Strategic Management: From Theory to Implementation, Fourth Edition
A thorough text which helps understand where strategic management comes from, and how a corporate strategy can be formed and implemented.
TABLE OF CONTENTS Strategic Management: From Theory to Implementation, Fourth Edition
Chapter 18: Multinational and global strategy
Overview
This chapter shows the forces that are making more and more industries take a global view, both of their competitors and of the geographical arena in which they operate. The drivers for globalisation are examined, and the argument is made that globalisation is a strategic decision: it does not just happen. A method to compare whether the company is operating in accord with the pressures for globalisation is described. However, there is more to operating across country borders than taking a global view. Another aim of the chapter is to consider some of the issues in the management of multinational undertakings that affect the design of strategic management processes and the strategic decisions themselves.
Once a company begins to operate outside of its own national environment, its problems of strategic choice begin to multiply (some of these complications may also occur in a company with a number of large subsidiaries).
International business has been with us for a long, long time. It arrived at the dawn of civilisation and for centuries provided the motivation for many of the acts which shaped the path of history. If wars were not fought for personal grandeur, territorial expansion, or religion, they were usually fought for trade. By the fifteenth century the international company was well established in the shape of the banking and merchant businesses which flourished in Italy.
The international company began to get larger, and during the European colonial period was frequently entrusted with the task of government, administration, defence...
Copyright David Hussey 1998 under license agreement with Books24x7
