A New Generation in International Strategic Management (Google eBook)

Front Cover
Stephen B. Tallman
Edward Elgar Publishing, 2007 - Business & Economics - 340 pages
1 Review
Stephen Tallman has put together an excellent tome by high-quality emerging scholars that provides cutting edge knowledge on the field of international strategy. The coverage is thorough, including more traditional topics such as the outcomes of internationalization (e.g., performance, innovation, risk reduction) and market entry modes of cross-border M&As and alliances, while also exploring unique and important topics such as investment in global cities and the development of new organizational forms. It is a must read for graduate students and scholars interested in international strategy. Michael A. Hitt, Texas A&M University, US This book comprises eighteen cutting edge chapters by emerging scholars in international strategy, offering a variety of fresh perspectives on critical issues that the field will face in the near future. These young scholars have unique and innovative thoughts about international strategy, which are well ahead of the mainstream of international business academics. Various topics are addressed, including the rise of outsourcing and the global spread of research and development activities; structural innovations by multinational firms, with particular attention to organizing for the efficient transfer of knowledge resources within networks of alliances; and new ways of considering the effects of location, focusing on the relative importance of regional clusters and countries and the impact of geographical and cultural distance on international strategies. Stephen Tallman has geared the book to an academic audience, specifically faculty and graduate students in international business, international management, and global strategy. Sophisticated international business practitioners will also find it an interesting read.
  

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Contents

Peripheral vision for international strategy exploring vistas of the fields future
3
Geographic diversification risk reduction or operational flexibility
20
Is Do what you do best and outsource the rest an appropriate technology sourcing strategy?
40
Types of difficulties in internationalization and their consequences
63
RD internationalization building organizational capabilities to balance exploration and exploitation
84
Real options theory and international strategic management
100
NEW ORGANIZATIONAL FORMS FOR MULTINATIONAL COMPANIES
119
International business theory multinational enterprise and new organizational forms
121
Evolution of outcomes in international strategic alliances
195
LOCATION IN THE MODERN GLOBALIZING WORLD
207
Is it all a matter of grouping? Examining the regional effect in global strategy research
209
Global cities and multinational corporation investment
229
Cultural and institutional determinants of agglomeration
245
Local clusters with nonlocal demand an exploratory study of small ethnic worlds in the Indian IT industry
263
Technology as a remedy for political risks
282
The role of geographic distance in FDI
295

Organizing for discontinuous knowledge flows a new perspective on the management of knowledge and innovation in MNCs
142
Building and leveraging knowledge capabilities through crossborder acquisitions
162
Nontransitive decision making about partner selection in international RD alliances
180
Psychic distance and directional equivalence a theoretical framework
308
Index
327
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