Examines patterns of international competition since the 1960s.

In the fast-paced world of global business, success is marked by the ability to stay on top of currents events, to recognize new trends, and to react quickly to change. This book offers contributions by global marketing authorities to help you understand this rapidly changing international environment and respond to opportunities and perils. Editors Michael R. Czinkota and Ilkka A. Ronkainen use their years of experience in policy, business, and academia to provide these readings noted for their currency, relevancy, and scholarly depth.

As the second edition of Global Business Strategy, this book provides novel insights on how a firm can formulate a successful approach toward its global business from both the Western and Asian perspectives. In this respect, the book's overall goal is to bridge the gap between these two different viewpoints. This second edition includes more recent business theories, techniques, and cases within the field of global business strategy. Specifically, it includes new theories and techniques like creating shared value (CSV), the global value chain, platform strategy, and business ecosystem. They are shown to be important tools for enhancing competitiveness and maintaining sustainability among firms in today's rapidly changing international business environment. This is very much evident today given the critical challenges arising from the trade tensions between the United States and China, emerging technologies such as artificial intelligence and digital transformation, and the unprecedented disruptions brought on by the coronavirus pandemic. We hope that this book will serve as a useful companion for students, business practitioners, policymakers, and the more general readers interested in issues related to competitiveness and business.

Now nearing its sixtieth printing in English and translated into nineteen languages, Michael E. Porter's Competitive Strategy has transformed the theory, practice, and teaching of business strategy throughout the world. Electrifying in its simplicity—like all great breakthroughs—Porter’s analysis of industries captures the complexity of industry competition in five underlying forces. Porter introduces one of the most powerful competitive tools yet developed: his three generic strategies—lowest cost, differentiation, and focus—which bring structure to the task of strategic positioning. He shows how competitive advantage can be defined in terms of relative cost and relative prices, thus linking it directly to profitability, and presents a whole new perspective on how profit is created and divided. In the almost two decades since publication, Porter's framework for predicting competitor behavior has transformed the way in which companies look at their rivals and has given rise to the new discipline of competitor assessment. More than a million managers in both large and small companies, investment analysts, consultants, students, and scholars throughout the world have internalized Porter's ideas and applied them to assess industries, understand competitors, and choose competitive positions. The ideas in the book address the underlying fundamentals of competition in a way that is independent of the specifics of the ways companies go about competing. Competitive Strategy has filled a void in management thinking. It provides an enduring foundation and grounding point on which all subsequent work can be built. By bringing a disciplined structure to the question of how firms achieve superior profitability, Porter’s rich frameworks and deep insights comprise a sophisticated view of competition unsurpassed in the last quarter-century.

There is now a widely accepted view among manufacturing and service organisations that 'operations' can provide the means of achieving competitive edge. The OMA-UK Sixth International Conference has taken this view as its theme and focuses in particular on how technology and people can be used to improve manufacturing and service competitiveness. These proceedings have been organised according to the topics addressed within the overall conference theme and generally fall within three broad areas: technology-based topics, human resource-based topics and general topics. The technology-based topics are: Materials Control, Supply Chain Management and Logistics Flexibility in Operations Systems Computer-Aided Management of Operations Design, Process Planning and 'Time to Market' Factors Application of KBS, Expert Systems and Modelling Production Planning and Control The human resource-based topics are: Work Organisation Human Factors Managing the Implementation of Technology Managing the Quality Improvement Process Education Training and Development Employee Participation and Involvement The general topics are: Operations Strategy International Comparisons and Country-based Papers Performance and Productivity Measurement and Improvement A particular feature of all the papers is that they emphasise the application of techniques, technologies and concepts rather than concentrating on specific functional description. The authors are drawn from around 14 countries and represent both the academic and industrial communities. Many are involved in the 'mainstream' of operations management while a number are from other disciplines relevant to the conference theme, such as industrial engineering and organisational behaviour.

This comprehensive four volume set includes all major contributions to the field of international business. It also includes key writings in the areas of international political economy and on regional and national issues.

Contains articles on aspects of strategic management in the multinational enterprise. Contributions fall into four areas: multinational and transnational enterprise; the top-management perspective; the normative, decision-making emphasis; and regency of publication no earlier than 1985.

This book examines how transnational corporations, small to medium enterprises and governments have emerged as the principal players in industrial development. This valuable work examines this trend, with particular reference to the role of the tax policy in technology development, the financing of technology-sector SMEs, the role of government policy and the relationship between competition and co-operation.