Contemporary Corporate Strategy: Global Perspectives

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ISBN: 9780415385954 | 0415385954
Cover: Hardcover
Copyright: 2/20/2008

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Globalization is a universal phenomenon and so are the strategic responses of the companies striving to be successful in the globalized economy. This book presents an array of international perspectives and case studies on global corporate strategy. Themes covered include: mergers and acquisitions innovation the strategic performance of firms. With its galaxy of stellar contributions, this book is required reading for all those involved in strategy and strategic management.

List of tables	p. xvii
List of figures	p. xix
List of contributors	p. xx
Preface	p. xxii
Acknowledgements	p. xxiii
Globalisation and the multinational enterprises' corporate strategy in the third millennium	p. 1
Different perspectives on globalisation	p. 2
Globalisation: a brief historical account	p. 3
Multinational enterprises and their global reach	p. 4
MNEs' corporate strategy in the third millennium	p. 7
The evolving mindset by enterprises to develop international business strategy	p. 7
A hierarchy of strategy	p. 9
International mentality	p. 9
Multinational mindset	p. 10
Global mindset	p. 10
Keys to a successful global strategy	p. 10
Developing the core strategy	p. 11
Internationalisation of the core strategy	p. 12
Globalisation of the international strategy	p. 13
Global strategy levers	p. 13
Market participation	p. 13
Products and services	p. 14
Activity location	p. 14
Marketing	p. 14
Competitive moves	p. 14
Benefits of global strategy	p. 15
Drawbacks of global business strategy	p. 16
Transnational mentality	p. 16
Striking the right balance	p. 18
Growth and innovation strategies in global competition	p. 24
Introduction	p. 24
Developing a theoretical framework	p. 25
Extent and scope of multinational R&D coordination	p. 25
Typology of MNEs' central coordination	p. 26
Modelling global growth and innovation strategies	p. 27
Production process	p. 29
Diffusion process	p. 30
Coordination process	p. 30
Results and discussion	p. 31
MNE performance	p. 32
Conclusion	p. 38
Determinant factors of the entry mode choice in diversification moves	p. 43
Introduction	p. 43
Entry mode choice in diversification moves	p. 44
Conclusions	p. 54
Notes	p. 55
References	p. 56
A meta-analysis of organisational innovation	p. 61
Introduction	p. 61
Conceptual framework for the meta-analyisis of innovation	p. 62
Meta-analytical procedure	p. 64
Conclusion	p. 71
Global ethical challenges and multinational enterprises' strategic responses	p. 76
Introduction	p. 77
Ethical dilemmas in business practices around the globe	p. 77
Moral philosophies and their relevance to business ethics	p. 81
Theory of justice	p. 83
Cultural relativism in ethical decision-making	p. 83
Business ethics defined	p. 84
Why is business ethics needed?	p. 84
Concluding remarks	p. 85
Strategic alignment of information systems development	p. 90
Introduction	p. 90
Theoretical background	p. 90
IS users	p. 92
IS users' satisfaction	p. 92
User participation	p. 93
Guidelines for strategic alignment of IS development	p. 94
Implications for managers	p. 96
Concluding remarks	p. 96
Effective global negotiation strategies for corporate managers and leaders in the third millennium	p. 98
Negotiation defined	p. 99
Cross-cultural negotiation defined	p. 99
Components of negotiation	p. 100
Types of negotiation	p. 100
Cross-cultural influences on negotiations	p. 101
The negotiation process	p. 102
Stages of a negotiation	p. 103
Interpersonal relationship building	p. 104
Exchanging task-related information	p. 104
Persuasion	p. 104
Agreement	p. 105
Cross-cultural dimensions affecting negotiations	p. 105
When to negotiate?	p. 106
Who should negotiate?	p. 106
Developing effective negotiation skills	p. 107
Individual qualities of negotiators	p. 108
Different approaches to negotiation	p. 108
Negotiation strategies: some guidelines	p. 109
Negotiation tactics	p. 110
Concluding remarks	p. 112
Strategies of multinational enterprises of small economies	p. 114
Introduction	p. 114
The development of Greek international business in Eastern Europe - Black Sea Economic Cooperation Area (1989-2005)	p. 115
The Hellenic FDI in Eastern Europe: historical dimension and methodological issues	p. 118
Theoretical framework	p. 119
The strategies of Hellenic multinationals under the scope of the globalisation versus localisation approach	p. 124
Concluding remarks	p. 126
The merger phenomenon in higher education	p. 131
Introduction	p. 131
The merger phenomenon in higher education	p. 132
Rationale for merger activity in higher education	p. 135
The post-merger integration stage	p. 136
Conclusion	p. 137
Effective corporate strategies for implementation of quality management in service organisations	p. 139
Growing interest in QM	p. 139
The notion of internal marketing	p. 139
Corporate cultural change	p. 140
Internal organisational communication	p. 141
A conceptual model	p. 141
Brief overview of research objectives	p. 142
The research question	p. 144
Research methodology and data collection	p. 144
Characteristics of the study respondents	p. 147
Basic description of the achieved data set	p. 147
Respondent evaluation of QM success	p. 148
Overall evaluation of the successful implementation of QM programmes	p. 149
QM programmes implementation process	p. 150
Descriptive results for implementation factors (IM, IOC and CCC)	p. 152
Multiple determination of group membership	p. 152
The specification of independent variables	p. 152
Sample division for validation purposes	p. 154
MDA function derivation	p. 155
Validation of discriminant functions	p. 155
Discriminant analysis of independent variables	p. 157
Summary	p. 159
Limitations of study	p. 160
Further research	p. 160
Adaptation of Polish hospitals to radical environmental change	p. 164
Introduction	p. 164
Institutional context - changing environment	p. 164
Adaptation strategies - organisational response	p. 165
Organisational change theory and problems of adaptation in the context of the healthcare sector	p. 165
Research model	p. 168
Research design	p. 169
Effective adaptation	p. 170
Leadership	p. 175
Change sequence	p. 177
Conclusions	p. 178
Evolution of structure and strategy of the Turkish automobile industry	p. 181
World automobile industry	p. 181
Geo-strategic position of Turkey	p. 186
The structure of the Turkish automobile industry	p. 188
The importance of the automobile industry	p. 193
Macro-environmental factors in the Turkish automobile sector	p. 196
The major players and strategic movement in the Turkish automobile industry	p. 198
Conclusion	p. 213
The effects of causal ambiguity on firm performance	p. 216
Theoretical framework/effects of causal ambiguity	p. 218
Methodology	p. 220
Results	p. 222
Discussion and conclusions	p. 224
A firm's strategic orientation and performance	p. 230
Introduction	p. 230
Strategic orientation and performance relationship	p. 231
Contingency effects of strategic orientation-performance relationship	p. 233
Methodology	p. 238
Statistical analysis and discussion	p. 240
Conclusions, limitations and further research areas	p. 246
Strategies for best practice in project management	p. 252
Project management	p. 253
The fundamentals of project management	p. 253
The distinction between line and project management	p. 254
Key success factors of international project management	p. 255
Best practice in project management	p. 257
Project management: an international perspective	p. 258
Communication	p. 259
Control systems	p. 260
Organisational designs in different cultures	p. 260
Organisational support	p. 261
People as subsystems	p. 262
Guidelines for best practice in international project managers	p. 262
Project personnel management	p. 263
Client consultation and acceptance	p. 263
Training and education	p. 264
Breaking the project into bite-size chunks	p. 264
Product perspective	p. 264
Risk management	p. 265
Concluding remarks	p. 266
Organisational size, distinctive competencies and performance	p. 269
Introduction	p. 269
Resource-based view	p. 270
Methodology	p. 275
Results	p. 277
Conclusion	p. 279
Strategies for developing an excellence paradigm of intraorganisational marketing culture and quality management	p. 285
The notion of 'internal marketing'	p. 285
Conceptual definition of IM	p. 286
Quality management approach	p. 289
Linkage between QM and IM	p. 290
Corporate cultural change	p. 291
CCC and QM	p. 292
CCC and IM	p. 293
IOC	p. 294
IOC and IM	p. 296
Effective strategies for conflict management	p. 301
Conceptualisations of Conflict	p. 302
Traditional managerial perspective and strategies on conflict	p. 302
Contemporary managerial perspective and strategies on conflict	p. 303
Functional conflict	p. 303
Dysfunctional conflict	p. 303
Sources and types of conflict	p. 304
Factors that influence perception and tolerance of conflict in different cultures	p. 305
Managerial strategies on conflict across cultural frontiers	p. 306
Concept of face and managerial strategies in different cultures	p. 307
Managerial conflict resolution approaches	p. 309
Mediating conflict across cultural frontiers	p. 310
Concluding remarks	p. 310
Managing the potential conflict with an external advisor within the acquisition process	p. 314
Theory, research model and hypotheses	p. 314
Discussion	p. 323
Managing innovation and learning in dynamic environments	p. 328
Introduction	p. 328
Theory and hypotheses	p. 329
Antecedents of rapid response capabilities	p. 331
Environmental dynamism as external driver for rapid response capabilities	p. 332
Method	p. 333
Results	p. 335
Discussion	p. 337
Absorptive capacities as drivers for rapid response capability	p. 337
Environmental dynamism as drivers for rapid response capability	p. 338
Concluding remarks	p. 338
Index	p. 343
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Contemporary Corporate Strategy: Global Perspectives

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