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Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationInternational Business StrategyVerbeke provides a new perspective on international business strategy bycombining analytical rigour and true managerial insight on the functioningof large multinational enterprises (MNEs). With unique commentary onforty-eight seminal articles published in the Harvard Business Review, SloanManagement Review and California Management Review over the past threedecades, Verbeke shows how these can be applied to real businesses engagedin international expansion programmes, especially as they venture intohigh-distance markets. The second edition has been thoroughly updatedand features greater coverage of emerging markets with a new chapter andseven new cases. Suited for advanced undergraduates and graduate courses,students will benefit from updated case studies and improved learningfeatures including ‘management takeaways’, key lessons that can be appliedto MNEs and a wide range of online resources. in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore information‘Two things make Alain Verbeke’s book stand out from other textbooks. First, itincorporates the latest theoretical insights and helps students to understand thecomplexities of international business in the real world. Second, it is trulyintegrative, presenting a framework in the first half of the book that is consistentlyused in all subsequent chapters and applications.’Sjoerd Beugelsdijk, Professor of International Business, University ofGroningen, The Netherlands‘This is a most impressive textbook which effortlessly blends analytical depth,strategic problem-solving skills and vivid engagement with the most challenginginternational contexts. Having long searched in vain for such a three-dimensionaltextbook, I believe it is one of a kind. Alain Verbeke has pulled off one of thehardest feats in management education.’Manuel Hensman, Professor of Strategic Management, Solvay Brussels School ofEconomics and Management, BelgiumFrom 1st edition: ‘Alain Verbeke draws on his unmatched knowledge of international business research and provides a fresh and insightful, integrated perspective for rethinking the foundations of international strategy. This highlyreadable text supported by excellent cases should appeal to students whosemanagerial careers will span an increasingly global economy. International strategy faculty will find that the text easily lends itself to customizing the course totheir particular needs. This book deepens our understanding of the global economy and the evolving role of the multinational enterprise.’Arie Y. Lewin, Professor of Strategy and Sociology, The Fuqua School ofBusiness, Duke University, and Editor-in-Chief of the Journal of InternationalBusiness Studies (2002–7)‘Being the first of its kind, this insightful textbook not only describes the mainacademic insights relevant to international business strategy, but also rigorouslyscrutinizes and reinterprets them using an overarching yet simple frameworkcomposed of country, firm, and individual-level concepts. By taking this reflectiveand integrative approach, Verbeke offers an unprecedented learning experience toboth students and practitioners by greatly enhancing their understanding ofsuccessful international strategy formulation and implementation.’Arjen Slangen, Associate Professor of International Business,Rotterdam School of Management, The Netherlands in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationInternationalBusiness StrategyRethinking the Foundations ofGlobal Corporate SuccessSecond EditionALAIN VERBEKE in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationUniversity Printing House, Cambridge CB2 8BS,United KingdomCambridge University Press is part of the University of Cambridge.,It furthers the University ’ s mission by disseminating knowledge in the pursuit ofeducation, learning and research at the highest internationa l levels of excellence.www.cambridge.orgInformation on this title: www.cambridge.org/9781107683099 Alain Verbeke 2013This publication is in copyright. Subject to statutory exceptionand to the provisions of relevant collective licensing agreements,no reproduction of any part may take place without the writtenpermission of Cambridge University Press.First published 20134th printing 2015Printed in the United Kingdom byi Bell and Bain Ltd, GlasgowA catalogue record for this publication is available from the British LibraryLibrary of Congress Cataloguing in Publication dataVerbeke, Alain, author.International business strategy : rethinking the foundations of global corporatesuccess / Alain Verbeke. – Second edition.pages cmISBN 978-1-107-68309-9 (pbk.)1. International business enterprises – Management. 2. International businessenterprises – Management – Case studies. 3. Strategic planning. 4. Strategic planning – Casestudies. I. Title.HD62.4.V466 2013658.40 092–dc23 2012033810ISBN 978-1-107-02789-3 HardbackISBN 978-1-107-68309-9 PaperbackAdditional resources for this publication at www.cambridge.org/verbekeCambridge University Press has no responsibility for the persistence oraccuracy of URLs for external or third-party internet websites referred toin this publication, and does not guarantee that any content on suchwebsites is, or will remain, accurate or appropriate. in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationContentsList of figuresList of case studiesAbout the authorForeword from Jean-François HennartAcknowledgementsList of abbreviationsWalkthroughpage viixxiiixvxvixviiixxiiIntroduction and overview of the book’s framework1Core conceptsConceptual foundations of internationalbusiness strategyThe critical role of firm-specific advantagesThe nature of home country location advantagesThe problem with host country location advantagesCombining firm-specific advantages and locationadvantages in a multinational network111379103133Part II678910Functional issuesInternational innovationInternational sourcing and productionInternational financeInternational marketingManaging managers in the multinational enterprise193195219245273303Part III111213141516ADynamics of global strategyEntry mode dynamics 1: Foreign distributorsEntry mode dynamics 2: Strategic alliance partnersEntry mode dynamics 3: Mergers and acquisitionsThe role of emerging economiesEmerging economy multinational enterprisesInternational strategies of corporate social responsibility327329355385417455483Part I12345157v in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationContents16BInternational strategies of corporate environmentalsustainabilityConclusion: The true foundations of global corporate success519551Appendix: Suggested additional readingsIndex563570vi in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore 34.14.24.35.15.25.35.45.55.65.75.86.16.27.1Core conceptspage 14The essence of international business strategy35Centralized exporter36International projector36International coordinator37Multi-centred MNE37Ten patterns of FSA development in MNEs41Non-location-bound (or internationally transferable)FSAs as drivers of economies of scope across markets andproducts88Domestic ‘diamond’ determinants as drivers of home-baselocation advantages, and subsequent FSAs111Porter’s single diamond model and the double diamondmodel112A multilevel analysis of the diamond determinants116The MNE’s diminishing stock of internationally transferableFSAs as a function of ‘Distance’140The need for LB FSAs as a function of ‘Distance’141Ghemawat’s perspective of FSA development in MNEs141A classification of subsidiary roles in the MNE161The impact of procedural justice165MNE resource base – subsidiaries as driving factor167Bartlett and Ghoshal’s perspective on FSA developmentin MNEs168Unbundling subsidiary roles in Bartlett and Ghoshal (1986)170The impact of regional integration on subsidiarydynamics173Organizational structure at Nestlé in 2012178The Tata Group holding structure187Home-base-exploiting and augmenting foreign R&D units205Patterns of FSA development in home-base-exploiting andaugmenting research centres in MNEs206Six roles of foreign manufacturing plants222vii in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationList of 14.215.115.215.316A.1Ferdows’ analysis of FSA development in MNEsKey differences among the six plant typesA classification of operating exposure at the subsidiary levelPatterns of FSA development from managing operatingexposure in MNEsCentralized exporter: Operating exposure from changes inthe real exchange rate between the currencies of countriesA and BMulti-centred MNE: Overall exposure from the individualexposures of all foreign affiliatesInternational projector: Centralized exposure managementInternational coordinator: Network optimizationThe current Porsche holding structureProduct standardization as the driver of globalcompetitivenessLevitt’s perspective of FSA development in MNEsInternational projector: Expatriates as knowledge carriersMulti-centred MNEs: Expatriates as carriers of core valuesand trusted communication channelsInternational coordinator: Expatriates as key resources tolink internationally transferable FSAs and locationadvantages of host nationsFSA development in international distribution: Arnold’sperspectiveOptimal governance of international distributionAn integrative approach to coordinate various componentsof the supply chainManaging foreign distributionDissipation of FSA bundles to alliance partnersAlliance in emerging economiesAlliance in emerging economiesMNE foreign market penetration via wholly owned affiliatesversus alliancesM&A partnersThe top 10 of the global PC market in 2004Top vendors in the global PC market in 2011Patterns of FSA development in emerging economy MNEsMNE operations in emerging economiesSix types of EMNEsThe ‘smiling curve’FSA development in EMNEsCSR and location viii in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationList of figures16A.216A.316B.116B.2Location advantages and MNE CSRPatterns of CSR development in MNEsThe Porter and multiple diamond model perspectives onenvironmental strategyPatterns of environmental FSA development in MNEs496497531533ix in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationCase .18.29.19.210.111.112.113.113.214.1Honda’s ‘answers’ to the seven basic questions ininternational strategy formationpage 61Four Seasons’ ‘answers’ to the seven basic questions ininternational strategy formation653M, the spirit of innovation91IKEA96The rise, fall and resurgence of industrial hot spots: Theexperience of Silicon Valley and Boston’s Route 128117Shiseido: Becoming an insider in the perfume businessin France124Coping with the four dimensions of distance in theinternational expansion of Starbucks145Wal-Mart’s retreat from Germany: How distance made thereplication of a domestically successful model impossible149Organizational transformation at Nestlé175Organizational transformation at the Tata Group180Globalizing corporate R&D at Siemens208Sony: Managing the international R&D network211Defining the roles of manufacturing plants at Flextronics231Internationalizing production at BMW: An unfortunateexperience in the UK236Avon: Dancing with volatile exchange rates261Porsche: Fighting with currency swinging265International marketing at beer brewer AnheuserBusch – InBev284A rising star from China: Haier Group291Managing expatriates at LVMH318The direct sales model or a ‘dual system’ model: Dell’sdistribution strategy in China344Danone’s affair in China373CEMEX: Growing and growing stronger?397Lenovo: A Chinese company grows an international brand404AIG: Filling the institutional voids in China433x in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationList of case studies14.215.115.216A.116A.216B.1Just Google it: China and IndiaChinese energy goes AfricanInfosys: The rise of a leading IT giant from IndiaTalisman: An unexpected war?Sweatshop wars: Nike and its opponents in the 1990sShell’s environmental management strategy439466472499508536xi in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore information in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationAbout the authorDr Alain Verbeke is an Elected Fellow of the Academy of International Businessand former Editor of the Journal of International Business Studies (AreaMultinational Enterprise Theory and International Strategy). He is an AcademicAssociate of the Centre for International Business and Management, Judge BusinessSchool, University of Cambridge (UK).Dr Verbeke holds the McCaig Research Chair in Management at the HaskayneSchool of Business, University of Calgary (Canada). He was previously the Directorof the MBA programme, Solvay Business School, University of Brussels (VUB,Belgium). He has also been a Visiting Professor at Dalhousie University (Canada),the University of Toronto (Canada) and the Université Catholique de Louvain(Belgium), as well as an Associate Fellow of Templeton College, University ofOxford (UK).Dr Verbeke has consulted widely for a variety of firms and public agencies,evaluating large-scale, strategic investment projects and restructuring programmes. His research and advisory work has involved numerous large multinational enterprises from Europe, North America and Asia. He has particularexpertise in the linkages between multinational enterprise corporate headquartersand foreign affiliates.xiii in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore information in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationForewordToo many international business strategy textbooks slavishly adhere to mainstream conceptual models. The publication of those models in prestigious practitioner journals such as the Harvard Business Review seems to shelter them fromscholarly criticism. The problem is that the policy recommendations derived fromthese models, while sometimes insightful, are all too often based on implicit andrestrictive assumptions. They are frequently oversimplified and seldom based on arigorous analytical framework that assesses the opportunity costs of following therecommended paths, that is the costs of foregoing alternative strategies.In this textbook of unusual depth and scope, Alain Verbeke provides a criticalreassessment of Theodore Levitt’s famous edicts on global marketing, MichaelPorter’s diamond, Prahalad and Hamel’s core competence, Bartlett and Ghoshal’stransnational solution, and many other conceptual models that have until nowbeen treated as almost sacrosanct. These mainstream views are not analysed inisolation, but systematically within the context of a simple but insightful conceptual framework, which synthesizes several decades of scholarly research onmultinational enterprise strategy.In addition to solid conceptual foundations, this book provides a rich empiricalbackground. Every concept is illustrated with examples drawn from actual managerial practice. The tight link between theory and practice makes for a powerfulintellectual toolkit, which can be directly used by senior managers as they weighalternative global strategies.As a scholar engaged in the comparative institutional analysis of multinationalenterprises, I am struck by the ad hoc quality of much of the advice offered tosenior managers. Too often such advice makes short shrift of the considerablebody of theoretical insights and empirical evidence that has been amassed byinternational business researchers over the last decades. Not so with this bookwhich shows, once again, that ‘nothing is more practical than a good theory’.Jean-François HennartFellow of the Academy of International BusinessProfessor of International ManagementTilburg UniversityThe Netherlandsxv in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationAcknowledgementsIt has been a privilege to work on the second edition of this book with PaulaParish, Editor and Josephine Lane, Assistant Editor at Cambridge UniversityPress. I would not have been able to complete the work without the extraordinaryhelp of Jenny Hillemann.I am pleased to acknowledge the generous financial support of the McCaig familyin Calgary, Canada. Their leadership in funding the McCaig Research Chair inManagement allowed me to write this textbook. I have also received valuablefinancial support from the Social Sciences and Humanities Research Council(SSHRC) in Canada and, earlier, from the Geconcerteerde Onderzoeksactie(GOA) at the University of Brussels (VUB), Belgium.Denise Larsen, Jill Thorlacius and Amin Zargarzadeh provided fine researchassistance for this second edition. Intellectual exchanges with Sjoerd Beugelsdijk,Markus Nordberg, Christos Pitelis, Bob Schulz, Paul Beamish, John Cantwell,Shih-Fen Chen, Anthony Goerzen, Birgitte Grøgaard, Liena Kano, Ans Kolk,Sarianna Lundan, Anoop Madhok, Hemant Merchant, Ravi Ramamurti, PeterSherer, Steven Tallman, Ilan Vertinsky, Bernard Wolf, Bernard Yeung andGeorge Yip helped me refine various components of the manuscript.With pride, I acknowledge my former student and friend, Wenlong Yuan,whose assistance has been invaluable. He co-drafted most of the cases in thebook’s first edition, and provided substantive comments on the manuscriptthroughout the writing process.Sjoerd Beugelsdijk, a well-known business scholar, developed a substantialbody of excellent online materials while using the book at the University ofGroningen in the Netherlands. I am very grateful to him for making theseavailable to other instructors adopting the book.With abiding gratitude, I acknowledge my colleagues in international business,whose ideas have inspired the concepts developed throughout the text. First, myfriend and mentor, Alan Rugman, with whom I have worked for twenty-fiveyears. Second, the late John Dunning, Peter Buckley, Mark Casson, Jean-FrançoisHennart, Julian Birkinshaw and the late Sumantra Ghoshal, whose brilliantconceptual ideas have greatly influenced my own thinking and writing on international business strategy. Third, my colleagues, Jean Boddewyn, Lorraine Eden,Arie Lewin, Klaus Macharzina and Daniel Van Den Bulcke, from whom I havexvi in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationAcknowledgementslearned much about collegiality, inclusion and institution building in the field ofinternational business.I should also like to acknowledge the hundreds of senior managers fromaround the globe who shared with me their insight and dreams of internationalgrowth for the companies they cherish.Finally, I thank my wife and our children for their patient support. In particular, I am grateful to Sophie-Charlotte for her eager solidarity. When drafting thebook’s initial version, she sat shoulder to shoulder with me watching Dora, theExplorer. Embarked on separate adventures, we happily travelled together.Calgaryxvii in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore CADCAMCCCCDCEOCMDCMRCNOOCCNPCCSRCTMinnesota Mining and Manufacturing CompanyAnheuser BuschAutomation and controlAsian-American Free Labor InstituteAmerican Asiatic UnderwritersAcer Computec Latino AmericaAmerican International AssuranceAmerican International GroupCompanhia de bebidas das AméricasAutomotive performance, execution and layoutArchitecture of integrated information systemsAlliance-specific advantagesAutomated teller machinesBrightness enhancement filmBayerische FlugzeugwerkeBritish Leyland Motor CorporationBayerische Motoren WerkeBest position, best practice, and best performanceBritish PetroleumBeauté Prestige InternationalBrazil, Russia, India and ChinaBoussois-Souchon-NeuveselComputers and communicationsComputer-aided designComputer-aided manufacturingChina customer centreCompact diskChief executive officerCommittee of Managing DirectorsCalifornia Management ReviewChina National Offshore Oil CorporationChina National Petroleum CompanyCorporate social responsibilityCorporate technologyxviii in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationList of HPHPsHRHTMLHTTPI&CIBMICJICTIEIPOIPRITChief technology officerControlled vortex combustion chamberDigital Equipment CorporationData General Corp.Deutsche MarkEuropean business centreEuropean distribution centresEvery day low priceEmerging economy multinational enterprisesElectronics manufacturing serviceEnterprise resource planningFederal Aviation AdministrationForeign direct investmentFair Labor AssociationFlexible manufacturing systemsFirm-specific advantageGlobal competitiveness indexGross domestic productGeneral ElectricGeneral MotorsGlobal manufacturing systemGreater Nile Petroleum Operating CompanyGovernment of SudanGlobal technology fieldsHarrisons & CrosfieldsHonda of America manufacturingHarvard Business ReviewHarvard Business SchoolHewlett-PackardHigh potentialsHuman resourcesHyper text mock-up languageHyper text transfer protocolInformation and communicationInternational Business MachinesInternational Court of JusticeInformation communication technologyInstrumentation Engineering, Inc.Initial public offeringIntellectual property rightsInformation technologyxix in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationList of st-in-timeJoint ventureKentucky Fried ChickenLocation advantagesLocation-boundLiquid crystal displayLiquefied natural gasLake Stevens Instrument DivisionMoët Hennessy Louis VuittonMergers and acquisitionsMaster of Business AdministrationMulti-chip moduleMultifiber ArrangementMarket information centreMassachusetts Institute of TechnologyMultinational enterpriseNorth-American Free Trade AgreementNorth American operationsNational Association of Securities Dealers Automated QuotationsNational Cash RegisterNippon Data General CorporationNippon Electric CompanyNon-governmental organizationNational Iranian Oil CompanyNon-location-boundNippon Mini Computer CorporationNestlé Purina PetCareNew United Motor Manufacturing Inc.New York Stock ExchangeOriginal design manufacturingOriginal equipment manufacturingOrganizational and management reviewProcter & GamblePersonal computerPrinted circuit boardsPrinted circuit board assembliesPeople’s Insurance Company of ChinaPin-through-holeResearch and developmentRenminbiRemote terminal unitsxx in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationList of TTBUNCTADUNCTCVETVLSIVUBShell African Petroleum RefinerySony Broadcast LimitedStrategic business unitShell coal gasification processSiemens Corporate ResearchChina Petroleum and Chemical CorporationSiemens Information Systems LimitedSocieta Metallurgica ItalianaSloan Management ReviewSurface mount technologySony Corporation of AmericaSony Overseas S.A.Shell Petroleum Development CompanySudanese People’s Liberation MovementStanford Research InstituteSubsidiary-specific advantagesStrategic sourcing initiativeSport utility vehicleTechnical barriers to tradeTata Consultancy ServicesTime-keeping systemToyota production systemTotal quality managementToronto Stock ExchangeTechnology-to-businessUnited Nations Conference on Trade and DevelopmentUnited Nations Centre on Transnational CorporationsVocational education and trainingVery large scale integrationUniversity of Brussels(Compiled by: Charles A. Backman)xxi in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationWALKTHROUGHChapter 14Caseexamples4ManagementInsight4International Business Strategy presents,interprets and critiques 48 seminal articlesfrom the Harvard Business Review, SloanManagement Review and CaliforniaManagement Review. It synthesizes thepractical knowledge contained in thesearticles into a unifying framework ofseven key concepts for successful globalbusiness. These concepts are analysed indetail in Chapter 1.Chapter 1 includes a wide range ofshort case examples featuringhigh-profile multinational firms. Thecase examples illustrate aspects of eachof the seven key concepts of successfulbusiness strategy in practice.A rigorous and in-depth analysis ofarticles drawn from the leadingpractitioner journals. Their content isfully explored in terms of the keyconcepts in international businessstrategy, as well as recent real-worldexamples.xxii in this web service Cambridge University Presswww.cambridge.org

Cambridge University Press978-1-107-02789-3 - International Business Strategy: Rethinking the Foundations of GlobalCorporate Success: Second EditionAlain VerbekeFrontmatterMore informationWALKTHROUGHThirty ‘half-length’ case studies arespread throughout the text to relatethe concepts discussed to real-lifeexamples in global business. Theseprovide up-to-date coverage of leadingfirms and offer valuable material forindependent or classroom study.Questions at the end of each case studytest and reinforce the reader’sknowledge and understanding of themain ideas discussed in the case.For students:**Links to articles in Fortune, FT, etc., with cases that can be applied to theframework developed in the book. This set will be updated and will growover time.Links to useful databases and other electronic sources of usefulinformation relevant to international business strategy.3 Casestudies3 Casequestions3WebmaterialsFor lecturers:***The answers to the case study questions (password pr

International business strategy : rethinking the foundations of global corporate success / Alain Verbeke. – Second edition. pages cm ISBN 978-1-107-68309-9 (pbk.) 1. International business enterprises – Management. 2. International business enterprises – Management – Case studies

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