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2010 | Buch

Strategic International Management

Text and Cases

verfasst von: Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes

Verlag: Gabler

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Über dieses Buch

The first edition of thisbookhas beensold within less than one year so that a second edition became necessary. In this second edition, all chapters have been updated, all case studies revised and recent data were integrated. The concept, as it is described below and in the introductory chapter, remained unchanged. Over the last few decades, international activities of companies have gained dramatically in importance. Empirical evidence for this statement can be found, for instance, in the rapid growth of world trade and in foreign direct investment flows as well as in the high share of intra-company trade on total world trade, indicating the relevance of cross-border value creation pro­ cesses. Courses on International Managementhave, thus, become an integral part of most management studies at universities today and dedicated Mas­ ters programmes on International Management have emerged in recent years. Concept and Overview of this Book This book intends to give a compact overview of the most relevant concepts and developments in International Management. The various strategy con­ cepts of internationaHy active companies and their implementation in prac­ tice are the core of this book.It is not designed as a traditional textbook or a collection of case studies, but tries to combine both. The book introduces the complex and manifold questions of InternationalManagement in the form of 20 lessons that give a thematic overview of key issues and illustrates each topic by providing a comprehensive case study.

Inhaltsverzeichnis

Frontmatter

Introduction & Basic Definitions

Introduction & Basic Definitions
Abstract
Globalisation – the growing integration of economies around the world and the increasing international activities of companies – has been one of the most intensively discussed topics over recent decades. Cross-border activities of companies take various forms: has been constantly and strongly rising over the last decades. What is even more important as an indicator for its relevance is that worldwide exports are consistently growing more strongly than worldwide gross domestic product (GDP). This indicates that the world GDP is increasingly produced and consumed in cross-border processes. For companies, as well as for countries, international trade can be i.e., selling merchandise and services to customers in other countries, or i.e., buying merchandise and services from suppliers in other countries. Secondly, companies have increasingly undertaken (FDI) and, e.g., established production plants abroad. Over the past two decades, global FDI flows have increased twice as fast as global GDP.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes

Introduction to Strategic International Management

Frontmatter
Chapter 1. Multinational Corporations as Networks
Abstract
The complexity of Multinational Corporations (MNCs) regarding the multiple geographical markets and the dispersed activities within the company often renders centralised management models ineffective and inefficient. The acknowledgement of the increased relevance of foreign subsidiaries and the observation that some subsidiaries take over strategic roles within the MNC led to a conceptualisation of the MNC as a network. In this Chapter, the network perspective of the MNC is explained, nodes and linkages in the network are described and the advantages of this perspective to understand the modern MNC are demonstrated.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 2. The Integration/Responsiveness-Framework
Abstract
MNCs are exposed to two sets of strategic forces to which they must respond, but which are at least partly conflicting, namely forces for global integration and forces for local responsiveness. In the Integration/Responsiveness-framework (I/R-framework), a four-fold typology of MNCs has been proposed based on the differing strength of the two forces. This framework is described in detail in this Chapter.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 3. Role Typologies for Foreign Subsidiaries
Abstract
Differentiated networks consist of heterogeneous organisational units in different countries. Different subsidiaries can play different roles within the MNC network and numerous classifications of generic subsidiary strategies or roles are proposed to clarify those strategies. The aim of this Chapter is to give an overview on existing role typologies and discuss the strengths and weaknesses of the role typologies for international management.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 4. Motives for Intelnationalisation
Abstract
The aim of this Chapter is to clarify that internationalisation is not in all cases simply driven by the desire to enhance sales but that the motives for internationalisation can be manifold, with major consequences for market entry strategies, the coordination of international subsidiaries, country selection, organisation, etc.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes

The External Environment

Frontmatter
Chapter 5. Market Barriers, Global and Regional Integration
Abstract
International activities of companies are closely related to trade liberalisation on a global level. The most important institution concerned with the rules of trade liberalisation has been GATT, substituted by WTO. The remarkable level of world trade today has another driving force: regional economic cooperation or regional economic integration. The objective of this Chapter is to describe the different types of market barriers and the forms of regional economic cooperation.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 6. Competitive Advantage of Nations and Regional Clusters
Abstract
This Chapter gives an overview of the main sources of national competitive advantages, based on Porter’s diamond model, and discusses the role of regional clusters of industries. In this context it is explained, how MNCs can benefit from locating their operations in country markets with a high level of national competitive advantage or in regional industry clusters.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 7. The Role of Country Culture for International Management
Abstract
Cultural differences within and between countries affect the way business is practised. The consideration of these cultural differences and sensitivity are crucial factors in cross-cultural management. This Chapter aims to give an overview on the core characteristics that differentiate cultures and their meaning for international business.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes

International Coordination

Frontmatter
Chapter 8. Formal and Informal Coordination Mechanisms
Abstract
As has been shown in the preceding Chapters, MNCs are characterised by internationally dispersed activities. To integrate all these activities and organisational units of the MNC under a common strategy, coordination is necessary. In this Chapter, an overview of different coordination mechanisms is given, including the strengths and weaknesses of each mechanism. Also, theories that are used to explain the choice of certain coordination mechanisms are discussed.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 9. International Organisational Structures as Coordination Mechanism
Abstract
Organisational structures can be understood to represent the “anatomy” of the organisation. They describe the formal design of the organisation’s resources and responsibilities. Different organisational structures lead to different behaviours of the employees because the structure and the subordination in hierarchies define the focus of an employee’s work as well as the official channels of knowledge transfer. The aim of this Chapter is to give an overview of organisational structures and to discuss the strengths and weaknesses of each structure.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 10. Corporate Culture as Coordination Mechanism
Abstract
The concept of corporate culture gained attention in international management practice and research from the late 1970s. It was particularly the success of Japanese companies with their different management style that brought awareness to the so-called “soft factors” that were strongly contributing to companies’ success. In this Chapter, the phenomenon of corporate culture is explained, its contribution to the coordination of a MNC is described and the development of corporate culture is discussed.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 11. Corporate Social Responsibility of MNCs
Abstract
The interface between business and society is changing in a world in which new environmental and social risks emerge and the challenge of sustainability is apparent. The roles, responsibilities and functions of business, especially with regard to MNCs in the context of globalisation, have to be redefined. This discussion has led to the development of the concept of corporate social responsibility (CSR) in the last few years. In this Chapter models and instruments to explore and organise CSR within MNCs are presented.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes

Foreign Operation Modes

Frontmatter
Chapter 12. Basic Types and Theoretical Explanations of Foreign Operation Modes
Abstract
The choice of a foreign operation mode is considered one of the most important components of an internationalisation strategy, since the operation mode determines the type and intensity of control over the foreign market activity, the necessary resource transfers as well as the associated risks. In this Chapter, an overview of different operation modes is given, characteristics of operation modes are highlighted and theoretical explanations for the choice of a foreign operation mode presented.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 13. Buying, Outsourcing and Offshoring
Abstract
A key strategic decision is the choice between internalisation and externalisation with regard to all activities of the value chain. This strategic choice implies the question of the appropriate value chain architecture of a firm. In the context of internationalisation or even globalisation new options emerge such as offshoring. The purpose of this Chapter is to highlight the importance of externalisation and to describe the variety of alternatives.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 14. International Alliances
Abstract
International alliances using cooperative relationships come in all shapes and sizes often under the rubric of strategic alliances. In this Chapter the types of international alliances, the motives and the logic behind such alliances are discussed.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 15. Wholly-owned Subsidiaries, Greenfield Investments, Mergers & Acquisitions
Abstract
Wholly-owned subsidiaries afford the MNC increased control over its international business operations. The advantages and disadvantages of the main methods for wholly-owned subsidiaries, building new facilities (greenfield investments) and buying existing assets (acquisitions), will be discussed in this Chapter.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes

Selected Value Chain Activities

Frontmatter
Chapter 16. International Production & Sourcing
Abstract
MNCs are complex phenomena but their ultimate objective is to sell their products to customers, and while other value-chain activities (like R&D and marketing) are certainly highly relevant, the MNC has to provide the goods and services it wants to offer. Sourcing the necessary inputs and producing the right outputs is a complex task that is at the core of a MNCs strategy. In this Chapter, the basic decision between sourcing and production is shortly explained, the configuration of production and sourcing activities is discussed and basic production processes are highlighted. In addition, different types of foreign production plants are described and the main developments in international sourcing explained.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 17. International Research & Development
Abstract
International R&D becomes ever more important. But besides the many advantages of R&D internationalisation for MNCs, it also poses a major challenge. In this Chapter, benefits and caveats of international R&D are discussed. Different roles of foreign R&D units are highlighted, the coordination of international R&D investigated and different organisational models for MNCs international R&D described.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 18. International Marketing
Abstract
This Chapter discusses the diverse options of standardisation versus adaptation of the marketing strategy in the context of the international marketing mix. International marketing mix strategies are presented in relation to the component strategies, i.e. international product strategy, international pricing strategy, international communication strategy, and international distribution strategy.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes

Selected International Business Functions

Frontmatter
Chapter 19. International Human Resource Management
Abstract
Human resources are among the most critical success factors of international management. Human resource management (HRM) in a MNC faces challenges that are far beyond those of purely domestic operations. For example, it needs to manage expatriate assignments and is confronted with intercultural issues. This Chapter explains the basic activities, models and particularities of international HRM.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Chapter 20. International Control
Abstract
Control is a fundamental task of management and its main task is to provide adequate information to decision makers at different levels of the company. This Chapter introduces the functions of international control, discusses the particularities of control in a MNC and describes several control instruments.
Dirk Morschett, Hanna Schramm-Klein, Joachim Zentes
Backmatter
Metadaten
Titel
Strategic International Management
verfasst von
Dirk Morschett
Hanna Schramm-Klein
Joachim Zentes
Copyright-Jahr
2010
Verlag
Gabler
Electronic ISBN
978-3-8349-6331-4
Print ISBN
978-3-8349-2535-0
DOI
https://doi.org/10.1007/978-3-8349-6331-4