requirements

ByChristopher A. Bartlett, Sumantra Ghoshal

chapter 20|11 pages

Managing across Borders: New Organizational Responses

ByChristopher A. Bartlett, Sumantra Ghoshal

part III|57 pages

International Strategic Alliances and Joint Ventures

chapter 21|8 pages

How to make a global joint venture work

ByJ. Peter Killing

chapter 22|10 pages

Joint Ventures and Global Strategies

ByKathryn Rudie Harrigan

chapter 23|9 pages

Joint ventures with Japan give away our future

ByRobert B Reich, Eric D Mankin

chapter 24|27 pages

Control, change, and flexibility: the dilemma of transnational collaboration

ByYves Doz, C. K. Prahalad, Gary Hamel

part IV|92 pages

Forward-Looking Approaches

chapter 25|21 pages

The Hypermodern MNC—A Heterarchy?

ByGunnar Hedlund

chapter 26|20 pages

Internationalization as a Strategy Process

ByLeif Melin

chapter 27|23 pages

The Internationalization of Born Globals: an Evolutionary Process?

ByTage Koed Madsen, Per Servais

chapter 28|24 pages

Models of the Multinational Enterprise

ByPeter J. Buckley, Mark C. Casson