The Oxford Handbook of International Business Strategy
- 11h 39m
- Alain Verbeke (ed), Irina Surdu, Kamel Mellahi, Klaus Meyer, Rajneesh Narula
- Oxford University Press (US)
- 2021
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.
In this Book
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Introduction
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The Theory of International Business Strategy
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International Business History and the Strategy of multinational Enterprises—How History Matters
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Capability-Based Theories of Multinational Enterprise Growth
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Location and International Strategy Formation—A Research Agenda
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A Review of International Entry Mode Research—2007–2018
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Strategic Knowledge Creation in Multinational Enterprises
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Internationalization Process Perspective—Revisiting the Link between Market Knowledge and Market Commitment
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Multi-Theoretical Approaches to Studying International Business Strategy
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International New Ventures—Do They Really Matter?
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It’s Not (Only) the International New Venture But (Also) the Micromultinational, Daftie!—Reconsidering the Unit of Analysis in International Entrepreneurship
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Internationalization of Family Firms—When is a Managerial Focus on Socio-Emotional Wealth Effective?
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Internationalization of Emerging-Market Multinationals—The Role of the Underdevelopment of the Home Country
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State-Owned Multinational Enterprises—Theory, Performance, and Impact
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Dynamics of Operation Modes—Switches and Additions
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Subsidiaries as Sources for Learning in Multinational Enterprises—A Commentary on the Importance of External Embeddedness
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Political Strategies of Subsidiaries of Multinational Enterprises
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Looking Back to Move Forward—An Overview on Foreign Divestment Decisions
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Foreign Market Re-Entry Strategies—The Role of Cognitive Biases in Decision-Making
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Digitalization and its Strategic Implications for the Multinational Enterprise—The Changing Landscape of Competition and How to Cope with It
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Corporate Social Responsibility, Irresponsibility, and the Multinational Enterprise Environment
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Global value Chain Governance—A Multinational Enterprise Capabilities View
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Sustainability Strategies—Research and Practice in International Business
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New International Human Resource Management Approaches and Multinational Enterprise Strategies
