GlobalandTransnationalBusinessStrategyandManagement.doc

Global and Transnational Business: Strategy and Management Second Edition George Stonehouse Northumbria University David Campbell University of Newcastle-upon-tyne Jim Hamill University of Strathclyde Tony Purdie Northumbria University Contents Xix Xxi 1 3 3 3 3 5 6 8 16 16 18 19 20 20 22 23 23 24 26 26 27 27 27 28 29 29 29 29 29 30 Preface to the second edition Acknowledgements Part I Strategic and Management Issues in Global and Transnational Business Learning objectives Global and transnational business – an introduction Some important definitions Box Definitions of globalization Box GATT and WTO Box Globalization – is it a blessing or a curse? Global and transnational strategy Structure of the book Box Increasing global co-ordination in Philips Electronics Global and transnational strategies and management – the issues A framework for global and transnational strategic management The controversies in strategic management The prescriptive or deliberate approach to strategy The emergent or learning approach to strategy The competitive positioning approach to strategy The resource, competence and capability approach to strategy The knowledge-based approach to strategy The approach to global strategy in this book Assumption 1 Competitive advantage arises from new and superior knowledge Assumption 2 Organizational learning and knowledge management are vital to creating and sustaining competitive advantage Assumption 3 Strategy is both planned and emergent Assumption 4 Competitive advantage results from both internal knowledge-based core competence development and from changing conditions in the business environment Assumption 5 It is important to distinguish between industries and markets Assumption 6 Competitive advantage results from both competitive and collaborative behaviour A