International Business Strategy

Peter Buckley is Professor of International Business at the University of Leeds, UKPervez Ghauri is Professor of International Business at Kings College London, UK

'The textbook that we have been waiting for has finally arrived! Buckley and Ghauri have succeeded in providing a compendium of contributions that reflect the main foundations of international business and MNE's strategic, theoretical and empirical framework, as well as offering insights and directions for scholars to understand the current and future trends in international business.' - Philippe Gugler, Professor and Chairman of the European International Business Academy, University of Fribourg, Switzerland'Edited by two eminent international business scholars, this comprehensive volume will be particularly valuable for theory-led courses in international business and strategy, examining both developed- and emerging-country MNEs. Built around ‘must-read’ articles from leading international journals, each section includes an original case study with appropriate discussion questions. I recommend it wholeheartedly.' - Stephen Young, Emeritus Professor, University of Glasgow, UK'This book is a collection of articles written by the world’s renowned management scholars. This book will be my first choice recommendation to anyone seeking a deep understanding of the core issues on international business theory and practice.' - Shige Makino, Professor, The Chinese University of Hong Kong, Hong Kong 'This book is one of the few advanced books about strategies in the International business field. The authors were successfully able to make a comprehensive book that will challenge graduate students and executives to think more carefully about international strategies.' - Hans van Kranenburg, Radboud University, the Netherlands'Professors Buckley and Ghauri are renowned in Europe, and globally, for their contributions to thinking and publishing in the field of international business. They have compiled here world-class material on cutting-edge issues in the field that every serious student of international business would want to pay serious attention to.' - Shameen Prashantham, University of Nottingham, Ningbo Campus, China

• Part I: Basic Concepts of International Business: What is International Business? 1. Introduction 2. The Foreign Investment Decision Process 3. International Investment and International Trade in the Product Cycle 4. The Uppsala Internationalization Process Model Revisited: From liability of foreignness to liability of outsidership 5. The Eclectic Paradigm as an Envelope for Economic and Business Theories of MNE Activity 6. The Internalisation Theory of the Multinational Enterprise: A review of the progress of a research agenda after 30 years Case Study 1: Internationalization of Brewery Companies: The case of Carlsberg Part II: Global Strategy 7. Introduction 8. Globalisation, Economic Geography and the Strategy of Multinational Enterprises 9. Semi-Globalisation and International Business Strategy 10. Do Regions Matter? An integrated institutional and semiglobalization perspective on the internationalization of MNEs 11. Do Managers Behave the way Theory Suggests? A choice-theoretic examination of foreign direct investment location decision-making 12. Towards More Realistic Conceptualisations of Foreign Operation Modes Case Study 2: Global Strategy – Danone, a French multinational expanding into the global market Part III: Organizing the Multinational Enterprise 13. Introduction 14. Organizing for Worldwide Effectiveness: The transnational solution 15. Firm Resources and Sustained Competitive Advantage 16. Knowledge, Bargaining Power and the Instability of International Joint Ventures 17. Mimetic and Experiential Effects in International Marketing Alliance Formations of US Pharmaceuticals: An event history analysis Case Study 3: Organizing the Multinational Enterprise: Renault-Nissan-Daimlar: A Global Strategic Alliance Part IV: External Relationships 18. Introduction 19. Overcoming the Liability of Foreignness 20. Down with MNE-Centric Theories: Market entry and expansion as the bundling of MNE and local assets 21. Network View of MNCs' Socio-Political Behaviour 22. Weight Versus Voice: How foreign subsidiaries gain attention from corporate headquarters Case Study 4: Axis Communications: Building the Global Market for Network Surveillance Cameras Part V: Culture and International Business 23. Introduction 24. Cultural Distance Revisited: Toward a more rigorous conceptualization and measurement of cultural differences 25. Transforming Disadvantages into Advantages: Developing-country MNEs in the least developed countries 26. Merging Without Alienating: Interventions promoting cross-border organizational integration and their limitations 27. Psychic Distance and Buyer-Seller Interaction Case study 5: UniCredit Group: A bank goes East Part VI: Emerging Markets 28. Introduction 29. The Determinants of Chinese Outward Foreign Direct Investment 30. Market Driving Multinationals and their Global Sourcing Networks 31. Strategies that Fit Emerging Markets 32. The Hidden Risks in Emerging Markets Case Study 6: Internationalisation of Indian Pharmaceutical Multinationals