1 Introductory themes PART 1 THE EXTERNAL WORLD 2 The nature of world trade 3 Globalization, anti-globalization and regionalization 4 Emerging economies 5 The information industries 6 Small is valuable: BOPs and SMEs PART 2 THE CONTEMPORARY ORGANIZATION OF MNCs 7 Traditional MNC structure frameworks 8 How to organize MNCs: what matters now 9 Strategic networks and the virtual corporation 10 Co-operative strategies 11 Global mergers and acquisitions PART 3 THE MODERN WORLD 12 Cross-border culture: barriers and benefits 13 Learning within MNCs 14 Global strategy in services 15 The ethical MNC 16 Reflections: final thoughts PART 4 CASE STUDIES
Susan Segal-Horn is Professor of International Strategy at the Open University Business School, where she is also Director of the Marketing & Strategy Research Unit. Susan was previously Professor of International Strategy at the University of Kent. She worked for several years in the Strategy Group at Cranfield School of Management. She has been Visiting Professor in International Business at the Ecole Nationale de Ponts et Chaussees in Paris, and in Corporate Strategy at the Graduate School, University of Notre Dame, US. Susan acts as a consultant and facilitator for strategy workshops in the UK and internationally, with government departments, national and multinational companies and professional service firms. Her research focus is the globalization of industries and firms. She specializes in global strategies in service industries and within multinational service firms. Industry sectors covered by past and present research include: airlines, hotel chains, retailing, advertising, some financial service sectors and several types of professional services such as accounting, management consulting and, most recently, law firms. Susan is a frequent speaker at international conferences, regularly presenting her research on international growth in services and the issues facing companies as a result of globalization and the development of regional trading blocs. Her current research focus is the globalization of `super-elite' law firms and how to manage cross-border co-ordination within international firms, especially within knowledge-intensive service firms. David Faulkner is an Oxford educated economist, who prior to becoming an academic twenty years ago spent much of his career as a strategic management consultant with McKinsey and Arthur D. Little. He is Professor of Strategy at Royal Holloway, University of London, and Visiting Research Professor at the Open University. Until recently he was a Tutorial Fellow at Christ Church, Oxford and Member of the Governing Body, and an Oxford University Lecturer in Management Studies (Strategic Management). He still teaches management at Exeter College, Oxford and taught the MBA at Warwick Business School. He has been in recent years Deputy Director of the Oxford University Said Business School, Director of the MBA programme for the University, Director of Undergraduate Programme, Chief Examiner for the MBA, Chairman of the Graduate Studies committee, and Chairman of the Faculty of Management. Prior to that he lectured in strategy at both Cambridge and Cranfield. During his academic career, in addition to lecturing, he has focused strongly on research output, and in addition to his doctoral thesis, has published twelve books mainly on co-operative strategy, mergers and acquisitions and international business.
1 Introductory themes 1 PART 1 THE EXTERNAL WORLD 21 2 The nature of world trade 25 3 Globalization, anti-globalization and regionalization 47 4 Emerging economies 71 5 The information industries 94 6 Small is valuable: BOPs and SMEs 109 PART 2 THE CONTEMPORARY ORGANIZATION OF MNCs 129 7 Traditional MNC structure frameworks 132 8 How to organize MNCs: what matters now 157 9 Strategic networks and the virtual corporation 183 10 Co-operative strategies 202 11 Global mergers and acquisitions 222 PART 3 THE MODERN WORLD 239 12 Cross-border culture: barriers and benefits 243 13 Learning within MNCs 267 14 Global strategy in services 283 15 The ethical MNC 301 16 Reflections: final thoughts 321 PART 4 CASE STUDIES 329