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The Oxford Handbook of International Business Strategy Kamel Mellahi (Senior Manager, Senior Manager, Dubai Chamber Centre for Responsible Business)

The Oxford Handbook of International Business Strategy By Kamel Mellahi (Senior Manager, Senior Manager, Dubai Chamber Centre for Responsible Business)

The Oxford Handbook of International Business Strategy by Kamel Mellahi (Senior Manager, Senior Manager, Dubai Chamber Centre for Responsible Business)


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Summary

Multinational enterprises must contend with increasingly challenging conditions in the international business environment. This Handbook explores how classic principles of international competitive strategy are transformed in today's markets and provides suggestions on how firms can develop effective strategies to respond to these transformations.

The Oxford Handbook of International Business Strategy Summary

The Oxford Handbook of International Business Strategy by Kamel Mellahi (Senior Manager, Senior Manager, Dubai Chamber Centre for Responsible Business)

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.

About Kamel Mellahi (Senior Manager, Senior Manager, Dubai Chamber Centre for Responsible Business)

Kamel Mellahi is a Senior Manager at Dubai Chamber Centre for Responsible Business. Prior to joining the Dubai Chamber, he held professorship positions in strategic management at Warwick Business School, the University of Sheffield, and the University of Nottingham. He has published 10 books including Global Strategic Management (Oxford University Press), and The Oxford Handbook of Talent Management (Oxford University Press), and over 100 papers in renowned business and management journals such as Strategic Management Journal, Journal of International Business Studies, Journal of Management, and California Management Review. Klaus Meyer is a leading scholar in the field of International Business conducting research on the strategies of multinational enterprises (MNEs) in emerging economies. He is a Professor of International Business at Ivey Business School, Canada. He previously served on the faculty of China Europe International Business School, University of Bath, University of Reading, and Copenhagen Business School. He has published over 80 articles in leading scholarly journals and seven books, including The Oxford Handbook of Management in Emerging Markets (Oxford University Press). He is a Fellow of the Academy of International Business and recipient of the JIBS Decade award. Rajneesh Narula is the John H. Dunning Chair of International Business Regulation at the Henley Business School, University of Reading, UK. His research and consulting have focused on the role of multinational firms in development, innovation and industrial policy, R&D alliances, and outsourcing. He has published over a 100 articles and chapters in books on these themes. He is an editor of Journal of International Business Studies, and holds honorary appointments at United Nations University-MERIT, Norwegian School of Business, University of Oxford, and the University of Urbino. Irina Surdu is an Associate Professor of International Business Strategy at Warwick Business School, University of Warwick, UK. Her current research agenda focuses on the international growth and subsequent investment strategies of MNEs. Her research has appeared in journals such as Journal of International Business Studies, Journal of World Business, International Business Review and British Journal of Management. Over the last few years, her research has won multiple awards at International Business conferences such as AIB UK-I and EIBA. She is an Associate Editor of Multinational Business Review and part of the Editorial Board of Journal of International Business Studies. Alain Verbeke is a Professor of International Business and holds the McCaig Chair in Management at the Haskayne School of Business, University of Calgary. He is also the Inaugural Alan M. Rugman Memorial Fellow at the Henley Business School, University of Reading, and Editor-in-Chief of the Journal of International Business Studies. He is an Adjunct Professor at the Solvay Business School, Vrije Universiteit Brussel and a Dean's Circle Distinguished Fellow at Florida International University. He was elected a Fellow of the AIB (2007) and EIBA (2019). His research agenda focuses on effective governance design for managing new resource combinations internationally.

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

Additional information

NPB9780198868378
9780198868378
0198868375
The Oxford Handbook of International Business Strategy by Kamel Mellahi (Senior Manager, Senior Manager, Dubai Chamber Centre for Responsible Business)
New
Hardback
Oxford University Press
2021-01-07
528
N/A
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