The Dynamics of International Strategy

International strategy affects everyone: from the planning departments of large multinational organizations and the governments trying to attract their investment to the managers of small or medium-sized firms, the owners of neighbourhood stores and the employees of all companies. It is an increasingly important part of undergraduate business and management and MBA courses but is marginalised by mainstream strategy texts. Written by academics who also work as industrial consultants this comprehensive and accessible text provides an introduction to the key issues in strategic management within an international context. Using well-known strategy frameworks, as well as introducing new concepts, students will be able to make sense of the dynamics of international competition and international strategy.

Table of Contents:
1. Introduction. PART 1: THE NATURE OF INTERNATIONAL STRATEGY. 2. The Context and Economics of International Strategy. 3. Regional Strategy. 4. The Dynamics of International Competition. 5. The Role of Culture in International Strategy. PART 2: ISSUES OF CO-ORDINATION. 6. The International Corporate Structure Model. 7. The Multidomestic Form. 8. The Global and International Exporter Forms. 9. The Transnational Form. PART 3: NEW PATHWAYS. 10. International Strategy in Services. 11. Co-operation in International Strategy. 12. The Management of International Strategic Alliances. 13. International Strategy and Learning. 14. Conclusion: Looking Forward. References. Index.

About the Author :
David Faulkner is an Oxford educated economist, who prior to becoming an academic twenty years ago spent much of his career as a strategic management consultant with McKinsey and Arthur D. Little. He is Professor of Strategy at Royal Holloway, University of London, and Visiting Research Professor at the Open University. Until recently he was a Tutorial Fellow at Christ Church, Oxford and Member of the Governing Body, and an Oxford University Lecturer in Management Studies (Strategic Management). He still teaches management at Exeter College, Oxford and taught the MBA at Warwick Business School. He has been in recent years Deputy Director of the Oxford University Said Business School, Director of the MBA programme for the University, Director of Undergraduate Programme, Chief Examiner for the MBA, Chairman of the Graduate Studies committee, and Chairman of the Faculty of Management. Prior to that he lectured in strategy at both Cambridge and Cranfield. During his academic career, in addition to lecturing, he has focused strongly on research output, and in addition to his doctoral thesis, has published twelve books mainly on co-operative strategy, mergers and acquisitions and international business. Susan Segal-Horn is Professor of International Strategy at the Open University Business School, where she is also Director of the Marketing & Strategy Research Unit. Susan was previously Professor of International Strategy at the University of Kent. She worked for several years in the Strategy Group at Cranfield School of Management. She has been Visiting Professor in International Business at the Ecole Nationale de Ponts et Chaussees in Paris, and in Corporate Strategy at the Graduate School, University of Notre Dame, US. Susan acts as a consultant and facilitator for strategy workshops in the UK and internationally, with government departments, national and multinational companies and professional service firms. Her research focus is the globalization of industries and firms. She specializes in global strategies in service industries and within multinational service firms. Industry sectors covered by past and present research include: airlines, hotel chains, retailing, advertising, some financial service sectors and several types of professional services such as accounting, management consulting and, most recently, law firms. Susan is a frequent speaker at international conferences, regularly presenting her research on international growth in services and the issues facing companies as a result of globalization and the development of regional trading blocs. Her current research focus is the globalization of ‘super-elite’ law firms and how to manage cross-border co-ordination within international firms, especially within knowledge-intensive service firms.

Review :
1. Introduction PART 1: THE NATURE OF INTERNATIONAL STRATEGY 2. The Context and Economics of International Strategy 3. Regional Strategy 4. The Dynamics of International Competition 5. The Role of Culture in International Strategy PART 2: ISSUES OF CO-ORDINATION 6. The International Corporate Structure Model 7. The Multidomestic Form 8. The Global and International Exporter Forms 9. The Transnational Form PART 3: NEW PATHWAYS 10. International Strategy in Services 11. Co-operation in International Strategy 12. The Management of International Strategic Alliances 13. International Strategy and Learning 14. Conclusion: Looking Forward References Index