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1 The growth of international business 1

The history of international business 2

The dimensions of international business 5

Indirect methods of developing foreign markets 9

Types of FDI 10

Summary of key points 12

References 12

Reading 1.1 Forces of change 13

Reading l.2 Competition：the dispersion of technology 13

Reading 1.3 Europe's Trade Unions unite and rule 15

2 The multinational corporation 17

Introduction 17

The market imperfections approach 18

Theories based on firm-specific advantages 20

Approaches based on location-specific advantages 23

General theory of international production 27

Summary of key points 29

References 29

Reading 2.1 Selling to the world 31

Reading 2.2 Do we want to be international？ 31

Reading 2.3 Developing beyond the screwdriver plant 32

3 The environment of international 33

Introduction 34

The economic environment 35

The financial environment 37

The political environments 38

The legal environment 40

The cultural environment 41

Summary of key points 41

The technological environment 43

Reading 3.1 Hongkong/Midland merger progress 45

References 45

Reading 3.2 Capitalism hits east Germany 47

4 International business strategy 49

Introduction 49

From domestic to international strategy 50

Management philosophies and strategy 52

Conflicting determinants 55

Porter's model of international strategy 56

Prahalad and Doz's strategy model 59

Summary of key points 63

Reading 4.1 American Airlines managing the future 64

References 64

Reading 4.2 The big squeeze 67

5 International marketing strategy 69

Introduction 69

The pitfalls of international marketing 70

International marketing management 71

International marketing research 72

International segmentation 73

International product strategy 74

International pricing strategy 76

International promotional strategy 77

Summary of key points 78

International distribution strategy 78

References 80

Reading 5.1 Customers：their emerging power 80

Reading 5.2 Ford mondaine or mundane? 81

6 International technology strategy 83

Introduction 83

Technology and the MNC：an overview 84

Technological interdependence 85

Technology and the strategy process 86

Strategy,manufacturing and process development 87

Strategy and innovation 87

Strategy and information systems 88

technology accumulation 89

Home or overseas R D 90

Organizational issues 91

Relative technological performance 93

Summary of key points 94

References 95

Reading 6.1 NV Philips Gloeilampen－fabrieken 96

Reading 6.3 Perkin Elmer 97

Reading 6.2 Fujitsu 97

Reading 6.4 Electrolux 98

Reading 6.5 NeXT computer：Jobs's Lot 98

7 International financial strategy 101

Introduction 101

Exchange rate regimes 102

The foreign exchange market 103

Exchange rate changes 104

Exchange rate forecasting 104

Foreign exchange risk 106

Risk management for exchange rate changes 107

International cash management 109

International taxation 110

Control procedures and performance evaluation 113

Capital budgeting in the multinational 113

Summary of key points 114

References 114

Reading 7.1 Britain's Inland Revenue probes tax avoidance at Sony 115

Reading 7.2 Taxing times for multinationals in Argentina 116

8 International operations strategy 118

Introduction 118

International procurement 119

International subcontracting 120

The plant location decision 122

Plant design and manufacturing systems 126

Plant roles and interplant relationships 127

Location of research and development 128

Summary of key points 131

References 131

Reading 8.1 Nissan's procurement policy at its UK plant 132

Reading 8.2 IBM：the principal decides to commence subcontracting 132

Reading 8.4 Thomson phases out its Gosport，UK，plant 133

Reading 8.3 The disadvantages of integrated produciton：the Ford and renault experience 133

Reading 8.5 Sony and the prospects for its Bridgend plant 134

Reading 8.6 Japanese R＆D in the EC：the case of Canon and Matsushita 135

9 International personnel strategy 136

IntroduCtiOn 136

Staffing polices 137

Expatriate policy 142

Globalization and human resource management 143

Global managers and management development 144

International labour strategy 145

Summary of key points 146

References 149

Reading 9.1 British trade union leader's Perspective of singleunion agreements at Japanese plantsin the United Kingdom 150

Reading 9.2 Full of eastern premise 152

Reading 9.3 Matsushita and international managemendevelopment 153

Reading 9.4 Polaroid and‘skill—based pay Systems' 154

10 International organization and control strategy 155

Introduction 155

The evolutions of organizational structure 155

New directions in organizational structures 160

Location of decision－making 165

Summary of key Points 166

References 167

Reading 10.1 Bartlett and Ghoshal on matrix management 168

Reading 10.2 Performance evaluation and the implications for Ford's Dagenham and Halewood plants in the United Kingdom 169

Reading 10.3 IBM’s 1991 reorganization 172

11 International subsidiary strategy 174

Introduction 174

The White and Poynter framework 175

The jarillo and Martinez framework 178

The Bartlett and Ghoshal framework 179

Host government policy：the Political imperative 184

Subsidiary strategies：operating characteristics and host—country dimensions in regional trading blocks 186

Summary of key points 188

References 189

12 International acquisitions：strategy and management 190

Introduction 190

A new era in takeover activity 190

The cultural，legal and political dimensions 192

Managing international acquisitions 193

The conventional perspective of the acquisition process 194

An alternative perspective of the acpuistion process 195

International acquisitions and value creation or synergy 196

Corporate renewal：acquisitions and line of 197

Acquisitions and business strategy 198

Managing the international acquisitions decision process 199

The successful integration process 201

Problems in acquisition integration 203

Different approaches to integration 204

Summary of key points 207

References 208

Reading 12．1 An oppertunistic international acquisition-but strategic？ 208

Reading 12．2 Pre－merger management 209

Reading 12．3 Rhone－Poulenc's acquisition of Rorer 211

Reading 12．4 Bridgestone's difficulties in integrating Flrestone 212

13 International business in the future introduction 214

The future of the multinational 214

International co－operation 216

The rise of nationalism 217

Determinants of competition 218

International managers for the millenniumReferences 224

Reading 13．1 Declaration of interdependence toward the World—2005 224

Index 226