International Business: An Asia Pacific Perspective (2e) : 9780133409963

International Business: An Asia Pacific Perspective (2e)

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Pearson Higher Ed USA
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About the book

International Business: An Asia Pacific Perspective (Second Edition) provides a unique exploration of the topic of international business. It examines decisions relevant to managers in internationalizing and multinational firms operating in the Asia Pacific region. Its uniqueness stems from the cutting-edge conceptual material that underlies the decision-making frameworks in the text and in the numerous Asian company examples and illustrations. Users of this text examine such essential topics as the measurement and analysis of the cultural, political and economic dimensions of the international environment; the formation of internationalization strategies, including entry mode choice and strategic alliances; the analysis of the competitive implications of multinational firms and business groups; multinational, subsidiary and expatriate management; and the management of ethical issues.
Table of contents
About the Authors
Chapter 1 International Business
Chapter 2 The International Business Environment
Chapter 3 The Political Environment
Chapter 4 The Cultural Environment
Chapter 5 International Expansion
Chapter 6 Entry Mode Choice
Chapter 7 Strategic Alliances and Joint Ventures
Chapter 8 International Acquisitions
Chapter 9 Multinational Enterprise
Chapter 10 Business Groups
Chapter 11 Managing a Multinational Enterprise
Chapter 12 Managing a Foreign Subsidiary
Chapter 13 Multinational Manager
Chapter 14 Ethical and Social Responsibility in Multinational Management
Case 1 Ruth’s Chris: The High Stakes of International Expansion
Case 2 Vincor and the New World of Wine
Case 3 A Few Tips About Corruption in the U.S.
Case 4 Majestica Hotel in Shanghai
Case 5 Pacific Link iMedia: Becoming a Full Service Interactive Agency
Case 6 Eli Lilly in India: Rethinking the Joint Venture Strategy
Case 7 Giant Inc.: Formation of the A-Team
Case 8 Reinventing the San Miguel Corporation
Case 9 Tata Motors’ Acquisition of Daewoo Commercial Vehicle Company
Case 10 ING Insurance, Asia-Pacific
Case 11 Rodamas Group: Designing Strategies for Changing Realities in Emerging Economies
Case 12 Taming the Dragon: Cummins in China
Case 13 Dabur India Ltd.: Globalization
Case 14 Ethics of Offshoring: Novo Nordisk and Clinical Trials in Emerging Economies
Case 15 Mattel and the Toy Recalls (A)
Features & benefits
• The material in each chapter is first strongly rooted in international business theory before it moves to the discussion of related managerial topics. The analytical issues embedded in the theory provide the foundation for exploring the managerial decision issues that are typical to the theme of the chapter.
• The chapters on the cultural and political dimensions draw on the latest research and analytical methods for diagnosing the influence of these environments on a multinational firm’s strategy.
• The chapters on strategic alliances and international acquisitions outline the key decisions and analyses that can facilitate the successful implementation of these challenging modes of growth.
• The chapters on multinational firms and business groups illustrate the competitive pressures exerted by these firms for domestic and international companies in the Asia Pacific.
• The chapter on subsidiary management outlines the competitive and strategic issues that fall into the domain of a manager of a foreign subsidiary situated in an Asia Pacific country.
• In-text examples and text-boxes provide in depth looks at companies such as Haier, Tata Consulting Services, Mitsubishi Motors and the Formosa Plastics Group. More than 100 company illustrations drawn from companies situated in Australasia, South

Author biography
Andrew Delios is a Professor in the Department of Business Policy, NUS Business School, National University of Singapore. He is a general editor of the Journal of Management Studies and former editor-in-chief of the Asia Pacific Journal of Mangaement. He is an author or co-author of six books and more than 60 published journal articles, case studies and book chapters. His articles have appeared in Academy of Management Journal, Administrative Science Quarterly, Asia Pacific Journal of Management, Strategic Management Journal, Journal of International Business Studies, Journal of World Business, and Asian Case Research Journal. His research has received awards from the Administrative Sciences Association of Canada and the Academy of International Business. Aside from his current residence in Singapore, he lived and worked in Hong Kong for several years and Japan for two years. He has also worked in Canada, India, China, Australia, Sweden, New Zealand, Finland, and the United States. He has written case studies and conducted research on companies situated in Canada, China, India, Italy, Hong Kong, Sweden, Japan, and Vietnam. His research looks at foreign direct investment and global competition issues in emerging economies and the international strategies of Japanese multinational corporations.

Paul Beamish holds the Canada Research Chair in International Business at the Richard Ivey School of Business, University of Western Ontario, London, Canada. He is the author or co-author of 50 books, nearly 100 refereed journal articles and over 100 published case studies. His articles have appeared in Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Journal of International Business Studies (JIBS) and elsewhere. He is a Fellow of the Academy of International Business, the Asia Pacific Foundation of Canada and the Royal Society of Canada. At Ivey, he has taught on a variety of school programs including the Executive MBA offered at its campus in Hong Kong. He also has responsibility for Ivey Publishing, the distributor of Ivey’s collection of over 2300 current cases. From 1999-2004 he served as Associate Dean of Research. He worked for Procter and Gamble and Wilfrid Laurier University before joining Ivey’s faculty in 1987. Beamish (Bao Ming Xin in Chinese) has worked on Asia-specific issues for many years. He has written case studies and/or conducted research involving China, Hong Kong, Japan, Korea, Malaysia, Singapore, Taiwan and Vietnam. He has served as a consultant to the World Bank on technology transfer to China, provided training programs in Asia for Foreign Affairs and International Trade Canada and co-edited multiple series of casebooks published in Chinese. As Director of Ivey’s Asian Management Institute (AMI), he oversees a process which generates research about business in Asia and which has resulted in over 400 new Asian cases being prepared.

Jane Lu is an Associate Professor in the Department of Business Policy, NUS Business School, National University of Singapore. She is a senior editor of Asia Pacific Journal of Management. Her research focuses on the intersection between organization theory and international strategy. Her articles have appeared in Academy of Management Journal, Strategic Management Journal, Journal of International Business Studies, Journal of Management, Journal of Business Venturing, Journal of Business Research and Journal of International Management. Her research has received awards from the Academy of Management and the Academy of International Business. Prior to joining academia, she worked as export manager for a leading Import & Export Corporation in Shanghai and as Head of the Merger & Acquisition Department at Rabobank’s Shanghai Branch. She also worked on consulting projects for Boston Consulting Group and Bertlesman Music Group.

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