You are previewing International Business: An Asia Pacific Perspective, Second Edition.
O'Reilly logo
International Business: An Asia Pacific Perspective, Second Edition

Book Description

International Business: An Asia Pacific Perspective (Second Edition) provides a unique exploration of the topic of international business. It examines decisions relevant to managers in internationalizing and multinational firms operating in the Asia Pacific region. Its uniqueness stems from the cutting-edge conceptual material that underlies the decision-making frameworks in the text and in the numerous Asian company examples and illustrations. Users of this text examine such essential topics as the measurement and analysis of the cultural, political and economic dimensions of the international environment; the formation of internationalization strategies, including entry mode choice and strategic alliances; the analysis of the competitive implications of multinational firms and business groups; multinational, subsidiary and expatriate management; and the management of ethical issues.

Table of Contents

  1. Title Page
  2. Copyright Page
  3. Table of Contents
  4. About the Authors
  5. Preface
  6. Acknowledgments
  7. Section 1: The International Business Environment
    1. 1. International Business
      1. The Multinational Firm
      2. The Globalizing Economy
      3. Size and Prevalence of Multinational Companies
      4. Trends in Foreign Direct Investment
      5. International Management Issues
      6. Chapter 1 Endnotes
    2. 2. The International Business Environment
      1. Managing International Business
      2. The Economic Environment
      3. International Trade and FDI
      4. An Historical Perspective on International Trade
      5. International Financial Markets
      6. Trade Theory
      7. Theory of National Competitiveness
      8. Summary
      9. Chapter 2 Endnotes
    3. 3. The Political Environment
      1. Measures of Policy Uncertainty
      2. Other Dimensions of the Political Environment
      3. Management of the Political Environment
      4. Summary
      5. Chapter 3 Endnotes
    4. 4. The Cultural Environment
      1. Levels of Culture
      2. National Culture
      3. Culture and Management
      4. Local Managers
      5. Summary
      6. Chapter 4 Endnotes
  8. Section 2: Managing International Growth
    1. 5. International Expansion
      1. Geographic Market Decision
      2. Timing of Entry Decision
      3. Product Market Decision
      4. The Stages Model
      5. Summary
      6. Chapter 5 Endnotes
    2. 6. Entry Mode Choice
      1. Internationalization and Entry Modes
      2. Entry Mode Decision
      3. Chapter 6 Endnotes
    3. 7. Strategic Alliances and Joint Ventures
      1. The Growth of Strategic Alliances
      2. Motivations to form Strategic Alliances
      3. Design of Strategic Alliances
      4. Partner Choice
      5. Management of Strategic Alliances
      6. Summary
      7. Chapter 7 Endnotes
    4. 8. International Acquisitions
      1. The Growth of Acquisitions
      2. Drivers of Acquisitions
      3. Value Creation in Acquisitions
      4. Succeeding with Acquisitions
      5. Summary
      6. Chapter 8 Endnotes
    5. 9. Multinational Enterprise
      1. Multinational Firms
      2. Why do we have Multinational Firms?
      3. Theories of Multinational Enterprise
      4. The OLI Framework
      5. Developing Country Multinational Enterprises
      6. Summary
      7. Chapter 9 Endnotes
    6. 10. Business Groups
      1. Business Groups – Characteristics
      2. Business Groups – Rationale
      3. Business Groups – Strategic Outcomes
      4. Internationalization and Member Advantages
      5. Summary
      6. Chapter 10 Endnotes
  9. Section 3: Multinational Management
    1. 11. Managing a Multinational Enterprise
      1. The Organization of Activities
      2. Implementing Structural Change
      3. Multinational Strategy and Structure
      4. Strategy Choice in International Markets
      5. Summary
      6. Chapter 11 Endnotes
    2. 12. Managing a Foreign Subsidiary
      1. Subsidiary Mandates and Development
      2. A Multinational Firm’s Network of Subsidiaries
      3. Subsidiary Choice
      4. Centers of Excellence
      5. Summary
      6. Chapter 12 Endnotes
    3. 13. Multinational Manager
      1. What is International Human Resource Management?
      2. Managing Expatriates
      3. Approaches to Staffing Policy
      4. Expatriate and Local Management
      5. Expatriate Training
      6. Summary
      7. Chapter 13 Endnotes
    4. 14. Ethical and Social Responsibility in Multinational Management
      1. Social Responsibility
      2. Ethical Responsibility
      3. Management of Ethical Issues
      4. Current Issues in Ethics in International Business
      5. Summary
      6. Chapter 14 Endnotes
  10. Section 4: Cases
    1. Case 1. Ruth’s Chris: The High Stakes of International Expansion
      1. The House that Ruth Built
      2. A World of Opportunities
      3. What Should Ruth’s Chris do Next?
    2. Case 2. Vincor and the New World of Wine
      1. The Global Wine Industry
      2. France
      3. Italy
      4. Australia
      5. Chile
      6. Argentina
      7. Major World Markets
      8. Other Countries
      9. The U.S. Wine Industry
      10. The Canadian Wine Industry
      11. The Australian Wine Industry
      12. Trends in the Global Wine Industry
      13. Vincor International Inc.
      14. U.S. Acquisitions
      15. Integration with R.H. Phillips
      16. Vincor in 2002
      17. Goundrey Wines Pty. Ltd.
    3. Case 3. A Few Tips About Corruption in the U.S.
      1. Mr. Biswas
      2. Mr. Lee
      3. Mr. Lai
      4. Back to the United States
    4. Case 4. Majestica Hotel in Shanghai?
      1. Majestica Hotels Inc.
      2. Majestica in the Asia-Pacific Region
      3. Commercial Properties of Shanghai Limited
      4. The Hotel Industry in Shanghai
      5. Majestica — CPS Negotiation
      6. Length of Contract Term
      7. Pre-Opening Assistance
      8. Name of the Hotel
      9. General Manager
      10. Expatriates
      11. General Staffing
      12. Purchasing
      13. Owners’ Access to Hotel Rooms
      14. Arbitration
      15. The Decision
    5. Case 5. Pacificlink iMedia: Becoming a Full Service Interactive Agency
      1. Pacificlink iMedia
      2. Products and Services of Pacificlink
      3. Clients
      4. Achievements
      5. Growth of Pacificlink
      6. Employment and Organization
      7. Growth by Acquistion
      8. Challenges
      9. Regional Growth
      10. Product Line Expansion
      11. Pacificlink as a Target
      12. Pacificlink as a Public Company
      13. February 2009
    6. Case 6. Eli Lilly in India: Rethinking the Joint Venture Strategy
      1. The Global Pharmaceutical Industry in the 1990S
      2. The Indian Pharmaceutical Industry in the 1990S
      3. Eli Lilly and Company
      4. Ranbaxy Laboratories
      5. The Lilly Ranbaxy Jv
      6. The Start-Up
      7. The Mid-Term Organizational Changes
      8. The New World, 2001
      9. Evaluating Strategic Options
    7. Case 7. Giant Inc.: Formation of the A-Team
      1. The Bicycle Industry in Taiwan
      2. Giant
      3. Merida
      4. The Birth of the A-Team
      5. The Activities of the A-Team
      6. (1) Early Stage
      7. (2) Conflict Stage
      8. (3) Coordinating Stage
    8. Case 8. Reinventing the San Miguel Corporation
      1. San Miguel Corporation
      2. Growth by International Expansion
      3. Growth by Product Diversification
      4. Reinventing San Miguel Corporation
      5. Completed Acquisitions
      6. Intended Acquisitions
      7. Reinventing the Company
    9. Case 9. Tata Motors’ Acquisition of Daewoo Commercial Vehicle Company
      1. The Truck Industry
      2. Tata Group
      3. Tata Motors
      4. Daewoo Commercial Vehicles Company
      5. The Acquisition
      6. The Situation in 2006
    10. Case 10. ING Insurance Asia/Pacific
      1. International Netherlands Group (ING)
      2. Jacques Kemp
      3. The Insurance Industry in Asia
      4. ING in Asia/Pacific
      5. The Aetna Integration
      6. Regional Structure
      7. Kemp’s Size-Up
      8. The Consultants
    11. Case 11. Rodamas Group: Designing Strategies for Changing Realities in Emerging Economies
      1. Indonesia: A Promising Emerging Economy
      2. Turning an Idea Into Gold
      3. The Rodamas Portfolio
      4. Management and Organization Structure
      5. The Challenges Ahead
      6. Strategic Options
      7. Future Directions
    12. Case 12. Taming the Dragon: Cummins in China (Condensed)
      1. Cummins’ History
      2. China — an Emerging Power in the 1990S
      3. The Diesel Engines Industry in China
      4. Foreign Direct Investment in the Trucking Industry
      5. Cummins’ Early Efforts in China — Two Key Licensees
      6. From Licensing to Joint Ventures
      7. CCEC, a Joint Venture in Chongqing
      8. DCEC, a Joint Venture in Xiangfan
      9. Cummins’ Non-Automotive Business in China
      10. Challenges Facing Cummins China in 2000
    13. Case 13. Dabur India Ltd. — Globalization
      1. Introduction
      2. Consumer Packaged Goods – Industry Background
      3. Dabur-Company Background
      4. Domestic Capabilities
      5. Approach to Globalization
      6. Template for Globalization
      7. Global Consumers
      8. Global Competition
    14. Case 14. Ethics of Offshoring: Novo Nordisk and Clinical Trials in Emerging Economies
      1. Novo Nordisk
      2. Appendix 1 Corporate Sustainability at Novo Nordisk (Extracts)
      3. Appendix 2 Helsinki Declaration of the World Medical Association (Excerpts)
      4. Appendix 3 Clinical Trials: Novo Nordisk’s Position
    15. Case 15. Mattel and the Toy Recalls (A)
      1. Toy Industry – Overview
      2. Toy Production in China
      3. Toy Safety
      4. Mattel – The No.1 Toy Maker in the World
      5. A Recall Underway
      6. Another Instance of Lead and Further Reports of Loose Magnets
      7. Fisher-Price Recalls Licensed Character Toys Due to Lead Poisoning Hazard