《国际商务》

1 The growth of international business1

The history of international business2

The dimensions of international business5

Indirect methods of developing foreign markets9

Types of FDI10

Summary of key points12

References12

Reading 1.1 Forces of change13

Reading l.2 Competition：the dispersion of technology13

Reading 1.3 Europe's Trade Unions unite and rule15

2 The multinational corporation17

Introduction17

The market imperfections approach18

Theories based on firm-specific advantages20

Approaches based on location-specific advantages23

General theory of international production27

Summary of key points29

References29

Reading 2.1 Selling to the world31

Reading 2.2 Do we want to be international？31

Reading 2.3 Developing beyond the screwdriver plant32

3 The environment of international33

Introduction34

The economic environment35

The financial environment37

The political environments38

The legal environment40

The cultural environment41

Summary of key points41

The technological environment43

Reading 3.1 Hongkong/Midland merger progress45

References45

Reading 3.2 Capitalism hits east Germany47

4 International business strategy49

Introduction49

From domestic to international strategy50

Management philosophies and strategy52

Conflicting determinants55

Porter's model of international strategy56

Prahalad and Doz's strategy model59

Summary of key points63

Reading 4.1 American Airlines managing the future64

References64

Reading 4.2 The big squeeze67

5 International marketing strategy69

Introduction69

The pitfalls of international marketing70

International marketing management71

International marketing research72

International segmentation73

International product strategy74

International pricing strategy76

International promotional strategy77

Summary of key points78

International distribution strategy78

References80

Reading 5.1 Customers：their emerging power80

Reading 5.2 Ford mondaine or mundane?81

6 International technology strategy83

Introduction83

Technology and the MNC：an overview84

Technological interdependence85

Technology and the strategy process86

Strategy,manufacturing and process development87

Strategy and innovation87

Strategy and information systems88

technology accumulation89

Home or overseas R D90

Organizational issues91

Relative technological performance93

Summary of key points94

References95

Reading 6.1 NV Philips Gloeilampen－fabrieken96

Reading 6.3 Perkin Elmer97

Reading 6.2 Fujitsu97

Reading 6.4 Electrolux98

Reading 6.5 NeXT computer：Jobs's Lot98

7 International financial strategy101

Introduction101

Exchange rate regimes102

The foreign exchange market103

Exchange rate changes104

Exchange rate forecasting104

Foreign exchange risk106

Risk management for exchange rate changes107

International cash management109

International taxation110

Control procedures and performance evaluation113

Capital budgeting in the multinational113

Summary of key points114

References114

Reading 7.1 Britain's Inland Revenue probes tax avoidance at Sony115

Reading 7.2 Taxing times for multinationals in Argentina116

8 International operations strategy118

Introduction118

International procurement119

International subcontracting120

The plant location decision122

Plant design and manufacturing systems126

Plant roles and interplant relationships127

Location of research and development128

Summary of key points131

References131

Reading 8.1 Nissan's procurement policy at its UK plant132

Reading 8.2 IBM：the principal decides to commence subcontracting132

Reading 8.4 Thomson phases out its Gosport，UK，plant133

Reading 8.3 The disadvantages of integrated produciton：the Ford and renault experience133

Reading 8.5 Sony and the prospects for its Bridgend plant134

Reading 8.6 Japanese R＆D in the EC：the case of Canon and Matsushita135

9 International personnel strategy136

IntroduCtiOn136

Staffing polices137

Expatriate policy142

Globalization and human resource management143

Global managers and management development144

International labour strategy145

Summary of key points146

References149

Reading 9.1 British trade union leader's Perspective of singleunion agreements at Japanese plantsin the United Kingdom150

Reading 9.2 Full of eastern premise152

Reading 9.3 Matsushita and international managemendevelopment153

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

10 International organization and control strategy155

Introduction155

The evolutions of organizational structure155

New directions in organizational structures160

Location of decision－making165

Summary of key Points166

References167

Reading 10.1 Bartlett and Ghoshal on matrix management168

Reading 10.2 Performance evaluation and the implications for Ford's Dagenham and Halewood plants in the United Kingdom169

Reading 10.3 IBM’s 1991 reorganization172

11 International subsidiary strategy174

Introduction174

The White and Poynter framework175

The jarillo and Martinez framework178

The Bartlett and Ghoshal framework179

Host government policy：the Political imperative184

Subsidiary strategies：operating characteristics and host—country dimensions in regional trading blocks186

Summary of key points188

References189

12 International acquisitions：strategy and management190

Introduction190

A new era in takeover activity190

The cultural，legal and political dimensions192

Managing international acquisitions193

The conventional perspective of the acquisition process194

An alternative perspective of the acpuistion process195

International acquisitions and value creation or synergy196

Corporate renewal：acquisitions and line of197

Acquisitions and business strategy198

Managing the international acquisitions decision process199

The successful integration process201

Problems in acquisition integration203

Different approaches to integration204

Summary of key points207

References208

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

Reading 12．2 Pre－merger management209

Reading 12．3 Rhone－Poulenc's acquisition of Rorer211

Reading 12．4 Bridgestone's difficulties in integrating Flrestone212

13 International business in the future introduction214

The future of the multinational214

International co－operation216

The rise of nationalism217

Determinants of competition218

International managers for the millenniumReferences224

Reading 13．1 Declaration of interdependence toward the World—2005224

Index226