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.

In order to achieve success, managers need to understand the strategic issues in Asia. Strategy for Success in Asia covers areas from the uniqueness of Asia like its economic and cultural diversity to the roles of governments and the importance of alliances. One of the first books to offer a perspective effective company strategy and how local and multinational companies can achieve strategic success in Asia. This important book is for anyone who has a stake in Asia or has plans to do business in it.

Japanese Multinationals in the Global Economy goes beyond traditional methods of research in international business by providing new simple data comparisons on the global operations of Japanese firms. A key aim of this book is to encourage other researchers to explore a new data source and expand and shape their own studies on multinationals. This book will be a significant addition to the debate on the behaviour of multinational firms because it avoids the problems and restrictions involved using national government data and individual case studies. The book presents key information based on the most extensive samples of multinationals at the subsidiary level using both cross sectional data and data over time. The authors provide a direct comparison of US subsidiaries, using the established Harvard Multinational Enterprise database, and Japanese subsidiaries, using the much less well-known Toyo Keizai annual data. Key features include: a summary description of the Toyo Keizai database comparisons of Japanese and US multinationals based on the dates the subsidiaries entered the parent's system, annual sales levels and the equity level of the subsidiary the data includes employment levels, expatriate management, ownership patterns and joint venture ownership structures new data on the performance of Japanese subsidiaries is measured using several dimensions and illustrates important recent trends After each data set the authors briefly discuss the information available pointing the way for new research and more in-depth analysis. This book will be a vital source for international business researchers and corporate managers as well as government agencies and international organizations concerned with multinational enterprises, trade theory and business strategy, international economics, organizational behaviour and business history.

Transnational Management provides an integrated conceptual framework to guide students and instructors through the challenges facing enterprises operating in today's complex worldwide environment. Through text narrative and cases, the authors skillfully examine the development of strategy, organizational capabilities and management roles, and responsibilities for managing effectively across national boundaries. The key concepts are developed in eight chapters supplemented by practical case studies from world-leading case writers. All chapters have been revised and updated for this ninth edition to reflect the latest thinking in transnational management while retaining the book's strong integrated conceptual framework. Nineteen new cases have been added and thirteen classics are retained. Recommended academic and practitioner readings have been updated for each chapter. A full range of online support materials include detailed case teaching notes, comprehensive lecture slides and a test bank. Suitable for MBA, executive education, and senior undergraduate students studying courses such as international management, international business or global strategy.

The scope and purpose of this special issue is to draw interconnections between domains of strategy and strategic management research. Specifically, we initially conceptualized this special issue with two goals in mind: (1) to highlight and bridge intersections between strategy theories and bodies of scholarship; and (2) to advance and mainstream ways in which an explicit organizational dimension can be fostered in strategy and strategic management research. The papers selected for the issue capture this set of aspirations in various ways, and, as such, they collectively offer a foundation for extending strategy and strategic management research in exciting new directions. We start our introduction by providing a brief overview of the contributions provided by each paper in the context of three broad strategy themes: strategy and process; resources and organizational growth; and environment and institutional context. We subsequently discuss the potential for integration of research across these themes, and highlight the importance of what we define as bridging and umbrella constructs that are able to connect various strategy and organizational phenomena in coherent and meaningful ways. We elaborate the important distinction between these two constructs and their respective roles within theory development, and use that to drive and articulate directions for further research.

This paper examines the relationships between geographic scope, product diversification and the corporate performance of Japanese multinational enterprises. The model developed and tested in this paper extends research on the geographic scope-performance relationship by exploring both the antecedents and consequences of geographic scope. We test our research model with data on the corporate performance of 399 Japanese manufacturing firms. The path analytic (Partial Least Squares (PLS)) approach taken in this study emphasizes the integrated nature of these relationships and points to the different performance outcomes as a firm undertakes investments in new product areas, in proprietary assets and in international markets. We find performance to be higher in more multinational firms. That is, geographic scope and proprietary assets, particularly in highly product diversified firms in Japan, has strong positive associations with the performance of Japanese firms. We find that geographic scope is positively related to firm profitability, even when controlling for the competing effect of the possession of proprietary assets. This finding demonstrates that expansion into new geographic markets was an effective strategy for improving the performance of Japanese firms in the 1990s.