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Index
Cover
Half Title
Title Page
Copyright Page
Table of Contents
List of figures
List of tables
List of contributors
PART I Basic concepts of 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 I: 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 Semiglobalization 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 II: 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 firms: an event history analysis
Case study III: 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 behavior
22 Weight versus voice: how foreign subsidiaries gain attention from corporate headquarters
Case study IV: Axis communications: building the global market for network surveillance cameras
PART V: Culture and international business
23 Introduction
24 Cultural distance revisited: towards 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-cultural organizational integration and their limitations
27 Psychic distance and buyer–seller interaction
Case study V: 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 network
31 Strategies that fit emerging markets
32 The hidden risks in emerging markets
Case study VI: Internationalization of Indian pharmaceutical multinationals
Index
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