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Strategic International Management - Dirk Morschett


Year 2015

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Part I Introduction to Strategic International ManagementMultinational Corporations as NetworksFrom Centralised Hubs to Integrated NetworksHeterogeneity between Foreign SubsidiariesSubsidiaries as Centres of ExcellenceFlows in the MNC NetworkIntraand Inter-organisational NetworksIncreasing Relevance of Inter-organisational NetworksBlurry Boundaries of the MNCCorporate (Internal) and Local (External) EmbeddednessCoordinating the MNC NetworkConclusion and OutlookCase Study: British Petroleum*Profile, History, and Status QuoThe Value Chain of BPPartnerships of BPThe Minority Stake in Rosneft and a Conflict within the NetworkSummary and OutlookQuestionsHintsReferencesThe Integration/Responsivenessand the AAA-FrameworksForces for Global Integration and Forces for Local ResponsivenessForces for Global IntegrationForces for Local ResponsivenessThe I/R-Framework as a MatrixInternational OrganisationsDifferent Levels of Integration and ResponsivenessAAA-FrameworkConclusion and OutlookCase Study: Retailing*ReferencesRole Typologies for Foreign SubsidiariesHeterogeneous Roles of SubsidiariesSelected Role TypologiesRole Typology by Bartlett/GhoshalRole Typology by White/PoynterRole Typology by Gupta/GovindarajanRole Typology by Andersson/ForsgrenWeaknesses and Deficits of Role TypologiesBenefits of Role TypologiesConclusion and OutlookFurther ReadingCase Study: Walmart*Profile, History and Status QuoDifferent Roles for Walmart's Foreign SubsidiariesSummary and OutlookQuestionsHintsReferencesMotives for InternationalisationHeterogeneous Strategic Objectives for InternationalisationMarket SeekingFollow-the-CustomerBridgeheadResource SeekingEfficiency SeekingStrategic Asset SeekingFollow-the-LeaderBundles of MotivesConclusion and OutlookFurther ReadingCase Study: SAP*Profile, History and Status QuoThe Software IndustryGo Big Go GlobalGlobal Activities of SAPApproaching New Markets Forming a Global BrandSummary and OutlookQuestionsHintsReferencesEmerging Country MultinationalsOutward Foreign Direct Investment from Emerging MarketsCharacteristics of Emerging Country MultinationalsTrends in Emerging Country Multinationals' InternationalisationWaves of Emerging Country Multinationals' ExpansionIndustry Focus of Emerging Country MultinationalsExpansion PathsExplaining Emerging Country Multinational ExpansionValue-Creation Strategies in Foreign MarketsLLL-Framework: Linkage, Leverage, LearningLinkageLeverageLearningModels of International ExpansionConclusion and OutlookCase Study: Tata Group*Profile and Company StructureFormation and Early Development of the Tata GroupDevelopment of the Tata Group since 1990Summary and OutlookQuestionsReferencesImportant International Management TheoriesIntroductionTransaction Cost Theory and Internalisation TheoryDunning's OLI ParadigmResource-Based ViewFSA/CSA-FrameworkDynamic Theories of InternationalisationStages Models of InternationalisationBorn GlobalsSelected Theories to Explain the Relationship between Headquarters and SubsidiariesInformation Processing ApproachAgency TheoryResource Dependence TheoryContingency Approach and Configurational ApproachConclusion and OutlookFurther ReadingReferencesPart II The External EnvironmentMarket Barriers, Global and Regional IntegrationTypes of Market BarriersRestricting Foreign Direct InvestmentGlobal IntegrationTrade LiberalisationInvestment LiberalisationRegional IntegrationEffects of Economic CooperationImpact of Economic Integration on FirmsConclusion and OutlookFurther ReadingCase Study: Mazda*Profile, History, and Status QuoTrade Liberalisation in the Mexican Automotive IndustryMexico's Automotive IndustryEntry and Operating Strategy of Mazda in MexicoQuestionsHintsReferencesCompetitive Advantage of Nations and Regional ClustersNational Competitive AdvantagePorter's Diamond ModelFactor ConditionsDemand ConditionsRelated and Supporting IndustriesFirm Strategy, Structure, and RivalryThe Role of Chance and GovernmentEvaluation of the Diamond ModelStages in National DevelopmentCompetitive Advantages of Emerging CountriesRegional ClustersAdvantages of Regional Industry ClustersCluster LifecycleCluster InitiativesConclusion and OutlookFurther ReadingCase Study: London Financial Cluster*HistoryProfileDriving Forces of the Cluster FormationQuestionsHintsReferencesThe Role of Country Culture in International ManagementThe Concept of (Country) CultureLayers and Characteristics of CultureInfluence of Culture in Different Business ContextsElements of CultureLanguageSocial StructureReligion, Values and AttitudesDimensions of CultureHall's Low Context and High ContextHofstede's Five DimensionsGLOBE – Global Leadership and Organizational Behaviour EffectivenessCultural SensitivityConclusion and OutlookFurther ReadingCase Study: RussiaHistory and political systemRussia at a GlanceRussian Culture According to GLOBEThe Impact of Russian Culture on Human Resource Management and MarketingRussian Special Economic AreasThe Luxury Goods Sector in RussiaSummary and OutlookQuestionsReferencesPart III International CoordinationFormal and Informal Coordination MechanismsIntroductionFormal Coordination MechanismsStructural Coordination MechanismsCentralisation/DecentralisationFormalisation and StandardisationPlanningInformal Coordination MechanismsLateral Relations and Informal CommunicationNormative IntegrationEvolution from Formal to Informal MechanismsSelection of Coordination MechanismsConclusion and OutlookFurther ReadingCase Study: McKinsey*Profile and HistoryManagement Principles and the One Firm PrincipleCoordination MechanismsFormal Coordination MechanismsInformal Coordination MechanismsSummary and OutlookQuestionsReferencesInternational Organisational Structures as Coordination MechanismIntroductionStructures at Early Stages of InternationalisationIntegrated StructuresGlobal Functional StructureGlobal Product StructureGlobal Area StructureOther Dimensions of Structures: Customers or ProjectsGlobal Matrix StructureHybrid Global StructuresStructure Follows StrategyDynamic of StructuresConclusion and OutlookFurther ReadingCase Study: Microsoft*Profile, History, and Status QuoOrganisational Development over the YearsStrategic Change 2013: “One Microsoft”The Impact of “One Microsoft” on the Organisational Structure since 2013Summary and OutlookQuestionsHintsReferencesCorporate Culture as Coordination MechanismIntroductionLevels of Corporate CultureTypes of Corporate CulturesEffects of Corporate Culture as Coordination MechanismDeveloping a Strong Corporate CultureBuilding a Shared VisionRole ModelsInitial SocialisationHuman Resource PoliciesOther Measures and ToolsCaveats of Normative IntegrationConclusion and OutlookFurther ReadingCase Study: Apple*Profile, History and Status QuoCorporate StructureCorporate CultureSummary and OutlookQuestionsHintsReferencesMNCs' Corporate Social ResponsibilityLoss of Confidence, the Challenge of Responsibility and SustainabilityCorporate Social Responsibility and the Stakeholder ViewTriple Bottom Line ConceptCorporate Social Responsibility PyramidStakeholder Map for an MNCCSR Management ModelInternational Codes of ConductBusiness Social Compliance InitiativeSocial Accountability 8000 (SA8000)CSR and ProfitabilityCSR and Corporate GovernanceConclusion and OutlookFurther ReadingCase Study: Coop/Remei*OverviewSummary and OutlookQuestionsHintsReferencesPart IV Foreign Operation ModesBasic Types of Foreign Operation ModesIntroductionThe Basic Types of Foreign Operation ModeLocation of Value-AddedCooperation vs. HierarchyCharacteristics of Foreign Operation ModesChoice of Foreign Operation ModeCorporate Strategy as DeterminantForeign Operation Mode Combinations and Foreign Operation Mode ChangesConclusion and OutlookFurther ReadingCase Study: AB InBev*Profile, History and Status QuoAB InBev's Business DevelopmentQuestionsHintsReferencesExport ModesHistorical and Empirical Relevance of ExportingChannels of DistributionIndirect ChannelsDirect ChannelsExport Performance AnalysisCountertradeProcedures and TechniquesTrade TermsConclusion and OutlookFurther ReadingCase Study: Herrenknecht*Profile, History and Status QuoCore Markets and BrandsWorldwide OperationsHerrenknecht's Position in the German Export MarketFrom Export to Offshore ProductionSummary and OutlookQuestionsHintsReferencesOutsourcing and OffshoringInternalisation vs. ExternalisationAdvantages and Disadvantages of OutsourcingNew Forms of Value Chain Architecture through OutsourcingTraditional Architecture TypeAssembler Architecture TypeCoordinator Architecture TypeInsourcing through VerticalisationOffshoringOffshoring/Outsourcing of Management and Support ActivitiesVertical Integration and Re-Location as Counter-Conclusion and OutlookFurther ReadingCase Study: Foxconn*Profile, History and Status QuoManufacturing Services and Major CustomersOffshoring to ChinaReversing the Offshoring TrendSummary and OutlookQuestionsHintsReferencesInternational AlliancesBasic Types of International AlliancesCritical Mass Alliances and Closing Gap AlliancesNon-contractual Alliances, Contractual Alliances and Equity AlliancesComprehensive and Functional AlliancesInternational LicensingInternational FranchisingInternational Management ContractingInternational Equity Joint VenturesOrganisational Structure of Strategic AlliancesStability of Strategic AlliancesConclusion and OutlookFurther ReadingCase Study: Danone*Profile History and Status quoPrincipal Markets and Major AlliancesStrategic Benefits and Risks of Alliance MembershipBranding and IdentitySummary and OutlookQuestionsHintsReferencesWholly-Owned Subsidiaries, Greenfield Investments and Mergers & AcquisitionsForeign Direct Investment and Wholly-Owned SubsidiariesTypes of Wholly-Owned SubsidiariesGreenfield InvestmentMergers & AcquisitionsMotives and Barriers of Cross-border M&AsAdvantages and Disadvantages of M&AsConclusion and OutlookFurther ReadingCase Study: ThyssenKrupp*Profile History and Status QuoThe Company's International ExpansionSummary and OutlookQuestionsHintsReferencesPart V Selected Value Chain ActivitiesInternational Production and SourcingIntroductionConfiguration of Production ActivitiesConcentration vs. Decentralisation of Production SitesInfluence Factors on the Configuration DecisionLocation ChoiceRe-RelocationSplit Production ProcessesTypes of International Production PlantsInternational SourcingConfiguration of Sourcing ActivitiesObjectives and Trade-Offs for International SourcingOperation Modes for Production and SourcingConclusion and OutlookFurther ReadingCase Study: Audi*Profile, History and Status QuoProduction of Audi Vehicles around the WorldProduction in other European CountriesProduction in China, Audi's Most Important MarketProduction in India and IndonesiaEstablishing a New Major Factory in MexicoEstablishing Production in BrazilProduction of other Brands of the Audi GroupSummary and OutlookQuestionsReferencesInternational Research & DevelopmentIntroductionConfiguration of R&DMotives for the Internationalisation of R&DMotives for a Regional Concentration of R&DInternationalisation of Different Types of R&DRoles of International R&D UnitsInternational R&D AlliancesOrganisational Model for International R&DTrends within the Organisational ModelConclusion and OutlookFurther ReadingCase Study: Sanofi*Profile, Business Areas and HistorySignificance of R&D in the Pharmaceutical IndustryR&D DecentralisationR&D CollaborationsSummary and OutlookQuestionsHintsReferencesInternational MarketingInternational Marketing StrategyStandardisation vs. DifferentiationThe International Marketing MixInternational Product StrategiesInternational Pricing StrategiesInternational Marketing CommunicationInternational Branding StrategiesInternational Distribution StrategiesConclusion and OutlookFurther ReadingCase Study: Nestlé*Profile, History, and Status QuoInternational Marketing StrategyProductPricePromotionPlaceSummary and OutlookQuestionsHintsReferencesPart VI Selected International Business FunctionsInternational Human Resource ManagementIntroductionIncreased Complexity of IHRMIHRM ActivitiesRecruitment and SelectionTraining and DevelopmentPerformance Appraisal and CompensationLabour RelationsLeadershipInternational AssignmentsPhases in Expatriate AssignmentsConclusion and OutlookFurther ReadingCase Study: Google*Profile, History and Status QuoHuman Resource Management People Operations at GoogleSummary and OutlookQuestionsHintsReferencesInternational ControlIntroductionParticularities of International ControlCurrency IssuesParticularities of Control in Multi-Level OrganisationsOrganisational IssuesPerformance MeasurementTransfer PricingSelected Control InstrumentsBudgetPortfolio AnalysisBalanced ScorecardShareholder ValueConclusion and OutlookFurther ReadingCase Study: Henkel*Profile, History and Status QuoOrganisational Structure and PerformanceInternational Control at HenkelSummary and OutlookQuestionsHintsReferences
 
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