Collinson International Business 8th Edition by Simon Collinson, Alan Rugman 1292274158 9781292274157

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ISBN 10: 1292274158

ISBN 13: 9781292274157

Author: Simon Collinson; Alan M. Rugma

 

For undergraduate and postgraduate students taking modules in international business, international strategy and global business practice.

Explore and understand international business through practical, theory and analytical frameworks

International Business, 8th Edition, by Collinson, Narula andRugman presents data and evidence to assist you to map trends, make predictions and take on the role of decision makers in business and governments, in orderto enableyou to lead organizations with real insight in a complex, global environment. This textbook connects tried-and-tested theory, analytical frameworks, data and case examples to deliver a comprehensive guide to the subject from authors who keep pace with the ongoing developments in both theory and practice, focusing on the impacts of decisions on both the performance of multinational firms and the societies and economies they work in.

Collinson International Business 8th Table of contents:

Part One: THE WORLD OF INTERNATIONAL BUSINESS

Chapter 1: An Introduction to International Business

Objectives of the chapter

Introduction

What is international business?

Globalisation

The outcomes of globalisation

Understanding interdependence in globalisation

Regional integration

Mapping globalisation

Technology and innovation

New technologies

The knowledge-intensive, multi-technology firm

Socio-political developments

What are institutions?

Institutions and supranational agreements

Globalisation and liberalisation

Multinational enterprises

Proto-globalisation and the MNE in historical context

The industrial revolutions and the growth of private firms

Foreign direct investment

Measuring FDI and MNE activity

MNEs before World War II

The rise of the modern MNE

International business in the modern era

1950-90: the rise of the triad

1990-2017: the rise of new players and forms of activity

Modularisation, outsourcing and value chains

The continuing importance of the state-owned enterprise

Emerging economy MNEs – significant but exaggerated

Dominance of the triad continues

Small and medium-sized enterprises

The fragmented firm: global value chains and production networks

Outsourcing, offshoring and nearshoring

Key points

Key terms

Notes

Bibliography

Chapter 2: General Frameworks in International Business

Objectives of the chapter

Active Learning Case: Starbucks: a global ‘coffee culture’

Introduction

Firm-specific advantages/ownership advantages

A classification of O advantages

Location advantages/country-specific advantages

A classification of L advantages

International Business Strategy in Action: US manufacturing: from China to Mexico

The eclectic paradigm: putting it all together

Strategic management of MNEs: an introduction

Steps in the strategic management process

A framework for global strategies: the FSA-CSA matrix

The FSA-CSA matrix

Why firms become MNEs

How do firms engage in international activities?

Entry modes

Non-equity entry modes

Equity entry modes

Collaborative agreements/strategic alliances

International new ventures and ‘born global’ firms

The international activities of SMEs

The practical challenges for internationalising SMEs

International Business Strategy in Action: Worrying times for Singapore’s SMEs

How do SME managers know which markets to enter?

Modes of entry and adaptation for success in foreign markets

Key points

Key terms

Real Cases

Walmart Inc.

Back again? IKEA’s re-entry into Japan

Notes

Bibliography

Chapter 3: Multinational Enterprises, Innovation and Competitiveness

Objectives of the chapter

Active Learning Case: GE Healthcare in India: locally driven innovation

Introduction

Trends in innovation at the country and firm level

The resource-based view (RBV) and the VRIO framework

Resources and capabilities

The VRIO framework

Dynamic capabilities

Quick learning/incremental learning

Integration of new assets/radical learning

Modification and transformation of new organisational assets

Dynamic capabilities and small firms

International Business Strategy in Action: Spreadshirt: open innovation

Innovation and location advantages

International dimensions of innovation

The location of innovation activities in the MNE

International Business Strategy in Action: Innovation networks at IBM

The innovative MNE as a differentiated network

Key points

Key terms

Real Cases

Canon Group

R&D at Hewlett-Packard

Notes

Bibliography

Part Two: THE ENVIRONMENT OF INTERNATIONAL BUSINESS

Chapter 4: International Politics

Objectives of the chapter

Active Learning Case: How risky is foreign investment in Russia?

Introduction

Political ideologies and economics

Political systems

Economic systems

Government control of assets

International Business Strategy in Action: Greece: third (bailout) time lucky

Government-business cooperation

Japan and EU assistance

US competitiveness

Economic integration

Trade creation and trade diversion

Levels of economic integration

Economic integration: an overall perspective

Ethics, environment, MNEs and the civil society

International Business Strategy in Action: Businesses and NGOs work together on climate change

The European Union (EU)

Other examples of economic integration

Key points

Key terms

Review and discussion questions

Real Cases

How environmental regulations can be used as trade barriers

Turkish lira in crisis: record low in 2018

Notes

Bibliography

Chapter 5: International Culture

Objectives of the chapter

Active Learning Case: Cultures clash as big pharma gets bigger

Introduction

What is culture?

The importance of culture in different business contexts

Culture has always been important

International Business Strategy in Action: McDonald’s

National stereotypes and key dimensions of culture

Culture at two levels

Hofstede’s four dimensions of culture

Trompenaars’ seven dimensions of culture

The GLOBE project’s nine dimensions of culture

Applying the national culture frameworks

‘The way we do things here’: the implications of cultural differences for organisations and managers

Cross-cultural management

Organisation

Leadership

Communication

The corporate response

Multinational organisation structures: imperialist or independent?

Culture clash in cross-border M&A and joint ventures

International Business Strategy in Action: The collective culture of John Lewis & Partners

Culture embodied in national institutions

France: cultural and social characteristics that create a national distinctiveness

Key points

Key terms

Review and discussion questions

Real Cases

Konami is watching its employees

Sport can be local and global: Manchester United

Notes

Bibliography

Chapter 6: International Trade

Objectives of the chapter

Active Learning Case: US-China trade war: battle of the giants

Introduction

International trade theory

Theory of absolute advantage

Theory of comparative advantage

Factor endowment theory

International product life cycle theory

Other important considerations

International Business Strategy in Action: Microsoft shows the world is not flat

Barriers to trade

Reasons for trade barriers

Commonly used barriers

Tariffs

International Business Strategy in Action: Brexit: A sharp lesson in the importance of trade interde

Non-tariff barriers to trade

Quotas

‘Buy national’ restrictions

Customs valuation

Technical barriers

Anti-dumping legislation, subsidies and countervailing duties

Agricultural products

Export restraints

Other economic developments

Countertrade

Trade in services

Free trade zones

Key points

Key terms

Review and discussion questions

Real Cases

China’s Rare Earth Minerals

Dumping on trade complaints

Notes

Bibliography

Appendix: Balance of payments

Chapter 7: International Financial Markets and Institutions

Objectives of the chapter

Active Learning Case: Barclays Bank international financial dealings

Introduction

Foreign exchange markets

Foreign exchange markets in the United States

Determination of the exchange rate

Purchasing power parity

International Fisher effect

Combined equilibrium relationships

Other factors determining exchange rates

Protecting against exchange risk

Alternatives to minimise exchange risk

International Business Strategy in Action: The Big Four

Foreign money and capital markets

MNEs and national money markets

MNEs and national capital markets

Regional money and capital markets

The eurocurrency market

Eurocurrency interest rates

Other market characteristics

Criticisms of the euromarkets

Eurobonds and euroequities

International Business Strategy in Action: AngloGold Ashanti

The IMF system

Unresolved problems with the IMF system

MNEs and international financial markets and institutions

Key points

Key terms

Review and discussion questions

Real Cases

HSBC

Slowdown in China: Global financial markets and contagion effects

Notes

Bibliography

Part Three: INTERNATIONAL BUSINESS STRATEGIES

Chapter 8: Multinational Strategy

Objectives of the chapter

Active Learning Case: Vodafone and the triad telecom market

Introduction

Strategic orientations

International Business Strategy in Action: Tesco at home and abroad

Strategy formulation

External environmental assessment

Internal environmental assessment

Goal setting

Strategy implementation

Location

International Business Strategy in Action: Fuji Xerox and Xerox

Ownership

Functional strategies

Control and evaluation

Common methods of performance measurement

Key points

Key terms

Review and discussion questions

Real Cases

3M

Social media: Serengetee

Notes

Bibliography

Appendix: Regional aspects of multinationality and performance

Chapter 9: Organising Strategy

Objectives of the chapter

Active Learning Case: Procter & Gamble

Introduction

Organisation structures

Early organisation structures

International Business Strategy in Action: Sanofi-Aventis

The international division

Global organisation structures

International Business Strategy in Action: Baker Tilly changes its name to RSM

Strategic management and organising strategy

Analysis of key structural variables

Coordination

Key points

Key terms

Review and discussion questions

Real Cases

LVMH: organising luxury products in the international arena

Maersk Group

Notes

Bibliography

Chapter 10: Corporate Strategy and National Competitiveness

Objectives of the chapter

Active Learning Case: Worldwide operations and local strategies of ABB

Introduction

The single diamond

Determinants and external variables

Critique and evaluation of the model

The double diamond

Canada and the double diamond

International Business Strategy in Action: Nokia and Ericsson: moving beyond mobiles

Mexico and the double diamond

Integration and responsiveness

Integration versus national responsiveness

International Business Strategy in Action: Renewed advantage through vertical integration at Floreal

Balancing the trade-offs

Key points

Key terms

Review and discussion questions

Real Cases

The global beer industry: decline and growth at the same time?

IBM

Notes

Bibliography

Part Four: FUNCTIONAL AREA STRATEGIES

Chapter 11: Production Strategy

Objectives of the chapter

Active Learning Case: GE production: from Six Sigma to the GE Store

Introduction

Research, development and innovation

Speed-to-market

Generation of goods and services

Global sourcing

International Business Strategy in Action: H&M learning from Zara

Manufacturing of goods

International Business Strategy in Action: Magna International Inc.

Developing a strong service orientation

International logistics

Transportation

Packaging

Storage

Different kinds of global production systems

Strategic management and production strategy

Technology and production design

Continuous improvement

Productivity

Key points

Key terms

Review and discussion questions

Real Cases

Flextronics

Nike

Notes

Bibliography

Chapter 12: Marketing Strategy

Objectives of the chapter

Active Learning Case: Adidas: promoting a global sports brand

Introduction

International market assessment

Initial screening: basic need and potential

Second screening: financial and economic conditions

Third screening: political and legal forces

Fourth screening: socio-cultural forces

Fifth screening: competitive environment

Final selection

Product strategies

Little or no modification

Moderate to high modification

International Business Strategy in Action: Weeby buys Tappy

Promotion

Nature of the product

Advertising

International Business Strategy in Action: The 2018 retail crisis catches up with Marks & Spencer

Personal selling

Pricing

Government controls

Market diversity

Currency fluctuations

Price escalation forces

Place

Different distribution systems

Choosing the best distribution system

Strategic management and marketing strategy

Ongoing market assessment

Internet marketing and ‘open innovation’

Key points

Key terms

Review and discussion questions

Real Cases

Bang & Olufsen

Mirum – never lose your sense of wonder!

Notes

Bibliography

Chapter 13: Human Resource Management Strategy

Objectives of the chapter

Active Learning Case: The Coca-Cola Company thinks local

Introduction

Selection and repatriation

International screening criteria and selection procedures

Repatriation of expats

Training and development

Types of training

International Business Strategy in Action: The glass ceiling

Compensation

Common elements in an international compensation package

Compensation trends and comparisons

Labour relations

Labour relations practices

International Business Strategy in Action: Primark: putting global stakeholders first

Industrial democracy

Strategic management and IHRM strategies

Language training

Cultural adaptation

Competitive compensation

Specially designed HRM programmes

Key points

Key terms

Review and discussion questions

Real Cases

India’s role in the global offshoring economy

Executive search firms

Notes

Bibliography

Chapter 14: Political Risk and Negotiation Strategy

Objectives of the chapter

Active Learning Case: Nestle in Nigeria

Introduction

Generic PEST analysis

Political risk

Deregulation and political risk

The nature of political risk

Sources of political risk

Country analysis and political risk assessment

Online risk information resources

Quantifying risk vulnerability

Accounting for country risk

Negotiation strategies

Behavioural characteristics of the participants in negotiations

International Business Strategy in Action: From riches to rags: the decline of the Venezuelan oil in

International Business Strategy in Action: Intel effect

Transparency and corruption: politically sensitive political risk

Strategic management and political risk

Use of integrative and protective/defensive techniques

Key points

Key terms

Review and discussion questions

Real Cases

Huawei accused of spying

Problems with ports

Notes

Bibliography

www resources

Chapter 15: International Financial Management

Objectives of the chapter

Active Learning Case: Financial transparency at Siemens

Introduction

Determining parent-subsidiary relationships

Polycentric solution

Ethnocentric solution

Geocentric solution

Managing global cash flows

Internal funds flows

Funds positioning techniques

Multilateral netting

International Business Strategy in Action: Worldwide tax havens

Managing cash

International Business Strategy in Action: Sovereign wealth funds

Exchange risk management

Transaction risk

Translation risk

Economic risk

An example of exchange risk management

Developing forecasting and reporting systems

Capital budgeting in the MNE

Use of NPV

Institutional features

International financing in the MNE

Financial structure

Control: identifying objectives, evaluating affiliate performance and making performance consistent

Strategic international finance

Establishing overseas operations

Reducing financial risk

Key points

Key terms

Review and discussion questions

Real Cases

Carillion’s collapse

M-Pesa: Kenya’s mobile money service leapfrogging traditional banks

Notes

Bibliography

Part Five: REGIONAL STRATEGIES

Chapter 16: European Union

Objectives of the chapter

Active Learning Case: Brexit troubles for Jaguar Land Rover

The EU: origins and environment

Emergence of a Single European Market

Productivity and competitiveness: how does the EU compare?

International Business Strategy in Action: VW diesel dispute

Accessing and adapting to EU markets

Strategic acquisitions and alliances

Marketing considerations

International Business Strategy in Action: The future is Orange

Producing products and services in the EU

Management considerations

Barriers to EU market access

Key points

Key terms

Review and discussion questions

Real Cases

Accor budget hotels

Carrefour

Notes

Bibliography

Chapter 17: Japan

Objectives of the chapter

Active Learning Case: Doing business in Japan

Introduction

Political, social and cultural characteristics

A traditionally strong government role in the economy

Distinctive cultural characteristics

Economy and business

Japan and China: the new Asian powerhouse?

Business characteristics

Manufacturing strengths

Strong applied R&D

Keiretsu

International Business Strategy in Action: Kirin Beer goes international

Distribution, retailing and customer orientation

Japanese corporations

A changing nation

Restructuring capital markets

Deregulation, increased M&A and inward FDI

International Business Strategy in Action: Walmart takes Seiyu

Restructuring corporations

The decline of manufacturing and distribution keiretsu

The growth of outward FDI and offshore manufacturing

The decline of lifetime employment and changing HRM practices

Diversification strategies

Conclusions

Key points

Key terms

Review and discussion questions

Real Cases

Renault, Nissan and Mitsubishi Alliance: no pain, no gain

Sony – diversifying into the automobile industry?

Notes

Bibliography

www resources

Chapter 18: North America

Objectives of the chapter

Active Learning Case: FTA, NAFTA and CUSMA

Introduction

Canada

Canada’s economy

Differences in the business environment

International Business Strategy in Action: Air Canada’s bid for consolidation

Canada’s multinationals

Business opportunities in Canada

Franchising

Mexico

Mexico’s economy

Mexico, NAFTA and CUSMA

Regional trade agreements

Doing business in Mexico

International Business Strategy in Action: Mexico’s tomatoes

Key points

Key terms

Review and discussion questions

Real Cases

Jumex of Mexico

GlaxoSmithKline in the United States

Notes

Bibliography

Chapter 19: Emerging Economies

Objectives of the chapter

Active Learning Case: Acer Taiwan goes international

Introduction

Triad firms and emerging economy firms: why the mutual attraction?

An overview of emerging economies, by region

Asia-Pacific and the Middle East

Central and eastern Europe

Latin America and the Caribbean

Africa

International Business Strategy in Action: From Oserian to Tesco: the Kenyan cut flower industry

Shifting patterns of comparative and competitive advantage

Flying Geese model

Emerging economies as sources of innovation

Market access to the triad

International Business Strategy in Action: Korean chaebols: Hyundai and Samsung

Key points

Key terms

Review and discussion questions

Real Cases

The Indian IT, software and services industry

Bumrungrad International in Thailand

Notes

Bibliography

www resources

Chapter 20: China

Objectives of the chapter

Active Learning Case: Oxford Instruments in China

Introduction

Unprecedented scale, scope and speed of growth

The role of government

MNE investment into China

International Business Strategy in Action: Airbus secures a deal with China

Foreign R&D investment

Getting into China

Outward investment and the new multinationals from China

International Business Strategy in Action: Alibaba steps up to global competition

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