Collinson International Business 8th Edition by Simon Collinson, Alan Rugman – Ebook PDF Instant Download/Delivery. 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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