International Business Strategy

Höfundar: Alain Verbeke, I. H. Ian Lee
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International Business Strategy

Rafræn sending. Upplýsingar verða sendar á netfangið þitt eftir kaup
Rafbók til eignar. Rafbók til eignar þarf að hlaða niður á þau tæki sem þú vilt nota innan eins árs frá því bókin er keypt. Útgáfa: 3

Efnisyfirlit

  • Half-title
  • Title page
  • Copyright information
  • Contents
  • List of Figures
  • List of Tables
  • About the Authors
    • Alain Verbeke
    • I. H. Ian Lee
  • Foreword
  • Acknowledgements
  • List of Abbreviations
  • Walkthrough
  • Introduction and Overview of the Book's Framework
    • Rethinking the Classics in International Business Strategy
    • Five Changes in the Third Edition
    • Definition of International Business Strategy
    • The Seven Concepts of the Unifying Framework - a Brief Overview
  • PART I Core Concepts
    • 1 Conceptual Foundations of International Business Strategy
      • Five Learning Objectives
      • International Business, MNEs, and Their Activities in the Global Economy
      • Internationally Transferable FSAs and the Four MNE Archetypes
      • Non-Transferable (or Location-Bound) Firm-Specific Advantages
      • Location Advantages
      • Value Creation through Recombination
      • Complementary Resources of External Actors
      • Bounded Rationality
      • Bounded Reliability
      • Implications of International Business Strategy for MNE Performance
      • Strategic Challenges in the New Economy
      • International Business Strategy During Globally Disruptive Events
      • Takeaway Messages for Managers: The Seven Key Questions in International Business Strategy
    • 2 The Critical Role of Firm-Specific Advantages
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • International Business Strategy During Globally Disruptive Events
      • Five Management Takeaways
    • 3 The Nature of Home Country Location Advantages
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • International Business Strategy During Globally Disruptive Events
      • Five Management Takeaways
    • 4 The Problem with Host Country Location Advantages
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • International Business Strategy During Globally Disruptive Events
      • Five Management Takeaways
    • 5 Combining Firm-Specific Advantages and Location Advantages in a Multinational Network
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • International Business Strategy During Globally Disruptive Events
      • Five Management Takeaways
  • PART II Functional Issues
    • 6 International Innovation
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • 7 International Sourcing and Production
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • 8 International Finance
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • 9 International Marketing
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • 10 Managing Managers in the Multinational Enterprise
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
  • PART III Dynamics of Global Strategy
    • 11 Entry Mode Dynamics 1: Foreign Distributors
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • 12 Entry Mode Dynamics 2: Strategic Alliance Partners
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • 13 Entry Mode Dynamics 3: Mergers and Acquisitions
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • 14 The Role of Emerging Economies
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • 15 Emerging Economy Multinational Enterprises
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • 16 Multinational Entrepreneurship
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • 17A International Strategies of Corporate Social Responsibility
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • 17B International Strategies of Corporate Environmental Sustainability
      • Five Learning Objectives
      • Significance
      • Context and Complementary Perspectives
      • Strategic Challenges in the New Economy
      • Five Management Takeaways
    • Conclusion: The True Foundations of Global Corporate Success
      • Dominance of Regional over Global Strategies
      • The 'New Forms' of International Expansion
      • The Tension between Radical Innovation and Internal Coherence
      • The Tension between the MNE's 'Back Office' Activities and its 'Front Office' Needs
      • The Need to Qualify the Importance of Recombination Capabilities
      • The Move towards Private Equity
      • The Dark Side of Digital Globalization
  • Notes
    • Introduction
    • Chapter 1
    • Chapter 2
    • Chapter 3
    • Chapter 4
    • Chapter 5
    • Chapter 6
    • Chapter 7
    • Chapter 8
    • Chapter 9
    • Chapter 10
    • Chapter 11
    • Chapter 12
    • Chapter 13
    • Chapter 14
    • Chapter 15
    • Chapter 16
    • Chapter 17A
    • Chapter 17B
    • Conclusion
  • Index

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