Strategy, 3^rd Ed.

International Enterprise

The Economist, The Open University

Publisher: The Open University, 2001

ISBN: 0-7492-9718-2

Synopsis:

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Table of Contents:

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0. Introduction
• Background to the unit
• Aims and objectives
• Overview of the unit
1. Competency-Based Strategies and the International Enterprise
• 1.1 Definitions
• 1.2 Models of the Multinational Firm
• 1.3 Multinational Strategic Drivers from a Competency-Based Perspective
• Porter’s (1990) Diamond Model of Constructed Comparative Advantage
• Conclusion
2. Multinational Strategic Responses
• 2.1 Internationalization from a Strategic Perspective
• 2.2 Globalization from a Strategic Perspective
3. Competency Processes and Multinational Strategies
• 3.1 Competency Leverage Strategies and the Multinational Firm
• Leverage and Internationalization
• Leverage and Globalization
• 3.2 Competency-Building Strategies and the Multinational Firm
• Competency Building and Internationalization
• Competency Building and Globalization
• 3.3 Conclusion
4. Structuring the Multinational to Support Competencies
• 4.1 Strategies and Structures
• Traditional Structures
• Matrix Structures
• The Network Structure
• 4.2 The Differentiated Subsidiary
• 4.3 Conclusion
5. Merger and Acquisition Activity Across Borders
• 5.1 The Benefits of Acquisition
• 5.2 The Risks of Acquisitions
• 5.3 Conclusion
6. Co-operative Strategies in the New International Arena
• 6.1 Alliances and Joint Ventures in the Global World
• 6.2 Alliances from a Competency-Based Perspective
• 6.3 The Risks of Alliances
• 6.4 Alliance Types
• 6.5 Conclusion
7. Processes and People in the Integrated Global Firm
• 7.1 The Global Manager and the Firm
• 7.2 Matrixing the Managerial Mind
• The Matrix Manager
• Building the Matrixed Manager
• The Role of Top Management
• 7.3 Conclusion
8. Competitive Strategy and Gaming
• 8.1 Competitive Strategy as an International War Game
• 8.2 Specific Advantage and Competitive reaction as an Explanation of FDI
• 8.3 Global Strategic Games — Competing in Many Markets
• 8.4 Challenging the Competitive Strategy Orthodoxy of Oligopoly