Table of contents for Global strategic management / Kamel Mellahi, Jedrzej Georg e Frynas, and Paul Finlay.

Bibliographic record and links to related information available from the Library of Congress catalog. Note: Contents data are machine generated based on pre-publication provided by t he publisher. Contents may have variations from the printed book or be incomplet e or contain other coding. Counter TABLE OF CONTENT CHAPTER ONE: INTRODUCTION TO GLOBAL STRATEGIC MANAGEMENT Learning Outcomes Opening Case Study: IKEA Introduction 1.2 Defining The Strategic Management Field 1.3 Phases to Global Strategy 1.3.1 Single-Country Strategy 1.3.2 Export Strategy 1.3.3 International Strategy 1.3.4 Global Strategy 1.4 International Strategy and Global Strategy: What is the deference? 1.5 Defining Global Strategic Management 1.6 Drivers for a Global Strategic Perspective 1.6.1 Macro Globalising Drivers Globalisation Information Communication Technology (ICT) 1.6.2 Industry Globalising Drivers Market Globalisation Drivers Cost Globalisation Drivers Government Globalisation Drivers Competitive Drivers 1.6.3 Internal Globalising Drivers Global orientation International experience 1.7 Organisation of the Book Recommended Key Readings Discussion Questions Closing Case Study: The Starbucks Experience: Going Global References Websites CHAPTER TWO: GLOBAL BUSINESS ENVIRONMENT - THE EXTERNAL MACRO ENVIRONMENT Learning Outcomes Opening Case Study: The World Trade Organisation, Sept 11. events and the Brazil ian Embraer 2.1 Introduction 2.2 External Business Environment 2.3 PEST Analysis 2.4 The Political Environment 2.4.1 Global Political Institutions 2.4.2 Regional Integration 2.4.1 Global Political Institutions 2.4.4 Political Risk 2.5 The Economic Environment 2.5.1 Cost of Production 2.5.2 Currency Exchange Rates 2.5.3 Cost of Capital 2.6 The Social Environment 2.6.1 Social Change

2.6.2 Global Convergence 2.7 The Technological Environment 2.7.1 Global Technology Scanning and Technology Clusters 2.7.2 The Knowledge-Based Economy 2.7.3 The Spread of the Internet 2.8 National Environmental Influences and the Diamond Model 2.8.1 Factor Conditions 2.8.2 Demand Conditions 2.8.3 Related and Supporting Industries 2.8.4 Firm Strategy, Structure and Rivalry 2.9 Criticisms of the Diamond Model 2.9.1 The Diamond Model for Small Nations 2.9.2 The Diamond Model and Globalisation 2.9.3 Response to Criticisms 2.10 Summary Recommended Key Readings Discussion Questions Closing Case Study: Lockheed Martin - From conquering Russia to conquering space References Websites CHAPTER THREE: GLOBAL BUSINESS ENVIRONMENT - THE INDUSTRY ENVIRONMENT Learning Outcomes Opening Case Study: The rise of the internet and the fall of Boo.com 3.1 Introduction 3.2 Understanding and Adapting to Industry Environment 3.2.1 Market Segmentation Analysis 3.2.2 Strategic Group Analysis 3.3 The Five Forces Model 3.3.1 Barriers of Entry Capital Requirements. Economies of Scale Product Differentiation. Access to Distribution Channels. Government Policy. Expected Retaliation. 3.3.2 Bargaining Power of Buyers and Suppliers Buyer/Supplier Concentration. Buyer Switching Costs Product Differentiation. Price/Total Purchases. Threat of vertical integration. Buyer information. Impact on Quality/Performance. International expansion. 3.3.3 Threat of Substitutes 3.3.4 Rivalry Concentration. Diversity of Rivals. Product Differentiation and Switching Costs. Industry Growth Fixed Costs and Storage Costs. Exit Barriers. Excess Capacity. 3.4 Criticisms of the Five Forces Model 3.4.1 Static versus Dynamic Competition 3.4.2 Industry Profitability 3.4.3 Response to Criticisms 3.5 Industry Evolution 3.5.1. The Five Phases of International Product Life Cycle (IPLC)

3.5.2 Criticisms of the IPLC Model Duration of Life Cycles. Applicability of the Model in the Global Economy. Importance of Innovation. Non-Standard Industrial Products. 3.6 Forecasting the Future 3.6.1 Trend extrapolation 3.6.2 Delphi Survey 3.6.3 Scenario Analysis 3.6.4 Forecasting and The Challenge of Internationalisation 3.7 Summary Recommended Key Readings Discussion Questions Closing Case Study: The Rise of Linux: The battle for the operating system (OS) market References Websites CHAPTER FOUR: CORPORATE SOCIAL RESPONSIBILITY AND STAKEHOLDER ANALYSIS Learning Outcomes Opening Case Study: Two crises influence the strategy of Royal Dutch/Shell 4.1 Introduction 4.2 The Emergence of NGO-Business Relations 4.2.1 Emergence of a global economy 4.2.2 Linkages between political and economic institutions 4.2.3 Developments in global communications 4.3 Arguments on Corporate Social Responsibility (CSR) 4.3.1 Companies and Profit-Maximisation 4.3.2 National differences and CSR 4.4 Corporate Social Responsibility (CSR) and Stakeholder View 4.4.1 Stakeholder View of the Firm 4.4.2 Stakeholder issues 4.4.3 Triple bottom line concept 4.5 Business Opportunities of Corporate Social Responsibility (CSR) and Stakehol der Involvement 4.5.1 Collaboration between business and NGOs 4.5.2 Benefits of NGO-business partnerships 4.5.3 From stakeholder involvement to profit-making 4.5.4 CSR without profits? 4.6 Stakeholder Analysis in the Global Business Environment 4.6.1 Stakeholder Mapping 4.6.2 Problems in Stakeholder Mapping 4.6.3 Who constructs stakeholder maps 4.6.4 Stakeholders and the Industry Environment 4.7 Identifying the Key Stakeholders of the Multinational firm 4.7.1 The primary stakeholders 4.7.2 The secondary stakeholders 4.7.3 Which stakeholders should the firm focus on? 4.7.4 Critique of stakeholder analysis 4.7.5 Issue analysis 4.7.6 From Strategic Analysis to Strategy Development 4.8 Summary Recommended Key Readings Discussion Questions Closing Case Study: Stakeholders and Suncor Energy Inc. work together to create value References Websites CHAPTER FIVE: GLOBAL BUSINESS ENVIRONMENT - THE INTERNAL FIRM ENVIRONMENT Learning Outcomes Opening Case Study: Google.com

5.1 Introduction 5.2 The Positioning Perspective versus Resource-Based Perspective 5.2.1 The Positioning Perspective 5.2.2 The Resource-Based Perspective 5.2.3 Industry Profitability versus Firm Profitability 5.3 Analysing Firm Resources and Capabilities 5.3.1 Resources 5.3.2 Capabilities 5.3.3 Core Competencies 5.3.4 The VRIO Framework 5.3.5 Resources and Capabilities in Multinational Firms 5.4 Global Value Chains and Value Systems 5.4.1 Value Added 5.4.2 Value Chain Analysis 5.4.3 Value System Analysis 5.4.4 Value analysis and cost advantages 5.4.5 Value analysis and strategic linkages 5.4.6. Value analysis and global location decisions 5.5 Comparative Analysis 5.5.1 Competitor intelligence 5.5.2 Benchmarking 5.5.3 Internal Comparative Analysis 5.5.4 Comparative Analysis in Global Markets 5.6 Summary Recommended Key Readings Discussion Questions Closing Case Study: Outsourcing at F&C Management References Websites CHAPTER SIX: MANAGING THE INTERNATIONALISATION PROCESS Learning Outcome Opening Case Study: The Internationalisation of Carrefour: Life the way we want it! 6.1 Introduction 6.2 Motives and The Decision to Internationalise 6.2.1 Organisational factors Decision-maker characteristics Firm-specific factors 6.2.2 Environmental factors Unsolicited proposals: The "bandwagon" effect Attractiveness of the host country 6.3 The Internationalisation Process 6.3.1 The Uppsala Mode 6.3.2 Limitations of the Uppsala Model 6.3.3 The Born Global Firm Characteristics of Born Global Firms 6.4. Entry Modes Strategies 6.4.1 Export 6.4.2 Licensing 6.4.3 International Franchising 6.4.4 Wholly-Owned Ventures The Greenfield Strategy The Mergers and Acquisitions (M&As) Strategy 6.4.5 Entry Modes and Risk Versus Control 6.5 De-internationalization 6.6 Summary Recommended Key Readings Discussion Questions Closing Case Study: Case Study: Marks and Spencer's Exit from France

References Websites CHAPTER SEVEN:INTERNATIONAL STRATEGIC ALLIANCES: PARTNERSHIP AND CO-OPERATION Learning Outcomes Opening Case Study: American and British law firms try to work smarter by workin g together 7.1 Introduction 7.2 The Concept of International Strategic Alliances 7.3 International Strategic Alliances: Drivers, Needs, Motives and Pitfalls 7.3.1 Drivers of International Strategic Alliances Formation Globalisation Firm and industry specific factors 7.3.2 Motives for International Strategic Alliances 7.3.3 Pitfalls of International Strategic Alliances 7.4 Types of Alliances 7.4.1 Vertical Relationship 7.4.2 Horizontal Relationship 7.5 Selecting and Managing Partners 7.5.1 Partner Selection Criteria 7.5.2 International Strategic Alliances and Fit Strategic fit Operational fit Cultural Fit 7.5.3 Strategic Alliances in Emerging Economies 7.6 International Strategic Alliances - Balancing Trust and Risks 7.7 End Game: Alliance Dissolution 7.8 Summary Recommended Key Readings Discussion Questions Closing Case Study: Proteome Systems - Dancing with the Big Pharmas References Websites CHAPTER EIGHT: THE SUBSIDIARY-LEVEL STRATEGY Learning Outcomes Opening case Study: Global E-Biz Mishmash - To standardise or not Standardise 8.1 Introduction 8.2 Global Strategy Levels 8.3 Subsidiaries Strategic Role 8.4 Types of subsidiary Level Strategies 8.4.1 Support and Implementation Advantages of Support and Implementation Role Strategy 8.4.2 Mini-Replica Role Advantages and Disadvantages of Mini Replica Strategy 8.4.3 Global Product Mandate Advantages and Disadvantage of Global Product Mandate 8.5 Global Generic Strategies 8.5.1 Cost Leadership Strategy The Cost Leadership Strategy and the Subsidiary-Headquarter Relationship 8.5.2 Differentiation Strategy Differentiation Strategy and Subsidiary - Headquarter Relationship 8.5.3 Focused Low-Cost Strategy Focused Low-Cost Strategy and Subsidiary -Headquarter Relationship 8.5.4 Focus Differentiation Strategy Focused Differentiation Strategy and Subsidiary -Headquarter Relationship 8.5.5 Integrated Strategy or "Stuck in the Middle" 8.6 Summary Recommended Key Readings Discussion Questions Closing Case Study: Vive la difference References

Websites CHAPTER NINE: HEADQUARTER-LEVEL STRATEGY Learning Outcomes Opening Case Study: The House of Tata 9.1 Introduction 9.2 The Role of The Corporate Parent 9.3 Global Sourcing Strategies 9.3.1 Vertical Integration Motives for Vertical Integration Disadvantages of Vertical Integration 9.3.2 Outsourcing Conditions of Outsourcing Types of Outsourcing Advantages of Outsourcing Disadvantages of Outsourcing 9.4 Diversification Strategies 9.4.1 Industrial Diversification Types of industrial diversification Risks and Pitfalls of Diversification Diversification in Emerging Economies 9.4.2 Global Diversification Related and Unrelated Global Diversification Benefits of global diversification Costs of global diversification 9.4 Managing Global Portfolios 9.5.1 The Roles of Corporate Parent 9.5.2 Managing Global Portfolios 9.5 Summary Recommended Key Readings Discussion Questions Closing Case Study: Lufthansa's Diversification Strategy References Websites CHAPTER TEN: GLOBAL STRUCTURES AND DESIGN Learning Outcomes Opening Case Study: Al-Qaeda 10.1 Introduction 10.2 Domestic Organisational Structures 10.3 Strategy and Structure of Multinationals 10.4.1 Functional Structures 10.4.2 International Division Structure 10.4. 3 Area or Geography Divisions Structures 10.4.4 Product Divisions Structure 10.4.5 The Matrix Structure 10.5 Balancing Integrations and Local Responsiveness: Broad Forms of Internation al Strategy 10.5.1 Export firm 10.5.2 The Multi-domestic firm Organisational structures to support a multi-domestic strategy 10.5.3 The Colonial firm Organisational structures to support a colonial strategy 10.5.4 The Transnational firm Organisational structures to support a transnational strategy 10.6 Summary Recommended Key Readings Discussion Questions Closing Case Study: Restructuring Sony References Websites CHAPTER ELEVEN: GLOBAL MANAGEMENT OF CHANGE

Learning Outcomes Opening Case Study: Minebea and Rose 11.1 Introduction 11.2 Types of Change 11.2.1 Incremental Change 11.2.2 Transformational Change 11.2.3 Type of Changes And national Cultures 11.3 People Involved in The Change Process 11.3.1 The Change Agent 11.3.2 The Role of Subordinate and subsidiary Managers 11.4 The Change Process 11.4.1 A model of The Change Process 11.4.2 Peoples' Reaction to Change 11.5 Appropriate Change Management Styles 11.6 Implementing Change 11.6.1 Project Teams 11.6.2 Moving People 11.6.3 Expatriates 11.7 Communication Issues 11.7.1 Difficulties in Discussing Change Issues 11.7.2 Role of Language 11.7.3 Business Implications 11.7.4 Overcoming Language Problems 11.8 Negotiation With Outside Parties 11.9 Summary Recommended Key Readings Discussion Questions Closing Case Study: ARM Ltd. References Websites CHAPTER TWELVE: GLOBAL STRATEGIC CONTROL Learning Outcomes Opening Case Study: Korean Multinationals- Samsung and GoldStar: Contrasts in co ntrol 12.1 Introduction 12.2 Types of Strategic Control System 12.2.1 Assumption control 12.2.2 Surveillance control 12.2.3 Climate control 12.2.4 Implementation control 12.2.5 Operational control 12.2.6 Crisis control 12.3 A model of Control 12.3.1 A simple model of control 12.3.2 A fuller model of control 12.4 Methods of Control 12.4.1 Control through outputs The characteristics of a good strategic objective 12.4.2 Control through process Unstructured activities 12.4.3 Control through inputs The role of culture Visions and missions 12.5 Summary Discussion