Über den Autor
David Collis is the Thomas Henry Carroll Ford Foundation Adjunct Professor of Business Administration within the strategy unit at Harvard Business School, and an advisor to several well-known multinational corporations. He was previously a professor at the Yale School of Management and at Columbia Business School.
Acknowledgments ixrnPreface xirnIntroduction: Motivation and Definition - What is International Strategy? 1rnPART ONE The Context Facing Multinational Firms 7rn1 The Ubiquity and Importance of International Competition 9rn2 Why Do Firms Go International? The Justification for the Existence of the Multinational Corporation 41rnPART TWO Conceptual Framework: What is Different about International Strategy? 73rn3 What is Distinctively International about International Strategy? 75rn4 What is Uniquely Strategic about International Strategy? 99rn5 Generic International Strategies 119rn6 Choice of Generic International Strategy 163rnPART THREE Managerial Implications 179rn7 What Product? 181rn8 Which Country? 217rn9 Where to Locate? 259rn10 How to Organize? 307rn11 The Modern Multinational: Is There One Best Strategy? Are We All Transnational Now? 349rnAbout the Author 361rnIndex 363
THE COMPREHENSIVE GUIDE TO MANAGING AND LEADING COMPANIES THAT COMPETE INTERNATIONALLYrnDrawing on the course material developed at the Harvard Business School and Yale School of Management by David Collis, International Strategy provides theoretical insight and pragmatic tools that address the decisions facing senior managers in multinational corporations. International Strategy explores the critical differences between domestic and international competition: the heterogeneity of markets in which companies are involved; the volatility of economic conditions that firms face; and the increased scale of activities fostered by global participation. The text examines how these phenomena create tensions and tradeoffs for executives concerning which product to offer around the world, which countries to compete in, where to locate various activities, and how to organize the firm worldwide. Making those choices in an integrated fashion, it is explained, requires pursuit of a coherent strategy that builds an international advantage. Filled with illustrative examples from a wide range of international companies, International Strategy, offers an accessible guide to help managers navigate the myriad decisions they must make in order to create value from their foreign operations and outperform competitors in an increasingly integrated world.