Enhanced descriptions from Syndetics:

This extensively revised and updated second edition of Global and Transnational Business , builds on the success of the first edition in discussing the complex strategic issues involved in global and international business.

Presented within an integrative framework, the authors provide a review of the work of leading authors in the field, and this framework establishes clear linkages between global strategy, global management and global competitiveness. The link is examined between the trend towards the globalization of competition, markets and products, and the need to adopt global or transnational strategies and approaches to management.

Table of contents provided by Syndetics

• Preface (p. xv)
• Part 1 An introduction to global business (p. 1)
• 1 Strategic and Management Issues in Global and Transnational Business (p. 3)
• Learning objectives (p. 3)
• Global and transnational business-an introduction (p. 3)
• Some important definitions (p. 3)
• Structure of the book (p. 5)
• The globalization debate (p. 6)
• Levitt and standardization (p. 6)
• Globalization of industries and markets (p. 7)
• Case example: increasing global co-ordination in Philips Electronics (p. 9)
• Global and transnational strategies and management-the issues (p. 11)
• A framework for global and transnational strategic management (p. 13)
• The controversies in strategic management (p. 13)
• The prescriptive or deliberate approach to strategy (p. 13)
• The emergent or learning approach to strategy (p. 14)
• The competitive positioning approach to strategy (p. 14)
• The resource, competence and capability approach to strategy (p. 15)
• The approach to global strategy in this book (p. 17)
• Assumption 1 Strategy is both planned and emergent (p. 18)
• Assumption 2 Competitive advantage results from both internal competence development and from changing conditions in the business environment (p. 18)
• Assumption 3 It is important to distinguish between industries and markets (p. 19)
• Assumption 4 Competitive advantage results from organizational learning, and both competitive and collaborative behaviour (p. 19)
• Assumption 5 The complexity and unpredictability of change in both the business environment and in businesses themselves mean that businesses must be intelligent (or learning) organizations (p. 19)
• A summary of the frameworks (p. 20)
• The global and transnational strategic management process (p. 20)
• The management process matrix (p. 20)
• The major elements in the process matrix (p. 21)
• Conclusion (p. 23)
• Review and discussion questions (p. 24)
• References and further reading (p. 24)
• Part 2 Global business analysis (p. 27)
• 2 Globalization and Global Vision (p. 29)
• Learning objectives (p. 29)
• Introduction (p. 29)
• The concept of globalization (p. 30)
• Industries and markets (p. 30)
• Globalization of markets (p. 30)
• Globalization of industries (p. 31)
• Causes of market and industry globalization (p. 31)
• An overview (p. 31)
• Technological forces (p. 32)
• Social forces (p. 34)
• Political and legal forces (p. 34)
• Economic forces (p. 35)
• The extent of globalization (p. 35)
• Globalization and environmental turbulence (p. 36)
• The example of the South Korean economy (p. 36)
• Currents and cross-currents (p. 36)
• Major trends in the macroenvironment (p. 37)
• The most commonly-mentioned trends (p. 37)
• Changes in international businesses (p. 38)
• Global mission, objectives and strategy (p. 39)
• Strategy, purpose and objectives (p. 39)
• Global vision (p. 40)
• Vision, philosophy and transnational strategy (p. 40)
• Review and discussion questions (p. 41)
• References and further reading (p. 41)
• 3 Analysis of the Global Business (p. 45)
• Learning objectives (p. 45)
• Introduction (p. 45)
• Analysis of the global organization (p. 46)
• Internal analysis (p. 46)
• Competences, resources and capabilities (p. 47)
• Understanding global competences (p. 47)
• Definitions of resources, capabilities and competences (p. 47)
• Resources (p. 48)
• General competences/capabilities (p. 49)
• Core competences/distinctive capabilities (p. 50)
• Global value chain analysis (p. 51)
• Organizations as systems (p. 51)
• The value chain (p. 52)
• Primary activities (p. 53)
• Support activities (p. 54)
• Using the value chain framework (p. 55)
• The value system (p. 56)
• Co-ordinating activities and linkages (p. 56)
• The 'global' value chain (p. 57)
• A more complex value chain (p. 57)
• Configuration (p. 58)
• Co-ordination (p. 58)
• Global organizational culture and structure (p. 59)
• The importance of culture and structure (p. 59)
• Structure (p. 60)
• Culture (p. 60)
• Products, performance and portfolio analysis (p. 62)
• The concept of portfolio (p. 62)
• The BCG matrix (p. 62)
• Using the BCG matrix (p. 63)
• Limitations of the BCG matrix (p. 65)
• Global products and services (p. 65)
• Performance analysis (p. 66)
• Benchmarking (p. 66)
• Outside in or inside out? (p. 67)
• 'Outside in' strategy (p. 67)
• 'Inside out' strategy (p. 68)
• The two approaches and internal analysis (p. 68)
• Review and discussion questions (p. 68)
• References and further reading (p. 69)
• 4 Analysis of the Competitive Environment (p. 71)
• Learning objectives (p. 71)
• Introduction (p. 71)
• The nature of the business environment (p. 72)
• The importance of environmental analysis (p. 72)
• The macroenvironment (p. 73)
• The microenvironment (p. 73)
• Industries and markets (p. 74)
• Identifying industries and markets (p. 74)
• The industry (p. 74)
• The market (p. 75)
• The importance of the distinction between industry and market (p. 76)
• Globalization of industries and markets (p. 76)
• Yip's globalization drivers (p. 77)
• The four categories of drivers (p. 77)
• Market globalization drivers (p. 78)
• Cost globalization drivers (p. 80)
• Government globalization drivers (p. 82)
• Competitive globalization drivers (p. 83)
• A summary of the drivers (p. 84)
• Industry analysis (p. 84)
• Porter's five forces framework (p. 84)
• Force 1 The threat of new entrants (p. 86)
• Force 2 The threat of substitute products (p. 87)
• Force 3 The bargaining power of buyers (customers) (p. 87)
• Force 4 The bargaining power of suppliers (p. 88)
• Force 5 The rivalry among existing competitors in the industry (p. 88)
• Use of the five forces framework (p. 89)
• Globalization drivers and the five forces (p. 89)
• Synthesizing the two frameworks (p. 89)
• Market analysis (p. 90)
• Market identification (p. 90)
• Customers and their needs (p. 91)
• Strategic group and competitor analysis (p. 93)
• What are strategic groups? (p. 93)
• A resource-based approach to environmental analysis (p. 95)
• Limitations of traditional frameworks (p. 95)
• Understanding the framework (p. 95)
• Critical success factors (CSFs) and core competences (p. 98)
• What are CSFs? (p. 98)
• Review and discussion questions (p. 98)
• References and further reading (p. 99)
• 5 Analysis of the Global Macroenvironment (p. 101)
• Learning objectives (p. 101)
• Introduction (p. 101)
• Change in the business environment (p. 102)
• The nature of environmental change (p. 102)
• Change and prescriptive strategy (p. 103)
• The macroenvironment (p. 104)
• STEP analysis (p. 104)
• Global and national macroenvironments (p. 105)
• The relationship between global and national macroenvironments (p. 105)
• The role of national circumstances in international business (p. 107)
• Determinants of national competitive advantage (p. 107)
• Porter's diamond (p. 109)
• The analytical process (p. 110)
• Stages in the process (p. 110)
• Information gathering (p. 110)
• Information processing (p. 111)
• Knowledge generation (p. 112)
• Summary--analysis of the global macroenvironment (p. 112)
• The links between the micro- and macroenvironments (p. 112)
• Review of the key stages (p. 113)
• Review and discussion questions (p. 114)
• References and further reading (p. 114)
• Part 3 Global and transnational business strategies (p. 117)
• 6 Global and Transnational Strategy (p. 119)
• Learning objectives (p. 119)
• Introduction (p. 119)
• Transnational strategies and global competitiveness (p. 120)
• Sustainability and competitive advantage (p. 120)
• Transnational, global and international business strategies (p. 121)
• Strategies--the choice (p. 122)
• Competitive positioning (p. 123)
• Resource or competence-based strategy (p. 123)
• Global strategy (p. 124)
• Competence-based strategy (p. 124)
• The emphasis on the organization itself (p. 124)
• The components of core competences (p. 125)
• Core competences and distinctive capabilities (p. 126)
• Competence building and leveraging (p. 128)
• Summary of competence-based strategy (p. 129)
• Alternative approaches to resource-based strategy (p. 129)
• Distinctive capabilities (p. 130)
• Competitive positioning--Porter's generic strategies (p. 131)
• The generic strategy framework (p. 131)
• Cost leadership strategy (p. 131)
• Differentiation strategy (p. 133)
• Focus strategy (p. 133)
• Hybrid strategies (p. 134)
• Core competence and generic strategy--a synthesis (p. 135)
• Drawing the threads together (p. 135)
• Global and transnational strategy (p. 137)
• Porter's model of global strategy--the value system (p. 137)
• Configuration (p. 138)
• Co-ordination (p. 139)
• Integration and responsiveness (p. 139)
• Pressures for and against increased global co-ordination (p. 141)
• Regional strategies (p. 142)
• Total global strategy (p. 143)
• Development of total global strategy (p. 143)
• Transnational organizations (p. 145)
• Global and localized elements of transnational strategy (p. 146)
• Review and discussion questions (p. 147)
• References and further reading (p. 148)
• 7 Global and Transnational Market Servicing Strategies (p. 151)
• Learning objectives (p. 151)
• Introduction (p. 151)
• Alternative foreign market servicing strategies (p. 152)
• What is market servicing? (p. 152)
• Market servicing options (p. 153)
• A summary of the modes of entry (p. 159)
• Selection of mode of entry (p. 161)
• Choosing the most appropriate mode of entry (p. 161)
• Criteria for choosing mode of entry (p. 162)
• Global market servicing strategies (p. 163)
• Literature summary (p. 163)
• Three key variables (p. 164)
• Collaborative arrangements (p. 164)
• Collaboration rather than competition (p. 164)
• The nature and rationale of collaboration (p. 166)
• Horizontal and vertical collaboration (p. 167)
• Alliances (p. 168)
• Summary--advantages of collaborative arrangements as modes of entry (p. 168)
• Appendix 7.1 Some additional notes on foreign market servicing strategies (p. 169)
• Review and discussion questions (p. 171)
• References and further reading (p. 171)
• Part 4 Global business management (p. 175)
• 8 Global Production and Logistics Management (p. 177)
• Learning objectives (p. 177)
• Introduction (p. 177)
• Production strategy and competitive advantage (p. 178)
• The critical success factors in operations (p. 178)
• Global production strategies (p. 179)
• The 'big' decisions in production strategy (p. 179)
• Plant roles and inter-plant relationships (p. 180)
• Research in global production strategy (p. 180)
• Doz--opportunities from relaxations in trade restrictions (p. 181)
• Starr's network (p. 182)
• Dicken and international value adding (p. 183)
• Dicken's four production strategies (p. 185)
• Plant location decision-making (p. 186)
• Decision criteria (p. 186)
• The most frequently-used criteria (p. 187)
• The location decision (p. 189)
• Procurement and transnational business (p. 190)
• Procurement policy (p. 190)
• Types of purchasing policy (p. 191)
• Global logistics (p. 192)
• The 'flow' of materials (p. 192)
• Logistics and strategy (p. 192)
• Managing logistics (p. 193)
• Review and discussion questions (p. 194)
• References and further reading (p. 194)
• 9 Global Strategic Human Resource Management (p. 197)
• Learning objectives (p. 197)
• Introduction (p. 197)
• Strategic human resource management (p. 198)
• The importance of human resources (p. 198)
• Features of HR strategy (p. 199)
• HR strategy, core competences and organizational learning (p. 200)
• HR strategy and generic strategy (p. 201)
• Integration of HRM with corporate strategy and functional strategies (p. 202)
• Criticisms of the concept of strategic HRM (p. 204)
• European and American approaches to HRM (p. 205)
• A transnational model of HRM (p. 206)
• Global staffing policies (p. 206)
• Staffing policies and strategy (p. 209)
• Expatriate management (p. 210)
• Expatraite failures (p. 210)
• Recruitment and selection (p. 211)
• Reward systems (p. 211)
• Repatriation (p. 212)
• Global management development (p. 212)
• Labour management (p. 212)
• Labour and industrial relations decision-making (p. 213)
• Transfer of industrial relations practices (p. 214)
• Porter's global strategy and human resource strategy (p. 215)
• Congruence between HR and corporate strategy (p. 215)
• Review and discussion questions (p. 217)
• References and further reading (p. 218)
• 10 Global Technology Management (p. 221)
• Learning objectives (p. 221)
• Introduction (p. 221)
• Technology and strategy (p. 222)
• The impact of technology on strategy (p. 222)
• Technology as a strategic asset (p. 223)
• Defining technology (p. 223)
• Technology and products (p. 224)
• Technology and production (p. 226)
• Patterns of technological innovation (p. 226)
• Differences between technology and other assets (p. 227)
• Technology and global competitiveness (p. 228)
• Technology strategy (p. 229)
• The components of a technology strategy (p. 229)
• Technology audit (p. 229)
• Sourcing new technology (p. 230)
• Exploiting new technology (p. 233)
• Protecting the competitive advantage (p. 235)
• Comparisons of transnational technological performance (p. 237)
• Comparing US and Japanese performance (p. 237)
• Learning good practice (p. 238)
• Information and communication technologies (p. 239)
• The effects of ICT (p. 239)
• Developments in ICT (p. 239)
• ICT and transnational strategy (p. 241)
• Configuring ICT for transnational business (p. 243)
• Review and discussion questions (p. 243)
• References and further reading (p. 243)
• 11 Global and Transnational Marketing Management (p. 249)
• Learning objectives (p. 249)
• Introduction (p. 249)
• The role of marketing in global and transnational strategy (p. 250)
• Marketing and strategy (p. 250)
• Marketing and competitive advantage (p. 252)
• Ohmae's (1989) view of marketing (p. 252)
• Globalization of markets and marketing research (p. 253)
• Global marketing strategies (p. 254)
• Different perspectives (p. 254)
• Douglas and Craig's (1989) typology (p. 255)
• Leontiades's (1986) perspective (p. 256)
• Four stages in global marketing strategy (p. 257)
• Global market segmentation and positioning strategies (p. 259)
• Segmentation bases (p. 260)
• Market positioning (p. 260)
• Global marketing management (p. 262)
• Marketing mix strategy (p. 262)
• Global products (p. 263)
• The importance of product decisions (p. 263)
• Decisions on product strategy (p. 263)
• Global branding (p. 264)
• Global pricing (p. 269)
• Pricing decisions (p. 269)
• Transfer pricing (p. 272)
• Pricing decisions--a summary (p. 273)
• Global promotion (p. 274)
• Marketing communications (p. 274)
• Standardization of global promotion (p. 274)
• Organization and control of promotions (p. 275)
• The management of global promotional campaigns (p. 278)
• Choosing an advertising agency (p. 280)
• ICT and global marketing (p. 281)
• The internet and global marketing--Axis Communications Inc.--a case study example (p. 283)
• Review and discussion questions (p. 283)
• References and further reading (p. 284)
• 12 Global Financial Management (p. 289)
• Learning objectives (p. 289)
• Introduction (p. 289)
• Finance management and the global enterprise (p. 290)
• The key issues in international financing (p. 290)
• Centralization versus decentralization of the finance function (p. 292)
• Differerent approaches to decentralization (p. 292)
• Decision area 1 Financing foreign operations (p. 293)
• The options (p. 293)
• Equity capital (p. 294)
• Debt (or loan) capital (p. 295)
• Decision area 2 Resource allocation and capital budgeting (p. 296)
• Uncertainties constraining the certainty of choice (p. 296)
• Political risk (p. 298)
• Assessing and forecasting political risk (p. 298)
• Dealing with political risk (p. 299)
• Decision area 3 Operational policies (p. 300)
• Working capital and cash flow management (p. 300)
• Foreign exchange exposure (p. 302)
• Reducing exposure (p. 303)
• Decision area 4 Remittance strategy (p. 303)
• Types of funds transfer (p. 303)
• Problems with transferring funds (p. 304)
• Blocked funds (p. 305)
• Review and discussion questions (p. 306)
• References and further reading (p. 307)
• 13 Organizational Structure and Control in Global and Transnational Businesses (p. 309)
• Learning objectives (p. 309)
• Introduction (p. 309)
• Some essentials of organizational structure (p. 310)
• Key variables (p. 310)
• 'Height' and 'width' of structures (p. 310)
• Hierarchical configuration of structures (p. 311)
• Determinants of organizational structure (p. 312)
• Mintzberg's determinants (p. 312)
• The contingency approach (p. 313)
• The configuration approach to organizational design (p. 316)
• Types of international organizational structure (p. 317)
• International structures (p. 318)
• Global structures (p. 319)
• The development of global and transnational matrix structures (p. 322)
• Stimuli to matrix development (p. 322)
• Global matrix structures (p. 323)
• The development of the transnational organizational structure (p. 324)
• National influences on structural form (p. 324)
• 'Anatomy' and 'physiology' (p. 325)
• Features of transnational structures (p. 325)
• The transnational model (p. 327)
• Decision-making and control in international business (p. 329)
• Decentralization and control (p. 329)
• Empirical studies (p. 330)
• Evaluating performance (p. 331)
• Global and transnational strategies, organization and control (p. 332)
• The influence of strategy on structure and control systems (p. 333)
• Review and discussion questions (p. 334)
• References and further reading (p. 334)
• 14 Managing Global Mergers, Acquisitions and Alliances (p. 337)
• Learning objectives (p. 337)
• Introduction (p. 337)
• An overview of integrations and alliances (p. 338)
• Perspectives on external growth (p. 338)
• Types of integrations and alliances (p. 339)
• Transnational mergers and acquisitions (p. 341)
• The key definitions (p. 341)
• Motivations for transnational mergers and acquisitions (p. 341)
• Problems with integration (p. 343)
• Successful mergers and acquisitions (p. 344)
• Collaborative ventures and strategic alliances (p. 346)
• What are collaborative ventures and strategic alliances? (p. 346)
• Motivations for forming strategic alliances (p. 347)
• Types of strategic alliance and collaborative venture (p. 348)
• Directions of alliances (p. 348)
• The extent and time scale of collaboration (p. 350)
• Choosing the most appropriate type of alliance (p. 351)
• Successful alliances (p. 351)
• The strategic management of networks and alliances (p. 353)
• The concept of the 'focal' business (p. 353)
• Review and discussion questions (p. 354)
• References and further reading (p. 354)
• 15 Global Business--Present and Future Trends (p. 359)
• Learning objectives (p. 359)
• Introduction (p. 359)
• The global business environment--limits of globalization (p. 360)
• The real state of homogenization (p. 360)
• Physioeconomic theory (p. 360)
• Challenging the presuppositions (p. 361)
• A global approach to strategy and management? (p. 362)
• Global competitive advantage in the future (p. 363)
• Knowledge-based strategy: the intelligent organization (p. 364)
• The 'virtual' corporation (p. 367)
• Review and discussion questions (p. 368)
• References and further reading (p. 369)
• The cases (p. 371)
• Case Study 1 Airtours plc (p. 371)
• Case Study 2 The UK outbound tour operations industry (p. 384)
• Case Study 3 British Airways plc (p. 399)
• Case Study 4 BAT Industries plc in the 1980s and 1990s (p. 418)
• Case Study 5 De La Rue Fortronic (p. 431)
• Case Study 6 Nike Incorporated (p. 447)
• Index (p. 454)

Author notes provided by Syndetics

Campbell earned his B.A. and M.A. degrees at Columbia University in 1925 and 1927, but quit the doctoral program when he was told that mythology was not an acceptable subject for his thesis. He subsequently studied medieval French and Sanskrit in Paris and Germany, taught at the Canterbury School, and in 1934, joined the literature department at Sarah Lawrence College. During the 1940s and 1950s he collaborated with Swami Nikhilananda on translations of the Upanishads and The Gospel of Sri Ramakrishna.