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Global Strategy 5th edition [Minkštas viršelis]

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(University of Texas at Dallas)
  • Formatas: Paperback / softback, 562 pages, aukštis x plotis x storis: 25x213x276 mm, weight: 1065 g
  • Išleidimo metai: 01-Jan-2021
  • Leidėjas: South-Western College Publishing
  • ISBN-10: 0357512367
  • ISBN-13: 9780357512364
Kitos knygos pagal šią temą:
Global Strategy 5th editionDidesnis paveikslėlis
  • Formatas: Paperback / softback, 562 pages, aukštis x plotis x storis: 25x213x276 mm, weight: 1065 g
  • Išleidimo metai: 01-Jan-2021
  • Leidėjas: South-Western College Publishing
  • ISBN-10: 0357512367
  • ISBN-13: 9780357512364
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9780357512364.html
Raktažodžiai:
The world s best-selling global business strategy text, Peng's GLOBAL STRATEGY, 5E uses a reader-friendly approach to help you master principles of strategic management from a truly global perspective. This edition emphasizes strategy around the globe using evidence-driven explanations with the latest research. A conversational style emphasizes the story behind the stories, while encouraging discussion. Timely debates address strategic issues, such as globalization versus de-globalization, offshoring versus non-offshoring and social media freedom of speech versus censorship. You also examine building an antitrust case against Big Tech and reducing income inequality via corporate social responsibility (CSR). Lively strategy-in-action boxes and numerous cases -- including brief, to-the-point integrative cases written with today s time-starved students in mind -- present current topics in every chapter.
List of In-Chapter Features and Integrative Cases
xi
Preface xv
About the Author xx
PART 1 Foundations of Global Strategy
Chapter 1 Strategizing Around The Globe
2(30)
Opening Case: Zoom
3(2)
Why Study Global Strategy?
5(1)
What Is Strategy?
6(1)
Origin
6(1)
Plan versus Action
6(1)
Strategy as Theory
7(1)
Strategy in Action 1.1 German and French Military Strategies in 1914
7(3)
Strategy in Action 1.2 Selling Star Wars to LEGO Top Management
10(1)
Strategy, Strategist, and Strategic Leadership
11(1)
Fundamental Questions in Strategy
12(1)
Why Do Firms Differ?
12(2)
How Do Firms Behave?
14(1)
What Determines the Scope of the Firm?
15(1)
What Determines the Success and Failure of Firms Around the Globe?
15(1)
Strategy in Action 1.3 Confessions of Your Textbook Author
16(1)
What is Global Strategy?
17(1)
Globalization and Semiglobalization
17(1)
What Is Globalization?
17(1)
The Swing of a Pendulum
18(1)
Black Swan and Risk Management
19(1)
Semiglobalization
20(1)
Debates and Extensions
20(1)
Debate 1 Globalization versus Deglobalization
20(2)
Debate 2 Strategic versus Nonstrategic Industries
22(1)
Debate 3 Just-in-Time versus Just-in-Case Management
22(1)
Fostering Critical Strategic Thinking Through Debates
23(1)
Organization of the Book
23(1)
Chapter Summary
24(1)
Key Terms
24(1)
Critical Discussion Questions
24(1)
Topics for Expanded Projects
25(1)
Closing Case: Two Scenarios of the Global Economy in 2050
25(2)
Notes
27(5)
Chapter 2 Managing Industry Competition
32(26)
Opening Case: Global Competition in the Cruise Industry
33(2)
Defining Industry Competition
35(1)
The Five Forces Framework
35(1)
From Economics to Strategy
35(2)
Rivalry among Competitors
37(1)
Threat of Entrants
37(1)
Strategy in Action 2.1 High Fashion Fights Recession
38(2)
Bargaining Power of Suppliers
40(1)
Bargaining Power of Buyers
40(1)
Threat of Substitutes
41(1)
Lessons from the Five Forces Framework
41(1)
Strategy in Action 2.2 Digital Strategy and Five Forces
42(1)
Three Generic Strategies
43(1)
Cost Leadership
43(1)
Differentiation
44(1)
Focus
45(1)
Lessons from the Three Generic Strategies
45(1)
Debates and Extensions
45(1)
Debate 1 Clear versus Blurred Definitions of Industry
46(1)
Debate 2 Industry Rivalry versus Strategic Groups
46(1)
Debate 3 Integration versus Outsourcing
47(1)
Debate 4 Stuck in the Middle versus All-Rounder
48(1)
Debate 5 Economies of Scale versus 3D Printing
48(1)
Strategy in Action 2.3 Singapore Airlines Is Both a Differentiator and a Cost Leader
49(1)
Debate 6 Industry-Specific versus Firm-Specific and Institution-Specific Determinants of Performance
50(1)
Making Sense of the Debates
50(1)
The Savvy Strategist
50(1)
Chapter Summary
51(1)
Key Terms
51(1)
Critical Discussion Questions
52(1)
Topics For Expanded Projects
52(1)
Closing Case: The Future of the Automobile Industry
52(2)
Notes
54(4)
Chapter 3 Leveraging Resources and Capabilities
58(26)
Opening Case: Canada Goose Flies High
59(1)
Understanding Resources and Capabilities
60(2)
Resources, Capabilities, and the Value Chain
62(3)
From SWOT to VRIO
65(1)
The Question of Value
66(1)
The Question of Rarity
66(1)
The Question of Imitability
66(1)
Strategy in Action 3.1 ASML
67(1)
The Question of Organization
68(1)
Strategy in Action 3.2 CIMC
69(1)
Debates and Extensions
70(1)
Debate 1 Firm-Specific versus Industry-Specific Determinants of Performance
71(1)
Debate 2 Static Resources versus Dynamic Capabilities
71(1)
Debate 3 Offshoring versus Nonoffshoring
72(2)
Debate 4 Domestic Resources versus International (Cross-Border) Capabilities
74(1)
Strategy in Action 3.3 Natura
75(1)
The Savvy Stategist
76(1)
Chapter Summary
77(1)
Key Terms
77(1)
Critical Discussion Questions
78(1)
Topics For Expanded Projects
78(1)
Closing Case: H-E-B Fights Coronavirus
78(2)
Notes
80(4)
Chapter 4 Emphasizing Institutions, Cultures, And Ethics
84(30)
Opening Case: Brexit and Strategic Choices
85(2)
Understanding Institutions
87(1)
Definitions
87(1)
What Do Institutions Do?
88(1)
How Do Institutions Reduce Uncertainty?
88(2)
An Institution-Based View of Business Strategy
90(1)
Overview
90(2)
Two Core Propositions
92(1)
Strategy in Action 4.1 The American Guanxi Industry
93(1)
Institutional Logics and Hybrid Organizations
94(1)
The Strategic Role of Culture
94(1)
The Definition of Culture
94(1)
The Five Dimensions of Culture
95(1)
Cultures and Strategic Choices
96(1)
The Strategic Role of Ethics
97(1)
The Definition and Impact of Ethics
97(1)
Managing Ethics Overseas
98(1)
Strategy in Action 4.2 Onsen and Tattoos in Japan
98(1)
Ethics and Corruption
99(1)
A Strategic Response Framework for Ethical Challenges
100(1)
Strategy in Action 4.3 Monetizing the Maasai Tribal Name
101(1)
Debates and Extensions
102(1)
Debate 1 Opportunism versus Individualism/Collectivism
102(1)
Debate 2 Cultural Distance versus Institutional Distance
103(1)
Debate 3 Freedom of Speech versus Censorship on the Internet
104(1)
The Savvy Strategist
105(1)
Chapter Summary
106(1)
Key Terms
106(1)
Critical Discussion Questions
107(1)
Topics For Expanded Projects
107(1)
Closing Case: IKEA's Challenge in Saudi Arabia
107(1)
Notes
108(6)
PART 2 Business-Level Strategies
Chapter 5 Growing And Internationalizing The Entrepreneurial Firm
114(26)
Opening Case: The New East India Company
115(1)
Entrepreneurship and Entrepreneurial Firms
116(1)
A Comprehensive Model of Entrepreneurship
117(1)
Industry-Based Considerations
118(1)
Resource-Based Considerations
119(1)
Institution-Based Considerations
120(1)
Strategy in Action 5.1 Europe's Entrepreneurship Deficit
120(1)
Five Entrepreneurial Strategies
121(1)
Growth
122(1)
Strategy in Action 5.2 Tory Burch's Rise in the Fashion Industry
122(1)
Innovation
123(1)
Network
123(1)
Financing and Governance
124(1)
Harvest and Exit
125(1)
Internationalizing the Entrepreneurial Firm
126(1)
International Strategies for Entering Foreign Markets
126(1)
International Strategies for Staying in Domestic Markets
127(1)
Debates and Extensions
128(1)
Debate 1 Traits versus Institutions
128(1)
Debate 2 Slow Internationalizers versus Born Global Start-ups
128(1)
Strategy in Action 5.3 Immigrant Entrepreneurs
129(1)
Debate 3 High-Growth Entrepreneurship versus Ethically Questionable Behavior
130(1)
The Savvy Entrepreneur
131(1)
Chapter Summary
132(1)
Key Terms
132(1)
Critical Discussion Questions
132(1)
Topics For Expanded Projects
133(1)
Closing Case: Boom in Busts: Good or Bad?
133(1)
Notes
134(6)
Chapter 6 Entering Foreign Markets
140(28)
Opening Case: Amazon Enters India
141(2)
Overcoming Liability of Foreignness
143(1)
Understanding the Propensity to Internationalize
143(1)
Strategy in Action 6.1 Nordic Multinationals
144(1)
A Comprehensive Model of Foreign Market Entries
145(1)
Industry-Based Considerations
145(1)
Resource-Based Considerations
146(1)
Institution-Based Considerations
147(1)
Where to Enter?
148(1)
Location-Specific Advantages and Strategic Goals
148(2)
Cultural and Institutional Distances and Foreign Entry Locations
150(1)
When to Enter?
150(2)
How to Enter?
152(1)
Scale of Entry: Commitment and Experience
152(1)
Modes of Entry: The First Step on Equity versus Nonequity Modes
152(3)
Modes of Entry: The Second Step in Making Actual Selections
155(2)
Strategy in Action 6.1 Thai Union's Foreign Market Entries
157(1)
Debates and Extensions
157(1)
Debate 1 Liability versus Asset of Foreignness
157(1)
Debate 2 Old-Line versus Emerging Multinationals: OLI versus LLL
158(1)
Debate 3 Global versus Regional Geographic Diversification
159(1)
Debate 4 Contractual versus Noncontractual Approaches of Entry
159(1)
Strategy in Action 6.3 Goldman Sachs Enters Libya
160(1)
The Savvy Strategist
161(1)
Chapter Summary
162(1)
Key Terms
162(1)
Critical Discussion Questions
162(1)
Topics For Expanded Projects
163(1)
Closing Case: How Firms from Emerging Economies Fight Back
163(1)
Notes
164(4)
Chapter 7 Making Strategic Alliances And Networks Work
168(26)
Opening Case: Even Toyota Needs Friends
169(1)
Defining Strategic Alliances and Networks
170(1)
A Comprehensive Model of Strategic Alliances and Networks
171(1)
Industry-Based Considerations
171(1)
Resource-Based Considerations
172(1)
Rarity
173(1)
Instability
174(1)
Organization
174(1)
Institution-Based Considerations
175(1)
Formation
176(1)
Stage One To Cooperate or Not to Cooperate?
176(1)
Stage Two Contractual or Equity Modes?
176(1)
Stage Three How to Position the Relationship?
177(1)
Strategy in Action 7.1 Delta Spreads Its Wings Globally
178(1)
Evolution
178(1)
Combating Opportunism
178(1)
Evolving from Strong Ties to Weak Ties
179(1)
From Corporate Marriage to Divorce
180(1)
Strategy in Action 7.2 Yum Brands, McDonald's, and Sinopec
181(1)
Performance
182(1)
The Performance of Strategic Alliances and Networks
182(1)
The Performance of Parent Firms
183(1)
Debates and Extensions
184(1)
Debate 1 Majority JVs as Control Mechanisms versus Minority JVs as Real Options
184(1)
Debate 2 Alliances versus Acquisitions
184(1)
Debate 3 Acquiring versus Not Acquiring Alliance Partners
185(1)
Strategy in Action 7.3 Renaussanbishi: No Way!
186(1)
The Savvy Strategist
187(1)
Chapter Summary
188(1)
Key Terms
188(1)
Critical Discussion Questions
189(1)
Topics For Expanded Projects
189(1)
Closing Case: Fiat Chrysler: From Alliance to Acquisition
189(1)
Notes
190(4)
Chapter 8 Managing Competitive Dynamics
194(30)
Opening Case: Jetstar's Rise in the Asia Pacific
195(1)
Strategy as Action
196(2)
Industry-Based Considerations
198(1)
Collusion and Prisoner's Dilemma
198(1)
Industry Characteristics and Collusionvis-a-vis Competition
198(2)
Strategy in Action 8.1 The Global Vitamin Cartel
200(1)
Resource-Based Considerations
201(1)
Value
201(1)
Rarity
202(1)
Instability
202(1)
Organization
202(1)
Resource Similarity
202(1)
Competitor Analysis
202(2)
Strategy in Action 8.2 Alibaba versus Amazon
204(1)
Institution-Based Considerations
205(1)
Formal Institutions Governing Domestic Competition: A Focus on Antitrust
205(2)
Formal Institutions Governing International Competition: A Focus on Antidumping
207(1)
Attack and Counterattack
208(1)
Three Main Types of Attack
208(2)
Awareness, Motivation, and Capability
210(1)
Cooperation and Signaling
211(1)
Debates and Extensions
211(1)
Debate 1 Strategy versus Antitrust Policy
211(2)
Debate 2 Competition versus Antidumping
213(1)
Strategy in Action 8.3 Brussels versus Google
214(1)
The Savvy Strategist
215(1)
Chapter Summary
216(1)
Key Terms
216(1)
Critical Discussion Questions
217(1)
Topics for Extended Projects
217(1)
Closing Case: Is There an Antitrust Case Against Big Tech?
217(2)
Notes
219(5)
PART 3 Corporate-Level Strategies
Chapter 9 Diversifying And Managing Acquisitions Globally
224(30)
Opening Case: The Growth of Marriott International
225(2)
Product Diversification
227(1)
Product-Related Diversification
227(1)
Product-Unrelated Diversification
227(1)
Strategy in Action 9.1 Starbucks Diversifies into Tea
227(1)
Product Diversification and Firm Performance
228(1)
Geographic Diversification
229(1)
Limited versus Extensive International Diversification
229(1)
Geographic Diversification and Firm Performance
229(1)
Combining Product and Geographic Diversification
230(1)
A Comprehensive Model of Diversification
231(1)
Industry-Based Considerations
231(1)
Resource-Based Considerations
232(2)
Institution-Based Considerations
234(1)
The Evolution of the Scope of the Firm
235(3)
Acquisitions
238(1)
Setting the Terms Straight
238(1)
Motives for Mergers and Acquisitions
239(1)
Performance of Mergers and Acquisitions
240(2)
Strategy in Action 9.2 GE--Alstom: A Strategy in Action 9.3: Can Mergers of Equals Work?
242(1)
Debates and Extensions
243(1)
Debate 1 Product Relatedness versus Other Forms of Relatedness
243(1)
Debate 2 Old-Line versus New-Age Conglomerates
244(1)
Debate 3 High Road versus Low Road in Integration
245(1)
Debate 4 Acquisitions versus Alliances
246(1)
The Savvy Strategist
246(2)
Chapter Summary
248(1)
Key Terms
248(1)
Critical Discussion Questions
248(1)
Topics for Expanded Projects
249(1)
Closing Case: Puzzles Behind Emerging Multinationals' Acquisitions
249(1)
Notes
250(4)
Chapter 10 Strategizing, Structuring, And Innovating Around The World
254(28)
Opening Case: Launching the McWrap
255(1)
Multinational Strategies and Structures
256(1)
Pressures for Cost Reduction and Local Responsiveness
256(1)
Four Strategic Choices
257(2)
Strategy in Action 10.1 KFC Leverages Artificial Intelligence in China
259(1)
Four Organizational Structures
260(2)
The Reciprocal Relationship between Multinational Strategy and Structure
262(1)
A Comprehensive Model of Multinational Strategy, Structure, and Innovation
262(1)
Industry-Based Considerations
263(1)
Resource-Based Considerations
264(1)
Institution-Based Considerations
265(1)
Strategy in Action 10.2 Canadian Apotex, Indian Production, and EU, UK, and US Regulations
265(2)
Strategy in Action 10.3 Moving Headquarters
267(2)
Worldwide Learning, Innovation, and Knowledge Management
269(1)
Knowledge Management
269(1)
Knowledge Management in Four Types of Multinational Enterprises
269(2)
Globalizing Research and Development
271(1)
Problems and Solutions in Knowledge Management
272(1)
Debates and Extensions
273(1)
Debate 1 Headquarters Control versus Subsidiary Initiative
273(1)
Debate 2 Customer-Focused Dimensions versus Integration, Responsiveness, and Learning
273(1)
The Savvy Strategist
274(1)
Chapter Summary
275(1)
Key Terms
276(1)
Critical Discussion Questions
276(1)
Topics for Expanded Projects
276(1)
Closing Case: Subsidiary Initiative at Schenck Shanghai Machinery
277(1)
Notes
278(4)
Chapter 11 Governing the Corporation Globally
282(32)
Opening Case: The Murdochs versus Minority Shareholders
283(1)
Owners
284(1)
Concentrated versus Diffused Ownership
284(1)
Family Ownership
285(1)
State Ownership
285(1)
Managers
286(1)
Principal-Agent Conflicts
286(1)
Principal-Principal Conflicts
287(1)
Board of Directors
288(1)
Board Composition
288(1)
Strategy in Action 11.1 The Debate about Independent Directors in China
289(1)
Leadership Structure
290(1)
Board Interlocks
290(1)
The Role of Boards of Directors
290(1)
Strategy in Action 11.2 Professor Michael Jensen as an Outside Director
291(1)
Directing Strategically
291(1)
Governance Mechanisms as a Package
292(1)
Internal (Voice-Based) Governance Mechanisms
292(1)
External (Exit-Based) Governance Mechanisms
293(1)
Internal Mechanisms + External Mechanisms = Governance Package
294(1)
A Global Perspective
294(2)
Strategy in Action 11.3 Global Competition in How to Best Govern Large Firms
296(1)
A Comprehensive Model of Corporate Governance
297(1)
Industry-Based Considerations
297(1)
Resource-Based Considerations
298(1)
Institution-Based Considerations
298(2)
Debates and Extensions
300(1)
Debate 1 Opportunistic Agents versus Managerial Stewards
300(1)
Debate 2 Global Convergence versus Divergence
301(1)
Debate 3 Value versus Stigma of Multiple Directorships
301(1)
Debate 4 State Ownership versus Private Ownership
302(2)
The Savvy Strategist
304(1)
Chapter Summary
305(1)
Key Terms
305(1)
Critical Discussion Questions
306(1)
Topics for Expanded Projects
306(1)
Closing Case: The Private Equity Challenge
306(2)
Notes
308(6)
Chapter 12 Strategizing On Corporate Social Responsibility
314(28)
Opening Case: Starbucks's Corporate Social Responsibility Journey
315(2)
A Stakeholder View of the Firm
317(1)
A Big Picture Perspective
317(1)
Strategy in Action 12.1 Global Warming and Arctic Boom
318(1)
Stakeholder Groups, Triple Bottom Line, and ESG
319(1)
A Fundamental Debate
320(2)
A Comprehensive Model of Corporate Social Responsibility
322(1)
Strategy in Action 12.2 Giants of the Sea
323(1)
Industry-Based Considerations
323(2)
Resource-Based Considerations
325(1)
Strategy in Action 12.3 Can McDonald's Set the Chickens Cage-Free?
326(1)
The CSR-Economic Performance Puzzle
326(1)
Institution-Based Considerations
327(3)
Debates and Extensions
330(1)
Debate 1 Reducing versus Contributing toward Income Inequality
330(1)
Debate 2 Domestic versus Overseas Social Responsibility
331(1)
Debate 3 Active versus Inactive CSR Engagement Overseas
332(1)
Debate 4 Race to the Bottom ("Pollution Haven") versus Race to the Top
332(1)
The Savvy Strategist
333(1)
Chapter Summary
334(1)
Key Terms
335(1)
Critical Discussion Questions
335(1)
Topics For Expanded Projects
335(1)
Closing Case: The Ebola Challenge
336(1)
Notes
337(5)
PART 4 Integrative Cases
IC 1 The Consulting Industry
342(4)
M. W. Peng
IC 2 The Asia Pacific Airline Industry
346(3)
M. W. Peng
IC 3 LEGO's Secrets
349(2)
M. W. Peng
IC 4 BMW at 100
351(4)
K. Meyer
IC 5 Occidental Petroleum (Oxy): From Also-Ran to Segment Leader
355(5)
C. F. Hazzard
IC 6 Tesla's CEO Quits Presidential Councils
360(2)
Y. H. Jung
IC 7 Legalization of Ride-Hailing in China
362(5)
Y. Li
IC 8 The Final Frontier of Outsourcing to India
367(5)
A. P. Krishnan
IC 9 Volkswagen's Emissions Scandal
372(3)
B. E. Coates
IC 10 Private Military Companies
375(4)
M. W. Peng
IC 11 Snowsports Interactive: A Global Start-Up's Challenges
379(5)
M. L. Taylor
X. Yang
D. Mardiasmo
IC 12 Business Jet Makers Eye China
384(2)
M. W. Peng
IC 13 Carlsberg in Russia
386(2)
M. W. Peng
IC 14 Enter North America by Bus
388(2)
M. W. Peng
IC 15 Etihad Airways' Alliance Network
390(2)
M. W. Peng
IC 16 Jobek do Brasil's Joint Venture Challenges
392(6)
D. M. Boehe
L. B. Cruz
IC 17 Saudi Arabia in OPEC: Price Leader in a Cartel
398(4)
M. W. Peng
IC 18 AGRANA: From a Local Supplier to a Global Player
402(5)
M. Hasenhuttl
E. Pleggenkuhle-Miles
IC 19 Nomura's Integration of Lehman Brothers
407(2)
M. W. Peng
IC 20 Cyberattack on TNT Express and Impact on Parent Company FedEx
409(5)
W.E. Hefley
IC 21 Shanghai Disneyland
414(3)
M. W. Peng
IC 22 Samsung's Global Strategy Group
417(2)
M. W. Peng
IC 23 Corporate Governance the HP Way
419(3)
M. W. Peng
IC 24 When CSR Is Mandated by the Government in India
422(2)
N. Kathuria
IC 25 Wolf Wars
424(2)
M. W. Peng
Glossary 426(12)
Index of Names 438(13)
Index of Organizations 451(3)
Index of Subjects 454
Mike W. Peng is the Jindal Chair of Global Business Strategy at the Jindal School of Management, University of Texas at Dallas. He is a National Science Foundation (NSF) Career Award winner and a Fellow of the Academy of International Business (AIB) and Asia Academy of Management (AAOM). Dr Peng holds a bachelors degree from Winona State University, Minnesota, and a Ph.D. degree from the University of Washington, Seattle. Truly global in scope, Dr Pengs research has investigated firm strategies in Africa, Asia Pacific, Europe, and North and South America. With more than 160 published articles and five books, he is one of the most prolific and influential scholars in global business. Used in over 40 countries, his textbooks are worldwide market leaders that have been translated into Chinese, Portuguese, and Spanish. He is one of only 101 scholars in economics and business listed among Highly Cited Researchers (based on Web of Science citations) in 2020 and has been on this distinguished list every year since 2014. Dr Peng has served on the editorial boards of AMJ, AMP, AMR, GSJ, JIBS, JMS, JWB, and SMJ; and served one term as Editor-in-Chief of the APJM. In recognition of his contributions, APJM named its best paper award the Mike Peng Best Paper Award. He has guest-edited special issues for JIBS and JMS, co-chaired an AIB/JIBS Frontiers conference in San Diego (2006) and chaired the Richard Farmer Best Dissertation Award Committee for the Washington conference (2012). He served as program chair for the biennial conference in Bali, Indonesia (2019), and is currently Vice President of AAOM.