Global strategic management:
Gespeichert in:
1. Verfasser: | |
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Format: | Buch |
Sprache: | English |
Veröffentlicht: |
Basingstoke [u.a.]
Palgrave
2007
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Ausgabe: | 2. ed. |
Schlagworte: | |
Online-Zugang: | Inhaltsverzeichnis |
Beschreibung: | XXIV, 483 S. graph. Darst., Kt. |
ISBN: | 9780230008366 0230008364 |
Internformat
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100 | 1 | |a Lasserre, Philippe |e Verfasser |4 aut | |
245 | 1 | 0 | |a Global strategic management |c Philippe Lasserre |
250 | |a 2. ed. | ||
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650 | 4 | |a Empresas internacionales - Administración | |
650 | 4 | |a Globalización - Aspectos económicos | |
650 | 4 | |a Planificación estratégica | |
650 | 4 | |a Globalisierung | |
650 | 4 | |a Multinationales Unternehmen | |
650 | 4 | |a Globalization |x Economic aspects | |
650 | 4 | |a International business enterprises |x Management | |
650 | 4 | |a Strategic planning | |
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Datensatz im Suchindex
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adam_text | Contents
List of figures xiii
List of tables xvii
List of mini-examples xxi
List of abbreviations xxiii
Preface and acknowledgements xxv
Introduction to the second edition 1
Why another book on global strategic management? 1
The structure of the book 2
How can this book be used? 3
Appendix 1.1 List of potential case studies to be used to support the book 4
Notes 6
References and further reading 6
Part I The process of globalisation
1 Globalisation of markets and competition 11
The phenomenon of globalisation 11
What are the factors that push for globalisation? 16
The benefits of globalisation 20
What are the factors that work against globalisation? The localisation push 21
The benefits of localisation 24
The global integration/local responsiveness grid 25
Globalisation: the macro picture 26
Summary and key points 27
Appendix 1.1 Positioning a business on the global integration/local
responsiveness grid 29
Learning assignments 30
Key words 31
Web resources 31
Notes 31
References and further reading 31
CONTENTS
2 Designing a global strategy 33
A company business strategy 34
Sony corporation globalisation 35
Framework for global strategy 37
Summary and key points 57
Appendix 2.1 Measuring corporate globalisation 61
Learning assignments 66
Key words 66
Web resources 66
Notes 67
References and further reading 67
3 Designing a global organisation 69
Structure, processes and culture 70
The global functional model 75
The geographical model 77
The single matrix model 80
The multi-business global product division model 80
The multi-business geographical model 84
The multi-business matrix model 86
Hybrid structural models 90
The transnational model 91
Summary and key points 93
Learning assignments 96
Key words 96
Web resource 96
Notes 96
References and further reading 97
4 Global strategic alliances 99
A short story of two partnerships: Daimlerchrysler/Mitsubishi motor and
Renault-Nissan 100
Strategic alliances: typology and framework 100
The Renault-Nissan alliance 104
Understanding the strategic context and spelling out the strategic value of an
alliance 107
Partner analysis 110
Negotiation and design 116
Implementation 123
Global multilateral alliances 126
Alliance constellation management 127
Criteria for successful alliances 128
Summary and key points 129
CONTENTS
Learning assignments 134
Key words 134
Web resources 134
Notes 134
References and further reading 135
5 Global mergers and acquisitions 137
The rationale for cross-border M As 138
Case examples 139
Deciding on the M A 143
Integrating the companies: the integration phase 147
Integrating the companies: the transition phase 150
Integrating the companies: the consolidation phase 153
Summary and key points 154
Learning assignments 157
Key words 157
Web resources 157
Notes 157
References and further reading 158
6 Assessing countries attractiveness 161
Why is a country attractive? 161
Market and industry opportunities 165
Assessing industry opportunities 171
Country risk analysis 177
Putting it all together 181
Summary and key points 182
Appendix 6.1 Comparison of Brazil and Mexico, household
expenditures 186
Learning assignments 187
Keywords 188
Web resources 188
Notes 189
References and further reading 189
7 Entry strategies 191
Carrefour s entry strategy 191
Why enter? Defining strategic objectives for a country presence 192
Entry modes: how to enter? 195
Entering a country through wholly owned subsidiaries 196
Entering a country through acquisitions 198
Entering a country through joint ventures 198
Partner selection 200
CONTENTS
Joint venture decay and failure 203
Entering a country through arm s length agreements: licensing, franchising,
agents and distributors 205
Entering a country through local agents and distributors 206
Entering a country through representatives, procurement or a technical office 207
Entry modes seen as Real Options 208
Comparing entry modes 208
Choosing an entry mode 210
Summary and key points 210
Appendix 7.1 Examples of entry modes financial profiles 214
Learning assignments 217
Keywords 217
Web resources 217
Notes 217
References and further reading 218
Part II Managing globally
8 Global marketing 221
Customer behaviour, convergence and global segmentation 221
Product standardisation 223
Global branding 224
Advertising 228
Global solution selling 233
Global marketing positioning 236
Summary and key points 237
Learning assignments 240
Key words 240
Web resources 241
Notes 241
References and further reading 241
9 Global operations 243
Global manufacturing networks 246
Global sourcing 249
Global logistics 252
The global management of infrastructure projects 255
Internet and global operations 258
Summary and key points 265
Learning assignments 272
Key words 273
Web resources 273
Notes 274
References and further reading 27 4
CONTENTS
10 Global innovation 277
The international product life cycle model 277
Globalisation of R D: benefits and constraints 281
Design of global R D networks 282
International transfer of technology 287
Global knowledge management 288
Summary and key points 293
Learning assignments 299
Key words 299
Web resources 299
Notes 299
References and further reading 300
11 Cross-cultural management 301
Failures in cross-cultural interaction 301
The different facets of culture 302
National cultural differences 303
The impact of cultures on global management 310
Summary and key points 318
Learning assignments 322
Key words 322
Web resource 322
Notes 322
References and further reading 323
12 Global human resource management 325
Appointing a division manager in France 325
Assignment of personnel: the global human resource wheel 327
Expatriate management 329
Localisation 338
Skills development 342
Summary and key points 344
Learning assignments 348
Key words 348
Web resources 348
Notes 348
References and further reading 349
13 Global financial management 351
Hedging against currency fluctuations 352
Project finance 356
Global capital structure 357
Trade Finance 361
CONTENTS
Summary and key points 363
Appendix 13.1 Hedging to currency risk: an example 367
Appendix 13.2 Project valuation example: a pulp mill project in Indonesia 370
Appendix 13.3 Development banks providing project equity financing 373
Appendix 13.4 Official export credit agencies of OECD member countries 378
Learning assignments 380
Key words 381
Web resources 381
Notes 381
References and further reading 382
Part III Broad issues in globalisation
14 Emerging global players 385
Emerging countries and their development 385
Emerging countries and global firms 389
Summary and key points 395
Appendix 14.1 A profile of two emerging giants: China and India 395
Learning assignments 398
Key words 398
Web resources 398
Notes 399
References and further reading 399
15 The social responsibility of the global firm 401
Corporate social responsibility 402
An ongoing debate 403
Global companies and business ethics 403
Global companies and sustainable development 410
Global corporations and human dignity 413
Global corporations and global citizenship 416
Social responsibility and global firms: an on-going challenge 423
Summary and key points 423
Appendix 15.1 The OECD guidelines for multinational enterprises 427
Appendix 15.2 Major business ethics codes 427
Appendix 15.3 Main non government organisations involved in corporate social
responsibility 429
Learning assignments 430
Key words 431
Web resources 431
Notes 431
References and further reading 432
CONTENTS
16 Global trends 435
Global challenges 436
Future scenarios 448
The future of global corporations 450
Summary and key points 453
Appendix 16.1 Four alternative global futures 456
Scenario one: inclusive globalisation 457
Scenario two: pernicious globalisation 457
Scenario three: regional competition 457
Scenario four: post-polar world 458
Generalisations across the scenarios 458
Learning assignments 459
Key words 459
Web resources 459
Notes 460
References and further reading 461
Glossary 463
Index of companies and organisations 475
Index of names 479
Index of subjects 481
List of figures
1.1 A multinational competitive configuration 13
1.2 A global competitive configuration 14
1.3 Historically globalisation took place in three steps 16
1.4 International transportation and communication costs, 1920-90 18
1.5 Globalisation push factors 19
1.6 Localisation push factors 24
1.7 Global integration/local responsiveness grid: different businesses have
different competitive requirements 25
1.8 Global integration/local responsiveness grid: different segments have
different competitive requirements - example of telecom services 26
2.1 SONY S global development 37
2.2 Global strategy framework 38
2.3 Mapping of global ambition 41
2.4 Mapping of the tyres industry 42
2.5 The evolution of Whirlpool globalisation 42
2.6 Generic value chain 49
2.7 Typical globalisation of the value chain 49
2.8 A generic global distribution of activities in the value chain 51
2.9 The Transfer, Adapt, Create model applied to the globalisation of mass
retailing. For each component of the value chain one identifies which of
the capabilities can be transferred (T), adapted (A) or created (C) 51
2.10 The Integration/responsiveness grid and global structures 55
A2.1 A graphical representation of the Global Revenue Index 64
3.1 Philips and Matsushita: global organisational designs and their evolution 73
3.2 The global functional organisational design 75
3.3 The geographical organisational design 78
3.4 The single matrix organisational design 81
3.5 The multi-business global product division organisational design 83
3.6 Multi-business geographical organisational design 85
3.7 Multi-business matrix organisational design 87
3.8 The evolution of global organisational models 90
3.9 Convergence of global organisational designs 93
LIST OF FIGURES
4.1 Various types of international alliances 101
4.2 Framework for the analysis of strategic alliances 103
4.3 Organisation of the Cross Companies Teams and Cross-Functional
Teams in the Renault-Nissan Alliance 105
4.4 The Nissan Revival Plan and the cross-functional teams 105
4.5 New organization of the Renault Nissan Alliance 106
4.6 Value creation and extraction in alliances 109
4.7 Assessing the strategic fit based on the criticality of the alliance
for partners 110
4.8 Strategic fit against partners strategic agendas 113
4.9 Method for assessing capabilities fit 113
4.10 Capabilities fit in the case of Renault and Nissan 114
4.11 Organisational designs in alliances 117
4.12 Typical items in a joint venture agreement 119
4.13 Alliance stages and alliance managers skills 121
4.14 Communications flows in alliances 123
4.15 The death valley spiral 124
4.16 Types of alliance constellations 126
5.1 Trends in Global M As, 1990-2006 ($billion) 138
5.2 The pre-acquisition and post-acquisition processes in global M As 143
5.3 Cash flow-based valuation for M As 147
5.4 Contingent integration modes 149
6.1 General investment framework 162
6.2 Framework for country market and industry attractiveness assessment 165
6.3 Relationship between GDP per capita and personal computers
per capita, 2000 167
6.4 Relationship between GDP per capita and the consumption of cement
per capita per capita, 2001 168
6.5 The middle-class effect 169
6.6 The middle-class effect in China 169
6.7 Market segmentations 170
6.8 Adapted industry analysis framework 172
6.9 Cost of labour and technological skills 174
6.10 Overall quality of infrastructure 175
6.11 Porter s country diamond 176
6.12 Framework for country risk analysis 178
6.13 Variability of economic growth, India versus Brazil, 1970-2000 179
6.14 Political and Economical Risks in selected countries 179
6.15 Foreign direct investments and country risks 180
7.1 Entry modes 195
7.2 Factors influencing entry modes 196
7.3 Partner choices in country-based joint ventures 200
7.4 Partner fit analysis 201
7.5 Joint venture decay 204
LIST OF FIGURES
7.6 Cumulative cash profiles for a foreign investor, 2001-2012 209
7.7 Mapping of entry modes choices 210
8.1 Western versus Asian hierarchy of needs 222
8.2 Customer segmentation 223
8.3 Global product standardisation types 224
8.4 Global brand positioning 226
8.5 A financial global account management network servicing a leading
European manufacturer 232
8.6 Global solution selling: an international bid for a power plant in China 234
8.7 Capabilities required for global solution selling 235
8.8 Sales and distribution 235
8.9 Various global marketing positioning 236
9.1 The global operations network 244
9.2 Strategic roles of international factories and their evolution 247
9.3 Different global sourcing designs 250
9.4 Michelin s European flow of products 253
9.5 Airbus logistics 254
9.6 Players in an international infrastructure project 255
9.7 Players in the Internet space 259
10.1 The international product life cycle 278
10.2 Nestle Global R D Architecture 280
10.3 Leveraging knowledge across borders: ST Microelectronics in the
Hard Drive Technology 280
10.4 Evolution over time of global R D activities 283
10.5 Global R D projects 285
10.6 Knowledge creation, sharing and melding in global firms 291
11.1 The three layers of culture 302
11.2 The mapping of countries on the power distance/individualism scales 306
11.3 Country clusters 308
11.4 Framework for negotiation with reference to international contracts 313
11.5 Negotiation Attributes and Cultural Differences 316
12.1 The global human resource issues 326
12.2 The global human resource wheel 328
12.3 Human resource wheels 328
12.4 The expatriate challenge 330
12.5 Expatriates acculturation: the four Fs 330
12.6 The primary ingredients of individual managerial behaviour required for
success in expatriate assignments in Asia 334
12.7 Cost of living in the world, US$ per month 336
12.8 Expatriate tenure 337
12.9 Global management development in a global oil company 343
13.1 Key issues in global financial management 352
13.2 Variation of major currencies against the US$, 1990-2006, yearly average 352
13.3 Documentary credit in international trade 362
LIST OF FIGURES
13A.1 EURO exchange rates evolution between December 2006 and May 2007 368
13A.2 Cost comparison of various hedging techniques in the
PerthManganese case 370
13A.3 Projected cash flows for LouisianaPaper project 371
13A.4 Cash flows of LouisinaPaper project after exchange rates variations 372
13A.5 LouisianaPaper project cash flow in Indonesia after considering exchange
rate variations and political and taxation risks 373
13A.6 NPV of LouisianaPaper project in Indonesia as function of various risks
probabilities (the grey areas indicate when the Indonesia project has an
higher value than the Singaporean one) 373
14.1 GDP growth rates: emerging countries versus the world 386
14.2 Foreign trade and investments 388
14.3 Capital formation 388
14.4 Advantages and disadvantages of offshoring and offsourcing 390
14.5 The strategic development of emerging markets champions 391
14.6 Competitive dynamic of emerging countries champions 392
15.1 Social responsibility issues and the global firm 402
15.2 The global ethical web 402
15.3 Corruption and development 407
15.4 Industrial CO2 emissions, 1998, metric tons per capita 412
15.5 CO2, Temperature and sea-level projections 412
16.1 Global challenges and the global corporation 436
16.2 World bank figure entitled Globalisation will intensify in Coming Years 438
16.3 The global income gap, 1952-2015 440
16.4 Total primary energy demand in million tons of oil equivalent (Mtoe) 443
16.5 Global temperatures and concentration of GHG gases, 1854-1994 444
16.6 Deforestation 445
16.7 Portfolio of processes 450
16.8 A new organisational model 451
List of tables
1.1 Globalisation data 12
1.2 Illustrations of the shortening of product life cycles 18
1.3 The societal benefits of globalisation 27
2.1 Distribution of World Market by Regions in Selected Industries in 2005 (in Percentage
of US$ Value) 39
2.2 Distribution of markets and revenues in tyres (2005) 40
2.3 Global positioning 45
2.4 Capabilities leading to competitive advantage 45
2.5 Sources of competitive advantage 46
2.6 Sources of competitive advantage of global companies 47
2.7 Building global sustainable advantage 47
2.8 Organisational designs for global strategies 53
2.9 International development of small- and medium-sized enterprise: fostering and
hampering factors. 56
A2.1 Examples of TNI and II in selected global firms 63
A2.2 Goodyear: calculation of the global revenue index 65
3.1 Philips global organisational design until the late 1980s 71
3.2 Matsushita s global organisational design until the late 1980s 72
3.3 Characteristics of the global functional organisational design 76
3.4 Characteristics of geographical organisational design 78
3.5 Characteristics of the single matrix organisational design 81
3.6 Characteristics of the multi-business global product division organisational design 83
3.7 Characteristics of the multi-business geographical organisational design 85
3.8 Characteristics of the multi-business matrix organisational design 87
3.9 Types of organisational design 94
4.1 Main strategic objectives pursued in various types of alliances 108
4.2 Receptivity in learning 126
4.3 Eight criteria for successful alliances 129
5.1 Cross-border megamergers above US$20 billion, 2000-2005 139
5.2 Value creation in M As 144
5.3 Failures in the integration process 148
5.4 An example of a linear framework for integration 149
LIST OF TABLES
6.1 Models and sources of countries assessment 163
6.2 Macroindicator correlates used in international market assessments 166
6.3 Characteristics of demand according to country life cycle clusters 171
6.4 Reserves of natural resources 173
6.5 Major types of incentives for foreign investments 177
6.6 Cluster characteristics, Asia Pacific 182
7.1 Entry strategy objectives 193
7.2 Advantages and disadvantages of being a first mover 194
7.3 Types of local partners for country-based joint ventures 197
7.4 Comparing various entry modes 209
7A.1 Analysis of entry alternatives, 2001-2012 216
8.1 Customer needs and value curves 222
8.2 Top 10 Global brands ranking (2006) 225
8.3 Examples of corporations using global and local brands 225
8.4 Major global advertising agencies, 2001 228
9.1 Criteria for facilities location 245
9.2 Strategic roles of global factories 248
9.3 Phases in international infrastructure projects 256
9.4 World internet usage and population statistics 258
9.5 Effects of the Internet on globalisation 262
9.6 Organisational requirements for e-business 265
10.1 R D capabilities (2002) 278
10.2 Performance evaluation criteria 284
10.3 Classification of technology 287
10.4 Opportunities and constraints for knowledge management in global companies 289
10.5 Tools and approaches used for knowledge management in the
metanational corporation 290
10.6 Intellectual property rights and their infringement 292
10.7 Protection of intellectual property rights 293
11.1 Hofstede s country scores on cultural dimensions 306
11.2 Trompenaars six value orientations 307
11.3 Differences in economic cultures 311
11.4 Types of multi-cultural teams 312
11.5 Impact of culture on negotiating behaviour: a comparison of US and
Japanese responses 314
11.6 Chinese business negotiating styles 316
11.7 Business practice differences 317
13.1 Summary statistics of monthly returns for some stock markets, 1996-2007,
correlation coefficients 358
13.2 Country distribution of overseas listing for various stock exchanges, 1998 359
13.3 Types of international bonds 360
14.1 Estimated size of middle Class in Selected emerging countries (2000) 387
14.2 Difference between traditional middle class srategies and bottom of the
pyramid strategies 390
LIST OF TABLES
15.1 Corruption indices 405
15.2 A checklist of anti-corruption measures 409
15.3 List of environmental issues linked to industrial and agricultural activities 411
15.4 Human rights principles for companies: a checklist 417
15.5 Global compact and the 10 principles 421
16.1 World population, 1995 and 2025, million people 439
16.2 Regional agreements 441
16.3 Core global risks 446
16.4 Probability assessment of global risks 446
16.5 Four global scenarios 448
16.6 Management competencies for new roles 452
List of mini-examples
1.1 Some global definitions 15
2.1 Origin and content of strategy 34
3.1 Renault 77
3.2 International Service Systems A/S (ISS) 79
3.3 Citibank Global Account Management 82
3.4 Tyco 84
3.5 Vodafone 86
3.6 BASF 88
3.7 ACER 92
4.1 An Example of Learning Alliance: NUMMI 108
8.1 Sub-optimisation 230
8.2 Citibank Global Account Management 231
9.1 Li and Fung s virtual factory concept 250
9.2 FreeMarkets Online 252
9.3 Enron in India: the Dabhol Power Plant 257
9.4 Reach versus richness trade-off 261
9.5 Yahoo! and anti-racist legislation in France 263
9.6 How do Internet companies globalise? 263
12.1 Colgate-Palmolive: international assignment policy 332
12.2 ABB s localisation programme in China, late 1990s 341
12.3 Characteristics of global managers 343
13.1 Academic research on international differences in the cost of capital 358
14.1 Some example of emerging countries global champions 392
15.1 What sparked the corporate responsibility movement 404
15.2 Child labour and the global firm 413
15.3 Global firms and human rights: an example 415
15.4 Some examples of Global Citizenships 419
|
adam_txt |
Contents
List of figures xiii
List of tables xvii
List of mini-examples xxi
List of abbreviations xxiii
Preface and acknowledgements xxv
Introduction to the second edition 1
Why another book on global strategic management? 1
The structure of the book 2
How can this book be used? 3
Appendix 1.1 List of potential case studies to be used to support the book 4
Notes 6
References and further reading 6
Part I The process of globalisation
1 Globalisation of markets and competition 11
The phenomenon of globalisation 11
What are the factors that push for globalisation? 16
The benefits of globalisation 20
What are the factors that work against globalisation? The localisation push 21
The benefits of localisation 24
The global integration/local responsiveness grid 25
Globalisation: the macro picture 26
Summary and key points 27
Appendix 1.1 Positioning a business on the global integration/local
responsiveness grid 29
Learning assignments 30
Key words 31
Web resources 31
Notes 31
References and further reading 31
CONTENTS
2 Designing a global strategy 33
A company business strategy 34
Sony corporation globalisation 35
Framework for global strategy 37
Summary and key points 57
Appendix 2.1 Measuring corporate globalisation 61
Learning assignments 66
Key words 66
Web resources 66
Notes 67
References and further reading 67
3 Designing a global organisation 69
Structure, processes and culture 70
The global functional model 75
The geographical model 77
The single matrix model 80
The multi-business global product division model 80
The multi-business geographical model 84
The multi-business matrix model 86
Hybrid structural models 90
The transnational model 91
Summary and key points 93
Learning assignments 96
Key words 96
Web resource 96
Notes 96
References and further reading 97
4 Global strategic alliances 99
A short story of two partnerships: Daimlerchrysler/Mitsubishi motor and
Renault-Nissan 100
Strategic alliances: typology and framework 100
The Renault-Nissan alliance 104
Understanding the strategic context and spelling out the strategic value of an
alliance 107
Partner analysis 110
Negotiation and design 116
Implementation 123
Global multilateral alliances 126
Alliance constellation management 127
Criteria for successful alliances 128
Summary and key points 129
CONTENTS
Learning assignments 134
Key words 134
Web resources 134
Notes 134
References and further reading 135
5 Global mergers and acquisitions 137
The rationale for cross-border M As 138
Case examples 139
Deciding on the M A 143
Integrating the companies: the integration phase 147
Integrating the companies: the transition phase 150
Integrating the companies: the consolidation phase 153
Summary and key points 154
Learning assignments 157
Key words 157
Web resources 157
Notes 157
References and further reading 158
6 Assessing countries' attractiveness 161
'Why is a country attractive?' 161
Market and industry opportunities 165
Assessing industry opportunities 171
Country risk analysis 177
Putting it all together 181
Summary and key points 182
Appendix 6.1 Comparison of Brazil and Mexico, household
expenditures 186
Learning assignments 187
Keywords 188
Web resources 188
Notes 189
References and further reading 189
7 Entry strategies 191
Carrefour's entry strategy 191
Why enter? Defining strategic objectives for a country presence 192
Entry modes: how to enter? 195
Entering a country through wholly owned subsidiaries 196
Entering a country through acquisitions 198
Entering a country through joint ventures 198
Partner selection 200
CONTENTS
Joint venture decay and failure 203
Entering a country through arm's length agreements: licensing, franchising,
agents and distributors 205
Entering a country through local agents and distributors 206
Entering a country through representatives, procurement or a technical office 207
Entry modes seen as 'Real Options' 208
Comparing entry modes 208
Choosing an entry mode 210
Summary and key points 210
Appendix 7.1 Examples of entry modes financial profiles 214
Learning assignments 217
Keywords 217
Web resources 217
Notes 217
References and further reading 218
Part II Managing globally
8 Global marketing 221
Customer behaviour, convergence and global segmentation 221
Product standardisation 223
Global branding 224
Advertising 228
Global solution selling 233
Global marketing positioning 236
Summary and key points 237
Learning assignments 240
Key words 240
Web resources 241
Notes 241
References and further reading 241
9 Global operations 243
Global manufacturing networks 246
Global sourcing 249
Global logistics 252
The global management of infrastructure projects 255
Internet and global operations 258
Summary and key points 265
Learning assignments 272
Key words 273
Web resources 273
Notes 274
References and further reading 27'4
CONTENTS
10 Global innovation 277
The international product life cycle model 277
Globalisation of R D: benefits and constraints 281
Design of global R D networks 282
International transfer of technology 287
Global knowledge management 288
Summary and key points 293
Learning assignments 299
Key words 299
Web resources 299
Notes 299
References and further reading 300
11 Cross-cultural management 301
Failures in cross-cultural interaction 301
The different facets of culture 302
National cultural differences 303
The impact of cultures on global management 310
Summary and key points 318
Learning assignments 322
Key words 322
Web resource 322
Notes 322
References and further reading 323
12 Global human resource management 325
Appointing a division manager in France 325
Assignment of personnel: the global human resource wheel 327
Expatriate management 329
Localisation 338
Skills development 342
Summary and key points 344
Learning assignments 348
Key words 348
Web resources 348
Notes 348
References and further reading 349
13 Global financial management 351
Hedging against currency fluctuations 352
Project finance 356
Global capital structure 357
Trade Finance 361
CONTENTS
Summary and key points 363
Appendix 13.1 Hedging to currency risk: an example 367
Appendix 13.2 Project valuation example: a pulp mill project in Indonesia 370
Appendix 13.3 Development banks providing project equity financing 373
Appendix 13.4 Official export credit agencies of OECD member countries 378
Learning assignments 380
Key words 381
Web resources 381
Notes 381
References and further reading 382
Part III Broad issues in globalisation
14 Emerging global players 385
Emerging countries and their development 385
Emerging countries and global firms 389
Summary and key points 395
Appendix 14.1 A profile of two emerging giants: China and India 395
Learning assignments 398
Key words 398
Web resources 398
Notes 399
References and further reading 399
15 The social responsibility of the global firm 401
Corporate social responsibility 402
An ongoing debate 403
Global companies and business ethics 403
Global companies and sustainable development 410
Global corporations and human dignity 413
Global corporations and global citizenship 416
Social responsibility and global firms: an on-going challenge 423
Summary and key points 423
Appendix 15.1 The OECD guidelines for multinational enterprises 427
Appendix 15.2 Major business ethics codes 427
Appendix 15.3 Main non government organisations involved in corporate social
responsibility 429
Learning assignments 430
Key words 431
Web resources 431
Notes 431
References and further reading 432
CONTENTS
16 Global trends 435
Global challenges 436
Future scenarios 448
The future of global corporations 450
Summary and key points 453
Appendix 16.1 Four alternative global futures 456
Scenario one: inclusive globalisation 457
Scenario two: pernicious globalisation 457
Scenario three: regional competition 457
Scenario four: post-polar world 458
Generalisations across the scenarios 458
Learning assignments 459
Key words 459
Web resources 459
Notes 460
References and further reading 461
Glossary 463
Index of companies and organisations 475
Index of names 479
Index of subjects 481
List of figures
1.1 A multinational competitive configuration 13
1.2 A global competitive configuration 14
1.3 Historically globalisation took place in three steps 16
1.4 International transportation and communication costs, 1920-90 18
1.5 Globalisation push factors 19
1.6 Localisation push factors 24
1.7 Global integration/local responsiveness grid: different businesses have
different competitive requirements 25
1.8 Global integration/local responsiveness grid: different segments have
different competitive requirements - example of telecom services 26
2.1 SONY'S global development 37
2.2 Global strategy framework 38
2.3 Mapping of global ambition 41
2.4 Mapping of the tyres industry 42
2.5 The evolution of Whirlpool globalisation 42
2.6 Generic value chain 49
2.7 Typical globalisation of the value chain 49
2.8 A generic global distribution of activities in the value chain 51
2.9 The Transfer, Adapt, Create model applied to the globalisation of mass
retailing. For each component of the value chain one identifies which of
the capabilities can be transferred (T), adapted (A) or created (C) 51
2.10 The Integration/responsiveness grid and global structures 55
A2.1 A graphical representation of the Global Revenue Index 64
3.1 Philips and Matsushita: global organisational designs and their evolution 73
3.2 The global functional organisational design 75
3.3 The geographical organisational design 78
3.4 The single matrix organisational design 81
3.5 The multi-business global product division organisational design 83
3.6 Multi-business geographical organisational design 85
3.7 Multi-business matrix organisational design 87
3.8 The evolution of global organisational models 90
3.9 Convergence of global organisational designs 93
LIST OF FIGURES
4.1 Various types of international alliances 101
4.2 Framework for the analysis of strategic alliances 103
4.3 Organisation of the Cross Companies Teams and Cross-Functional
Teams in the Renault-Nissan Alliance 105
4.4 The Nissan Revival Plan and the cross-functional teams 105
4.5 New organization of the Renault Nissan Alliance 106
4.6 Value creation and extraction in alliances 109
4.7 Assessing the strategic fit based on the criticality of the alliance
for partners 110
4.8 Strategic fit against partners'strategic agendas 113
4.9 Method for assessing capabilities' fit 113
4.10 Capabilities' fit in the case of Renault and Nissan 114
4.11 Organisational designs in alliances 117
4.12 Typical items in a joint venture agreement 119
4.13 Alliance stages and alliance managers'skills 121
4.14 Communications flows in alliances 123
4.15 The'death valley'spiral 124
4.16 Types of alliance constellations 126
5.1 Trends in Global M As, 1990-2006 ($billion) 138
5.2 The pre-acquisition and post-acquisition processes in global M As 143
5.3 Cash flow-based valuation for M As 147
5.4 Contingent integration modes 149
6.1 General investment framework 162
6.2 Framework for country market and industry attractiveness assessment 165
6.3 Relationship between GDP per capita and personal computers
per capita, 2000 167
6.4 Relationship between GDP per capita and the consumption of cement
per capita per capita, 2001 168
6.5 The'middle-class effect' 169
6.6 The middle-class effect'in China 169
6.7 Market segmentations 170
6.8 Adapted industry analysis framework 172
6.9 Cost of labour and technological skills 174
6.10 Overall quality of infrastructure 175
6.11 Porter's'country diamond' 176
6.12 Framework for country risk analysis 178
6.13 Variability of economic growth, India versus Brazil, 1970-2000 179
6.14 Political and Economical Risks in selected countries 179
6.15 Foreign direct investments and country risks 180
7.1 Entry modes 195
7.2 Factors influencing entry modes 196
7.3 Partner choices in country-based joint ventures 200
7.4 Partner fit analysis 201
7.5 Joint venture decay 204
LIST OF FIGURES
7.6 Cumulative cash profiles for a foreign investor, 2001-2012 209
7.7 Mapping of entry modes choices 210
8.1 Western versus Asian hierarchy of needs 222
8.2 Customer segmentation 223
8.3 Global product standardisation types 224
8.4 Global brand positioning 226
8.5 A financial global account management network servicing a leading
European manufacturer 232
8.6 Global solution selling: an international bid for a power plant in China 234
8.7 Capabilities required for global solution selling 235
8.8 Sales and distribution 235
8.9 Various global marketing positioning 236
9.1 The global operations network 244
9.2 Strategic roles of international factories and their evolution 247
9.3 Different global sourcing designs 250
9.4 Michelin's European flow of products 253
9.5 Airbus logistics 254
9.6 Players in an international infrastructure project 255
9.7 Players in the Internet space 259
10.1 The international product life cycle 278
10.2 Nestle Global R D Architecture 280
10.3 Leveraging knowledge across borders: ST Microelectronics in the
Hard Drive Technology 280
10.4 Evolution over time of global R D activities 283
10.5 Global R D projects 285
10.6 Knowledge creation, sharing and'melding'in global firms 291
11.1 The three layers of culture 302
11.2 The mapping of countries on the power distance/individualism scales 306
11.3 Country clusters 308
11.4 Framework for negotiation with reference to international contracts 313
11.5 Negotiation Attributes and Cultural Differences 316
12.1 The global human resource issues 326
12.2 The global human resource wheel 328
12.3 Human resource wheels 328
12.4 The expatriate challenge 330
12.5 Expatriates'acculturation: the'four Fs' 330
12.6 The primary ingredients of individual managerial behaviour required for
success in expatriate assignments in Asia 334
12.7 Cost of living in the world, US$ per month 336
12.8 Expatriate tenure 337
12.9 Global management development in a global oil company 343
13.1 Key issues in global financial management 352
13.2 Variation of major currencies against the US$, 1990-2006, yearly average 352
13.3 Documentary credit in international trade 362
LIST OF FIGURES
13A.1 EURO exchange rates evolution between December 2006 and May 2007 368
13A.2 Cost comparison of various hedging techniques in the
PerthManganese case 370
13A.3 Projected cash flows for LouisianaPaper project 371
13A.4 Cash flows of LouisinaPaper project after exchange rates variations 372
13A.5 LouisianaPaper project cash flow in Indonesia after considering exchange
rate variations and political and taxation risks 373
13A.6 NPV of LouisianaPaper project in Indonesia as function of various risks
probabilities (the grey areas indicate when the Indonesia project has an
higher value than the Singaporean one) 373
14.1 GDP growth rates: emerging countries versus the world 386
14.2 Foreign trade and investments 388
14.3 Capital formation 388
14.4 Advantages and disadvantages of offshoring and offsourcing 390
14.5 The strategic development of emerging markets champions 391
14.6 Competitive dynamic of emerging countries champions 392
15.1 Social responsibility issues and the global firm 402
15.2 The global ethical web 402
15.3 Corruption and development 407
15.4 Industrial CO2 emissions, 1998, metric tons per capita 412
15.5 CO2, Temperature and sea-level projections 412
16.1 Global challenges and the global corporation 436
16.2 World bank figure entitled 'Globalisation will intensify in Coming Years' 438
16.3 The global income gap, 1952-2015 440
16.4 Total primary energy demand in million tons of oil equivalent (Mtoe) 443
16.5 Global temperatures and concentration of GHG gases, 1854-1994 444
16.6 Deforestation 445
16.7 Portfolio of processes 450
16.8 A new organisational model 451
List of tables
1.1 Globalisation data 12
1.2 Illustrations of the shortening of product life cycles 18
1.3 The societal benefits of globalisation 27
2.1 Distribution of World Market by Regions in Selected Industries in 2005 (in Percentage
of US$ Value) 39
2.2 Distribution of markets and revenues in tyres (2005) 40
2.3 Global positioning 45
2.4 Capabilities leading to competitive advantage 45
2.5 Sources of competitive advantage 46
2.6 Sources of competitive advantage of global companies 47
2.7 Building global sustainable advantage 47
2.8 Organisational designs for global strategies 53
2.9 International development of small- and medium-sized enterprise: fostering and
hampering factors. 56
A2.1 Examples of TNI and II in selected global firms 63
A2.2 Goodyear: calculation of the global revenue index 65
3.1 Philips'global organisational design until the late 1980s 71
3.2 Matsushita's global organisational design until the late 1980s 72
3.3 Characteristics of the global functional organisational design 76
3.4 Characteristics of geographical organisational design 78
3.5 Characteristics of the single matrix organisational design 81
3.6 Characteristics of the multi-business global product division organisational design 83
3.7 Characteristics of the multi-business geographical organisational design 85
3.8 Characteristics of the multi-business matrix organisational design 87
3.9 Types of organisational design 94
4.1 Main strategic objectives pursued in various types of alliances 108
4.2 Receptivity in learning 126
4.3 Eight criteria for successful alliances 129
5.1 Cross-border megamergers above US$20 billion, 2000-2005 139
5.2 Value creation in M As 144
5.3 Failures in the integration process 148
5.4 An example of a linear framework for integration 149
LIST OF TABLES
6.1 Models and sources of countries'assessment 163
6.2 Macroindicator correlates used in international market assessments 166
6.3 Characteristics of demand according to country life cycle clusters 171
6.4 Reserves of natural resources 173
6.5 Major types of incentives for foreign investments 177
6.6 Cluster characteristics, Asia Pacific 182
7.1 Entry strategy objectives 193
7.2 Advantages and disadvantages of being a first mover 194
7.3 Types of local partners for country-based joint ventures 197
7.4 Comparing various entry modes 209
7A.1 Analysis of entry alternatives, 2001-2012 216
8.1 Customer needs and value curves 222
8.2 Top 10 Global brands ranking (2006) 225
8.3 Examples of corporations using global and local brands 225
8.4 Major global advertising agencies, 2001 228
9.1 Criteria for facilities'location 245
9.2 Strategic roles of global factories 248
9.3 Phases in international infrastructure projects 256
9.4 World internet usage and population statistics 258
9.5 Effects of the Internet on globalisation 262
9.6 Organisational requirements for e-business 265
10.1 R D capabilities (2002) 278
10.2 Performance evaluation criteria 284
10.3 Classification of technology 287
10.4 Opportunities and constraints for knowledge management in global companies 289
10.5 Tools and approaches used for knowledge management in the
metanational corporation 290
10.6 Intellectual property rights and their infringement 292
10.7 Protection of intellectual property rights 293
11.1 Hofstede's country scores on cultural dimensions 306
11.2 Trompenaars' six value orientations 307
11.3 Differences in economic cultures 311
11.4 Types of multi-cultural teams 312
11.5 Impact of culture on negotiating behaviour: a comparison of US and
Japanese responses 314
11.6 Chinese business negotiating styles 316
11.7 Business practice differences 317
13.1 Summary statistics of monthly returns for some stock markets, 1996-2007,
correlation coefficients 358
13.2 Country distribution of overseas listing for various stock exchanges, 1998 359
13.3 Types of international bonds 360
14.1 Estimated size of middle Class in Selected emerging countries (2000) 387
14.2 Difference between traditional middle class srategies and bottom of the
pyramid strategies 390
LIST OF TABLES
15.1 Corruption indices 405
15.2 A checklist of anti-corruption measures 409
15.3 List of environmental issues linked to industrial and agricultural activities 411
15.4 Human rights principles for companies: a checklist 417
15.5 Global compact and the 10 principles 421
16.1 World population, 1995 and 2025, million people 439
16.2 Regional agreements 441
16.3 Core global risks 446
16.4 Probability assessment of global risks 446
16.5 Four global scenarios 448
16.6 Management competencies for new roles 452
List of mini-examples
1.1 Some global definitions 15
2.1 Origin and content of strategy 34
3.1 Renault 77
3.2 International Service Systems A/S (ISS) 79
3.3 Citibank Global Account Management 82
3.4 Tyco 84
3.5 Vodafone 86
3.6 BASF 88
3.7 ACER 92
4.1 An Example of Learning Alliance: NUMMI 108
8.1 Sub-optimisation 230
8.2 Citibank Global Account Management 231
9.1 Li and Fung's'virtual factory'concept 250
9.2 FreeMarkets Online 252
9.3 Enron in India: the Dabhol Power Plant 257
9.4 Reach versus richness trade-off 261
9.5 Yahoo! and anti-racist legislation in France 263
9.6 How do Internet companies globalise? 263
12.1 Colgate-Palmolive: international assignment policy 332
12.2 ABB's localisation programme in China, late 1990s 341
12.3 Characteristics of global managers 343
13.1 Academic research on international differences in the cost of capital 358
14.1 Some example of emerging countries global champions 392
15.1 What sparked the corporate responsibility movement 404
15.2 Child labour and the global firm 413
15.3 Global firms and human rights: an example 415
15.4 Some examples of Global Citizenships 419 |
any_adam_object | 1 |
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author | Lasserre, Philippe |
author_facet | Lasserre, Philippe |
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author_variant | p l pl |
building | Verbundindex |
bvnumber | BV022465885 |
callnumber-first | H - Social Science |
callnumber-label | HD62 |
callnumber-raw | HD62.4 |
callnumber-search | HD62.4 |
callnumber-sort | HD 262.4 |
callnumber-subject | HD - Industries, Land Use, Labor |
classification_rvk | QP 305 QP 320 |
ctrlnum | (OCoLC)185123532 (DE-599)BVBBV022465885 |
dewey-full | 658.4/012 |
dewey-hundreds | 600 - Technology (Applied sciences) |
dewey-ones | 658 - General management |
dewey-raw | 658.4/012 |
dewey-search | 658.4/012 |
dewey-sort | 3658.4 212 |
dewey-tens | 650 - Management and auxiliary services |
discipline | Wirtschaftswissenschaften |
discipline_str_mv | Wirtschaftswissenschaften |
edition | 2. ed. |
format | Book |
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id | DE-604.BV022465885 |
illustrated | Illustrated |
index_date | 2024-07-02T17:42:20Z |
indexdate | 2024-07-09T20:58:11Z |
institution | BVB |
isbn | 9780230008366 0230008364 |
language | English |
oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-015673478 |
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spelling | Lasserre, Philippe Verfasser aut Global strategic management Philippe Lasserre 2. ed. Basingstoke [u.a.] Palgrave 2007 XXIV, 483 S. graph. Darst., Kt. txt rdacontent n rdamedia nc rdacarrier Empresas internacionales - Administración Globalización - Aspectos económicos Planificación estratégica Globalisierung Multinationales Unternehmen Globalization Economic aspects International business enterprises Management Strategic planning Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Globalisierung (DE-588)4557997-0 gnd rswk-swf Internationales Management (DE-588)4114040-0 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 s Strategisches Management (DE-588)4124261-0 s Globalisierung (DE-588)4557997-0 s DE-604 Internationales Management (DE-588)4114040-0 s DE-188 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015673478&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
spellingShingle | Lasserre, Philippe Global strategic management Empresas internacionales - Administración Globalización - Aspectos económicos Planificación estratégica Globalisierung Multinationales Unternehmen Globalization Economic aspects International business enterprises Management Strategic planning Multinationales Unternehmen (DE-588)4075092-9 gnd Strategisches Management (DE-588)4124261-0 gnd Globalisierung (DE-588)4557997-0 gnd Internationales Management (DE-588)4114040-0 gnd |
subject_GND | (DE-588)4075092-9 (DE-588)4124261-0 (DE-588)4557997-0 (DE-588)4114040-0 |
title | Global strategic management |
title_auth | Global strategic management |
title_exact_search | Global strategic management |
title_exact_search_txtP | Global strategic management |
title_full | Global strategic management Philippe Lasserre |
title_fullStr | Global strategic management Philippe Lasserre |
title_full_unstemmed | Global strategic management Philippe Lasserre |
title_short | Global strategic management |
title_sort | global strategic management |
topic | Empresas internacionales - Administración Globalización - Aspectos económicos Planificación estratégica Globalisierung Multinationales Unternehmen Globalization Economic aspects International business enterprises Management Strategic planning Multinationales Unternehmen (DE-588)4075092-9 gnd Strategisches Management (DE-588)4124261-0 gnd Globalisierung (DE-588)4557997-0 gnd Internationales Management (DE-588)4114040-0 gnd |
topic_facet | Empresas internacionales - Administración Globalización - Aspectos económicos Planificación estratégica Globalisierung Multinationales Unternehmen Globalization Economic aspects International business enterprises Management Strategic planning Strategisches Management Internationales Management |
url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015673478&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
work_keys_str_mv | AT lasserrephilippe globalstrategicmanagement |