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International Business Strategy

Paperback Engels 2013 9781107683099
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Verbeke provides a new perspective on international business strategy by combining analytical rigour and true managerial insight on the functioning of large multinational enterprises (MNEs). With unique commentary on 48 seminal articles published in the Harvard Business Review, the Sloan Management Review and the California Management Review over the past three decades, Verbeke shows how these can be applied to real businesses engaged in international expansion programmes, especially as they venture into high-distance markets. The second edition has been thoroughly updated and features greater coverage of emerging markets with a new chapter and seven new cases. Suited for advanced undergraduates and graduate courses, students will benefit from updated case studies and improved learning features, including 'management takeaways', key lessons that can be applied to MNEs and a wide range of online resources.

- Offers a new perspective into international business strategy that combines analytical rigour and managerial insight on the functioning of large multinational enterprises and provides greater coverage of emerging markets
- Students are supported by improved learning features including 'management takeaways', key lessons that can be applied to MNEs, and 30 case studies which illustrate key points
- Online resources available, including weblinks, detailed lecture slides for each chapter, figures from the book, answers to case study questions and additional MCQs


Aantal pagina's:611


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List of figures
List of case studies
About the author
Foreword Jean-François Hennart
List of abbreviations
Introduction and overview of the book's framework

Part I. Core Concepts:
1. Conceptual foundations of international business strategy
2. The critical role of firm-specific advantages
3. The nature of home country location advantages
4. The problem with host country location advantages
5. Combining firm-specific advantages and location advantages in a multinational framework

Part II. Functional Issues:
6. International innovation
7. International sourcing and production
8. International finance
9. International marketing
10. Managing managers in the multinational enterprise

Part III. Dynamics of Global Strategy:
11. Entry mode dynamics 1: foreign distributors
12. Entry mode dynamics 2: strategic alliance partners
13. Entry mode dynamics 3: mergers and acquisitions
14. The role of emerging economies
15. Emerging economy multinational enterprises
16A. International strategies of corporate social responsibility
16B. International strategies of corporate environmental sustainability

Conclusion. The true foundations of global corporate success
Appendix. Suggested additional readings.

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