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Global Strategy. Global Dimensions of Business

  • ID: 2213282
  • Book
  • Region: Global
  • 240 Pages
  • John Wiley and Sons Ltd
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Business Strategy in the 21st century is global strategy. As culture, politics, employment and other aspects of non–business life become more global, the global strategies of multinational enterprises are of great concern to business, governments, and consumers.

This timely volume provides the basic knowledge needed to understand the forces driving international and global strategies, the character of such strategies, and the actions firms take to survive and prosper in the global economy.

Written by an experienced teacher with a strong research profile and a clear understanding of the market, Global Strategy focuses on organizational capabilities, capability–building and knowledge.

This text is part of the Global Dimensions of Business series designed to provide authoritative strategy and international business coverage for advanced and executive students. Books in the series provide focused, topic–based summaries of the key developments in business – ideally designed for use on modular courses.

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List of Figures.


Chapter 1. Strategy for the Global Marketplace.

Strategy in Action.


Strategic Management.

The Strategy Process.

The Structure of the Book.

Key Points in the Chapter.

Chapter 2. Global Strategy as a Resource–based Strategy.

Strategy in Action.

The Objectives of Business Strategies.

The Objectives of Multinational Business Strategies.

Leveraging Resources and Capabilities: The Search of International Markets.

Building Resources and Capabilities: the International Search for Innovation.

Protecting Resources and Capabilities – International Risk Reduction Objectives.


Key Points in the Chapter.

Chapter 3. the Global Strategy Environment.

Strategy in Action.

International Economics and Trade Theory.

Absolute Advantage and The Wealth of Nations.

David Ricardo and Comparative Advantage.

The Factor Availability Model of Comparative Advantage.

The International Product Life Cycle and Shifting Comparative Advantage.

Constructed Comparative Advantage and Porter′s Diamond Model.

Industry Clusters – Comparative Advantage on the Local Level.

Comparative Advantage and Competitive Advantage Country Risk Issues and the GBE.

Political Differences and International Strategies Legal Structures and Property Rights.

Cultural Heritage and Business.

Emerging Markets and the Bottom of the Pyramid.


Key Points in the Chapter.

Chapter 4. Global Competitive Analysis.

Strategy in Action.

Industry Analysis and the Global Marketplace.

The Five Forces Model in the Global Setting.

International and Global Industries.

Global Integration and National Responsiveness.

Configuration and Coordination.

The Forces Driving Global Competition.

Life Cycles, Local Markets, and Outsourcing.

Global Services Industries and E–Commerce.


Key Points in the Chapter.

Chapter 5. Firm–Specific Resources and Capabilities in the Global Setting.

Strategy in Action.

Firm–specific resources and Capabilities.

Resources, Capabilities, and Competitive Advantage.

Identifying Strengths – Firm–specific Resources and Capabilities to exploit.

Supporting Strengths – Complementary and Co–specialized resources.

Home Country Advantage and the Origins of FSRCs.

Clusters, City Regions, and FSRCs.

Capability Leverage Strategies and the Multinational Firm. 

Resources, Capabilities, and Multinational Strategies.

Capability Leverage and Internationalization.

Capability Leverage and Integration.

Capability–building Strategies and the Multinational Firm.

Capability–building and internationalization.

Capability–building and Globalization.


Key Points in the Chapter.

Chapter 6. Integrating Global Strategy.

Strategy in Action.

Making Strategy.

Strategies of Fit and the Industry Context.

Global Integration vs. National Responsiveness.

Markets, Alliances, and Hierarchies – How best to Access Markets.

Strategies of Fit to the Capabilities of the Firm.

Pursuing Strategies in the International Marketplace.

Acquisition in International Expansion.

Strategic Alliances and Multinational Strategy.

The Strategic Roles of Subsidiaries.


Key Points in the Chapter.

Chapter 7. Global Strategy, Global Structure.

Strategy in Action.

Strategies and Structures – Building the Transnational Markets and Hierarchies.

Cooperative Forms – Alliances and Joint Ventures.

The Role of the Center and the De–Integration of HQ.



Key Points of the Chapter.

Chapter 8. Entry Strategies for Global Companies.

Strategy in Action.

Entry Drivers.

The Influence of Global Strategy – Why Are We Doing This?

The Boundary Effects of Corporate Norms, Values, and Policies – That′s Just the Way It is.

That Just can′t be done – The Limits of Corporate.


Local Conditions – What are We getting Into?

Entry Strategies.

Cooperative Entry Strategies.

Entry through Acquisition.

Entry by Startup.


Key Points in the Chapter.

Chapter 9. Global Strategy in a Time of Troubles.

Strategy in Action.

The Global Business Environment.

Competitive Analysis.

Resource Strategies.

Integrating Global Strategy.

Structuring for Tough Times.

New Market Entry Strategies.


Key Points in the Chapter.


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Stephen Tallman
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