CiNii Books - The Oxford handbook of international business strategy

The growth of the multinational enterprise (MNE) has led to an increasing interest in international business strategy from scholars, professionals, and policy makers alike. MNEs must contend with challenges in both their home and host international markets, and increasingly uncertain conditions in the international business environment demand superior firm-level capabilities for multinational firms to achieve and maintain competitive advantages in the long-run. This Handbook explores the progress made in international business strategy theory and practice in the last few decades. Written by an international team of leading experts, it captures the differences in motivations and decision-making processes between smaller and larger firms, private, family, and state owned firms, and emerging or developed market multinationals. It elaborates on the links between international strategy and the social responsibilities of the firm in its various host market contexts, including the deployment of effective and ethical human resource practices in international markets. Most importantly, it lays out how the classic principles of international competitive strategy are transformed in today's markets, in great part due to digitalization, and provides suggestions on how MNEs can develop international business strategies to respond to these transformations. The implications of these discussions for strategy and practice are becoming ever more profound. This Handbook will prove a valuable resource for both international business scholars and practitioners.

Table of Contents

Kamel Mellahi, Klaus Meyer, Rajneesh Narula, Irina Surdu, and Alain Verbeke: Introduction PART I. FOUNDATIONS OF INTERNATIONAL BUSINESS STRATEGY 1: Rajneesh Narula, Alain Verbeke, and Wenlong Yuan: The Theory of International Business Strategy 2: Geoffrey Jones and Teresa da Silva Lopes: International Business History and the Strategy of Multinational Enterprises: How History Matters 3: David Teece and Olga Petricevic: Capability-Based Theories of MNE Growth 4: Ram Mudambi: Location and International Strategy Formation: A Research Agenda PART II. CORE ISSUES IN MODERN INTERNATIONAL BUSINESS STRATEGY RESEARCH 5: Florian B. Zapkau, Christian Schwens, and Keith D. Brouthers: A Review of International Entry Mode Research: 2007-2018 6: Lars Hakanson, Philip Kappen, and Ivo Zander: Strategic Knowledge Creation in Multinational Enterprises 7: Grazia D. Santangelo: Internationalization Process perspectives: Revisiting the Link Between Market Knowledge and Market Commitment 8: Eric W. K. Tsang: Multi-Theoretical Approaches to Studying International Business Strategy PART III. GOVERNANCE STRUCTURES IN INTERNATIONAL BUSINESS STRATEGY 9: Isibor Jerry Ebeigbe and Elizabeth L. Rose: International New Ventures: Do They Really Matter? 10: Pavlos Dimitratos: It's Not Only the International New Venture But (Also) the Micro-Multinational, Daftie! Reconsidering the Unit of Analysis in International Entrepreneurship 11: Liena Kano, Alain Verbeke, and Luciano Ciravegna: Internationalization of Family Firms: When is a Managerial Focus on Socio-Emotional Wealth Effective? 12: Alvaro Cuervo-Cazurra, Alicia Rodriguez, and C. Annique Un: Internationalization of Emerging-Markets Multinationals: The Role of the Underdevelopment of the Home Country 13: Saul Estrin, Jing Li, and Daniel Shapiro: State-Owned Multinational Enterprises: Theory, Performance and Impact PART IV. DYNAMICS OF INTERNATIONAL BUSINESS STRATEGY 14: Gabriel R. G. Benito, Bent Petersen, and Lawrence S. Welch: Dynamics of Operation Modes: Switches and Additions 15: Ulf Andersson, Mats Forsgren, and Ulf Holm: Subsidiaries as Sources for Learning in Multinational Enterprises: A commentary on the Importance of External Embeddedness 16: Maria A. De Villa: Political Strategies of Subsidiaries of Multinational Enterprises 17: Carlos M. P. Sousa and Qun Tan: Looking Back to Move Forward: An Overview of Foreign Divestment Decisions 18: Irina Surdu: Foreign Market Re-entry Strategies: The Role of Cognitive Biases in Decision-Making PART V. NEW DIMENSIONS OF INTERNATIONAL BUSINESS STRATEGY 19: Pinar Ozcan and Basak Yakis-Douglas: Digitalization and its Strategic Implications for the Multinational Enterprise: The Changing Landscape of Competition and How to Cope with it 20: Giulio Nardella and Stephen Brammer: Corporate Social Responsibility, Irresponsibility and the MNE Environment 21: Anthony Goerzen and Ari Van Assche: Global Value Chain Governance: A MNE Capabilities View 22: Renato J. Orsato, Simone R. Barakat, and Jose G. F. Campos: Sustainability Strategies: Research and Practice in International Business 23: Kieran M. Conroy and Dana Minbaeva: New International HRM Approaches and MNE Strategies

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The Oxford handbook of international business strategy

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