Discover both sides of international business and how to prepare for the future. GLOBAL STRATEGY, Second Edition, doesn't just show you what it's like for foreign businesses entering a new market; it reveals what domestic companies must do to survive foreign competition. Easy to read and full of study tools, GLOBAL STRATEGY, Second Edition, helps you prepare for your exams and for your next job.

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Peng, Mike W.

United States, United States of America

Second edition, Mason, Ohio, 2009

2nd ed, Mason, Ohio, ©2009

2, US, 2008

2011 12 30

lg766476

producers:
Acrobat Distiller 5.0 (Windows)

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Includes bibliographical references and indexes.

Front Cover 1
Title Page 4
Copyright 5
Contents 12
About the Author 6
Preface 22
Acknowledgments 28
Part 1 Foundations of Global Strategy 32
Chapter 1 Strategizing Around the Globe 33
Opening Case: How Did Global Strategy Enter and Compete in China? 34
A Global Global-Strategy Book 36
Why Study Global Strategy? 39
What Is Strategy? 39
Fundamental Questions in Strategy 45
What Is Global Strategy? 48
What Is Globalization? 49
Global Strategy and Globalization at a Crossroads 51
Organization of the Book 55
Chapter Summary 56
Key Terms 57
Critical Discussion Questions 57
Closing Case: Strategy for the Base of the Pyramid 57
Notes 59
Chapter 2 Managing Industry Competition 63
Opening Case: The Automobile Industry: From Good Life to Bloodbath at the Top 64
Defining Industry Competition 65
The Five Forces Framework 66
Three Generic Strategies 75
Debates and Extensions 78
The Savvy Strategist 85
Chapter Summary 86
Key Terms 87
Critical Discussion Questions 87
Closing Case: Five Forces in the Beauty Products Industry 88
Notes 89
Chapter 3 Leveraging Resources and Capabilities 93
Opening Case: Zara Breaks Industry Rules 94
Understanding Resources and Capabilities 95
Resources, Capabilities, and the Value Chain 97
A VRIO Framework 102
Debates and Extensions 106
The Savvy Stategist 112
Chapter Summary 113
Key Terms 114
Critical Discussion Questions 114
Closing Case: The Portman Ritz-Carlton, Shanghai 115
Notes 116
Chapter 4 Emphasizing Institutions, Cultures, and Ethics 121
Opening Case: Behind the Profitability of Big Pharma 122
Understanding Institutions 124
An Institution-Based View of Business Strategy 129
The Strategic Role of Cultures 133
The Strategic Role of Ethics 138
A Strategic Response Framework for Ethical Challenges 141
Debates and Extensions 142
The Savvy Strategist 145
Chapter Summary 146
Key Terms 147
Critical Discussion Questions 148
Closing Case: Siemens in a Sea of Scandals 148
Notes 150
Part 2 Business-Level Strategies 154
Chapter 5 Growing and Internationalizing the Entrepreneurial Firm 155
Opening Case: An American Chasing the China Dream 156
Entrepreneurship and Entrepreneurial Firms 157
A Comprehensive Model of Entrepreneurship 158
Five Entrepreneurial Strategies 161
Internationalizing the Entrepreneurial Firm 169
Debates and Extensions 172
The Savvy Entrepreneur 176
Chapter Summary 177
Key Terms 178
Critical Discussion Questions 178
Closing Case: Cyworld Launches Against MySpace 178
Notes 179
Chapter 6 Entering Foreign Markets 183
Opening Case: Wal-Mart in Germany 184
Overcoming the Liability of Foreignness 185
Understanding the Propensity to Internationalize 187
A Comprehensive Model of Foreign Market Entries 188
Where to Enter? 194
When to Enter? 197
How to Enter? 198
Debates and Extensions 204
The Savvy Strategist 207
Chapter Summary 209
Key Terms 210
Critical Discussion Questions 210
Closing Case: Foreign Retailers Eye India 211
Notes 212
Chapter 7 Making Strategic Alliances and Networks Work 217
Opening Case: Danone versus Wahaha: From Alliance to Divorce 218
Defining Strategic Alliances and Networks 220
A Comprehensive Model of Strategic Alliances and Networks 221
Formation 229
Evolution 231
Performance 235
Debates and Extensions 237
The Savvy Strategist 240
Chapter Summary 242
Key Terms 242
Critical Discussion Questions 243
Closing Case: General Motors and Daewoo: Married, Divorced, and Married Again 243
Notes 244
Chapter 8 Managing Global Competitive Dynamics 249
Opening Case: Unilever Fights Procter & Gamble 250
Strategy as Action 252
Industry-based Considerations 254
Resource-based Considerations 258
Institution-based Considerations 263
Attack and Counterattack 269
Cooperation and Signaling 271
Local Firms versus Multinational Enterprises 273
Debates and Extensions 274
The Savvy Strategist 276
Chapter Summary 278
Key Terms 279
Critical Discussion Questions 279
Closing Case: Fighting the Online Video Game Wars in China 280
Notes 281
Part 3 Corporate-Level Strategies 284
Chapter 9 Diversifying, Acquiring, and Restructuring 285
Opening Case: Renault-Nissan 286
Product Diversification 288
Geographic Diversification 291
Combining Product and Geographic Diversification 292
A Comprehensive Model of Diversification 293
Acquisitions 304
Restructuring 309
Debates and Extensions 309
The Savvy Strategist 311
Chapter Summary 312
Key Terms 313
Critical Discussion Questions 313
Closing Case: From Diversification Premium to Diversification Discount in South Korea 314
Notes 316
Chapter 10 Strategizing, Structuring, and Learning Around the World 321
Opening Case: Toyota as (Almost) Number One 322
Multinational Strategies and Structures 324
A Comprehensive Model of Multinational Strategy, Structure, and Learning 332
Worldwide Learning, Innovation, and Knowledge Management 336
Debates and Extensions 340
The Savvy Strategist 342
Chapter Summary 344
Key Terms 344
Critical Discussion Questions 345
Closing Case: Moving Headquarters Overseas 345
Notes 347
Chapter 11 Governing the Corporation Around the World 351
Opening Case: The Private Equity Challenge 352
Owners 354
Managers 355
Board of Directors 358
Governance Mechanisms as a Package 361
A Global Perspective 364
A Comprehensive Model of Corporate Governance 366
Debates and Extensions 372
The Savvy Strategist 374
Chapter Summary 376
Key Terms 377
Critical Discussion Questions 377
Closing Case: David Webb: A Shareholder Activist in Hong Kong 378
Notes 379
Chapter 12 Strategizing With Corporate Social Responsibility 383
Opening Case: Plan A at Marks & Spencer 384
A Stakeholder View of the Firm 386
A Comprehensive Model of Corporate Social Responsibility 390
Debates and Extensions 400
The Savvy Strategist 403
Chapter Summary 405
Key Terms 405
Critical Discussion Questions 405
Closing Case: Which Side Is Toyota On? 406
Notes 407
Integrative Cases 412
IC 1 AGRANA: From a Local Supplier to a Global Player 412
IC 2 Bookoff, Amazon, and the Japanese Retail Bookselling Industry 418
IC 3 Mattel and the Toy Recalls 428
IC 4 Not a Toy Problem: How Chinese Toymakers Respond to Recalls 438
IC 5 Unilever’s “Fair & Lovely” Whitening Cream: Doing Well But Not Doing Good 442
IC 6 Competition in the Chinese Automobile Industry 450
IC 7 Pizza Patrón Eyes Mexico 458
IC 8 Pearl River Piano Group’s International Strategy 468
IC 9 Is a Diamond (Cartel) Forever? 472
IC 10 Sunflower Company: Adapting to Changing Market Conditions 480
IC 11 Corporate Strategy at Cardinal Health 488
IC 12 3i Group’s Private Equity Investment in China’s Little Sheep 494
IC 13 Have You Offset Your Own Carbon Emissions? 508
IC 14 Building a Better Rat Trap for the Irula 510
Glossary 520
Index of Names 530
Index of Companies 542
Index of Subjects 548
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2012-02-04