Gerardo R. Ungson is the Y.F. Chang Endowed Chair and Professor of International Business, San Francisco State University. He has taught at the University of Oregon and Pennsylvania State University and was a visiting professor at the Amos Tuck School of Business, Dartmouth College; the University of California–Berkeley; the International University of Japan; and Nijenrode, Netherlands School of Business. His current research covers strategic alliances, global strategies, and the community empowerment in developing countries. He has published numerous journal articles and has coauthored five books: Decision Making: An Interdisciplinary Inquiry (with Daniel Braunstein), Managing Effective Organizations (with Richard Steers and Richard Mowday), Chaebol: Korea’s New Industrial Might (with Richard Steers and Y.K. Kim), Korean Enterprise: The Quest for Globalization (with Richard Steers and Seung Ho Park), and Engines for Prosperity: New Templates for the Information Age (with John Trudel). He has served on the editorial review board of the Academy of Management Review and serves on the editorial board of Journal of High Technology. He is the recipient of numerous teaching excellence awards and is on the faculty of executive management programs in Asia and in Europe. He received his B.S. from Atenco de Manila University and his M.B.A. and Ph.D. from Pennsylvania State University in 1978. Yim-Yu Wong is Professor of International Business at the College of Business, San Francisco State University. She has taught at Indiana State University and has been visiting professor at the China MBA program of the Hong Kong Polytechnic University, the MBA program at Huazhong University of Science and Technology, and Group Ecole Superieure de Commerce de Tours. She has published articles in Business Horizons, Management and Organization Review, Asia Pacific Journal of Management, Business Forum, Multinational Business Reviews, S.A.M. Advanced Management Journal, and Business and the Contemporary World. Her research areas include global strategy, strategic management planning, diversification and firm performances, cultural impacts in the workplace, knowledge transfer, and business management and strategies in China. She holds a Ph.D. from the University of Nebraska–Lincoln.

• Preface and Acknowledgments Part I. The Global Context 1. Global Strategic Management: An Overview 2. Analyzing the External Environment 3. Formulating Strategy and Developing a Business Model Part III. Strategic Choice and Positioning 4. Positioning Strategic Choices in a Global Context Part IV. Leveraging Competitive Advantage 5. Leveraging Competitive Advantage Through Global Marketing 6. Leveraging Competitive Advantage Through Global Sourcing 7. Leveraging Competitive Advantage Through Strategic Alliances 8. Leveraging Competitive Advantage Through Innovation Part V. Implementing the Strategic Plan 9. Implementing Strategy Using Structures and Processes 10. Implementing Strategy by Cultivating a Global Mindset 11. Implementing Strategy Using Financial Performance Measures Part VI. Integration 12. Integration and Emerging Issues in Global Strategic Management

Gerardo R. Ungson is the Y.F. Chang Endowed Chair and Professor of International Business, San Francisco State University. He has taught at the University of Oregon and Pennsylvania State University and was a visiting professor at the Amos Tuck School of Business, Dartmouth College; the University of California–Berkeley; the International University of Japan; and Nijenrode, Netherlands School of Business. His current research covers strategic alliances, global strategies, and the community empowerment in developing countries. He has published numerous journal articles and has coauthored five books: Decision Making: An Interdisciplinary Inquiry (with Daniel Braunstein), Managing Effective Organizations (with Richard Steers and Richard Mowday), Chaebol: Korea’s New Industrial Might (with Richard Steers and Y.K. Kim), Korean Enterprise: The Quest for Globalization (with Richard Steers and Seung Ho Park), and Engines for Prosperity: New Templates for the Information Age (with John Trudel). He has served on the editorial review board of the Academy of Management Review and serves on the editorial board of Journal of High Technology. He is the recipient of numerous teaching excellence awards and is on the faculty of executive management programs in Asia and in Europe. He received his B.S. from Atenco de Manila University and his M.B.A. and Ph.D. from Pennsylvania State University in 1978. Yim-Yu Wong is Professor of International Business at the College of Business, San Francisco State University. She has taught at Indiana State University and has been visiting professor at the China MBA program of the Hong Kong Polytechnic University, the MBA program at Huazhong University of Science and Technology, and Group Ecole Superieure de Commerce de Tours. She has published articles in Business Horizons, Management and Organization Review, Asia Pacific Journal of Management, Business Forum, Multinational Business Reviews, S.A.M. Advanced Management Journal, and Business and the Contemporary World. Her research areas include global strategy, strategic management planning, diversification and firm performances, cultural impacts in the workplace, knowledge transfer, and business management and strategies in China. She holds a Ph.D. from the University of Nebraska–Lincoln.

• Preface and Acknowledgments Part I. The Global Context 1. Global Strategic Management: An Overview 2. Analyzing the External Environment 3. Formulating Strategy and Developing a Business Model Part III. Strategic Choice and Positioning 4. Positioning Strategic Choices in a Global Context Part IV. Leveraging Competitive Advantage 5. Leveraging Competitive Advantage Through Global Marketing 6. Leveraging Competitive Advantage Through Global Sourcing 7. Leveraging Competitive Advantage Through Strategic Alliances 8. Leveraging Competitive Advantage Through Innovation Part V. Implementing the Strategic Plan 9. Implementing Strategy Using Structures and Processes 10. Implementing Strategy by Cultivating a Global Mindset 11. Implementing Strategy Using Financial Performance Measures Part VI. Integration 12. Integration and Emerging Issues in Global Strategic Management

Gerardo R. Ungson is the Y.F. Chang Endowed Chair and Professor of International Business, San Francisco State University. He has taught at the University of Oregon and Pennsylvania State University and was a visiting professor at the Amos Tuck School of Business, Dartmouth College; the University of California–Berkeley; the International University of Japan; and Nijenrode, Netherlands School of Business. His current research covers strategic alliances, global strategies, and the community empowerment in developing countries. He has published numerous journal articles and has coauthored five books: Decision Making: An Interdisciplinary Inquiry (with Daniel Braunstein), Managing Effective Organizations (with Richard Steers and Richard Mowday), Chaebol: Korea’s New Industrial Might (with Richard Steers and Y.K. Kim), Korean Enterprise: The Quest for Globalization (with Richard Steers and Seung Ho Park), and Engines for Prosperity: New Templates for the Information Age (with John Trudel). He has served on the editorial review board of the Academy of Management Review and serves on the editorial board of Journal of High Technology. He is the recipient of numerous teaching excellence awards and is on the faculty of executive management programs in Asia and in Europe. He received his B.S. from Atenco de Manila University and his M.B.A. and Ph.D. from Pennsylvania State University in 1978. Yim-Yu Wong is Professor of International Business at the College of Business, San Francisco State University. She has taught at Indiana State University and has been visiting professor at the China MBA program of the Hong Kong Polytechnic University, the MBA program at Huazhong University of Science and Technology, and Group Ecole Superieure de Commerce de Tours. She has published articles in Business Horizons, Management and Organization Review, Asia Pacific Journal of Management, Business Forum, Multinational Business Reviews, S.A.M. Advanced Management Journal, and Business and the Contemporary World. Her research areas include global strategy, strategic management planning, diversification and firm performances, cultural impacts in the workplace, knowledge transfer, and business management and strategies in China. She holds a Ph.D. from the University of Nebraska–Lincoln.

• Preface and Acknowledgments Part I. The Global Context 1. Global Strategic Management: An Overview 2. Analyzing the External Environment 3. Formulating Strategy and Developing a Business Model Part III. Strategic Choice and Positioning 4. Positioning Strategic Choices in a Global Context Part IV. Leveraging Competitive Advantage 5. Leveraging Competitive Advantage Through Global Marketing 6. Leveraging Competitive Advantage Through Global Sourcing 7. Leveraging Competitive Advantage Through Strategic Alliances 8. Leveraging Competitive Advantage Through Innovation Part V. Implementing the Strategic Plan 9. Implementing Strategy Using Structures and Processes 10. Implementing Strategy by Cultivating a Global Mindset 11. Implementing Strategy Using Financial Performance Measures Part VI. Integration 12. Integration and Emerging Issues in Global Strategic Management