Subject Index I-27
International corporate-level
strategy, 246–250
global strategy, 247–249
mapping, 246f
multidomestic strategy,
246–247
transnational strategy, 249–250
International diversification,
returns (relationship),
262–263
International diversification
strategy, 262–263
International entrepreneurship,
421–422
engagement, 421
International entry mode
acquisitions, 255–256
dynamics, 257–258
exporting, 253
licensing, 253–254
modes/characteristics, 252f
new wholly owned subsidiary,
256–257
selection, 252–258
strategic alliances, 254–255
International environment
economic risks, 259, 261–262
political risks, 258–259
risks, 258–262
list, 258f
International expansion
example, 237–238
limits, 264–265
International geographic
diversification, 263
International markets, access, 79–80
International opportunities
identification, 239–243
International strategy, 239, 243–250
benefits, 241–243
challenge, 264–265
economies of scale/learning,
242
environmental trends, 250–252
implementation, 264
location advantages, 243
management, complexity, 264
market size, increase, 241–242
opportunities/outcomes, 239f
strategic competitiveness
outcomes, 262–263
usages, incentives, 239–241
worldwide structure, matches,
365–369
Internet, effects, 52
Invention, 420
Investment capital, 430
J
Japan
corporate governance,
328–331
engagement of shareholders,
activist shareholders
(contrast), 330–331
working age population,
reduction, 46
Joint venture, 279
Judgment, exercise, 83
Junk bonds, 219K
Keiretsu, 329
Knowledge, 193
intensity, increase, 13–14
tacit knowledge, learning, 280
transfer, 421L
Large-block shareholders, 317
positions, control, 318
Late mover, 155
Lead director role, creation, 321
Leadership
cost leadership, 117
focused cost leadership, 117
style, usage, 386–387
supportive leadership,
requirement, 424
Lean production system, 371
Learning, 404
Leveraged buyouts (LBOs), 225
Licensing, 253–254
Lifestyle changes, 51
Local brands, 249
Location, advantages, 243
Long-term incentive plans, 322
Long-term investments, expense,
221
Long-term strategic direction,
parts, 396–397M
Management buyouts (MBOs),
225
Managers
control, ownership
(separation), 312–317
decisions, factors, 388f
defense tactics, 326–328
employment risk, 314
opportunism, 314
succession, 391–396
top-level managers, role,
387–391
Manufacturer costs, information,
60
Market
attack, likelihood, 153–157
change, example, 163
characteristics, differences
(agreement), 148
commonality, 147–148, 151
corrupt markets, 256dependence, 158–159
entry barriers, 56
external managerial labor
market, 392
fast-cycle markets, 161–162,
283–284
foothold, 125
growth, 61
internal capital market
allocation, 185–187
internal managerial labor
market, 392
niches, 59
power, 182–184
increase, 210–211
response, likelihood, 157–159
segmentation, 114
size, increase, 241–242
slow-cycle markets,
159–160, 283
standard-cycle markets,
162–164, 284
Marketing space, usage, 90–91
Matrix organization, evolution,
359
Mergers, 207–208
disallowance, 58
example, 209
Mergers and acquisitions (M&A),
145, 205–206
differences, 207–208
strategies, popularity, 206–208
M-form (multidivisional)
structure, 353–354
Mind-set
entrepreneurial mind-set,
401–402, 421
global mind-set, 80
Mission, 18, 19
Monitoring (external
environment), 44
Motivation, 151
Movers
first mover, 153
late mover, 155
second mover, 154
Multidivisional (M-form)
structure, 353–354
competitive form, usage,
361–365, 363f
cooperative form, usage,
358–360, 359f
corporate-level strategies,
matches, 357–365
strategic business unit (SBU)
form, usage, 360–361,
360f
variations, 358f
Multidomestic strategy, 246–247
implementation, worldwide
geographic area structure
(usage), 365–366, 366fMulti-industry company,
example, 363–364
Multimarket competition, 144
Multinational corporations
(MNCs), 8, 111
Multinational diversification
strategy, 191
Multinational enterprises
(MNEs), 251
Multipoint competition, 182
Mutual and exchange-traded
fund (ETF), low-cost
strategy (example), 118
Mutual forbearance, 289N
National advantage,
determinants, 243–245
Network cooperative strategy,
293–295
complexity, demonstration,
293–294
Network structures, cooperative
strategies (matches),
369–370
New entrants
entry barriers, 56–58
expected retaliation, 59
threat, 56–59
New products
development
cost, 213–214
risk reduction, comparison,
214
speed to market, increase,
213–214
New wholly owned subsidiary,
256–257
Nonequity strategic alliance,
280, 297
Nonsubstitutable capabilities, 92
North American Free Trade
Agreement (NAFTA), 251,
253
Novel innovation, 423–426O
Offshoring, 96
Online news publishers,
partnership, 281
Operational economies, 180
Operational relatedness, 179,
180f
activities, sharing, 180–181
corporate relatedness,
combination, 184
Operations (integration),
pressure (increase), 240–241
Opportunity, 43
Opportunity-maximization
approach, 298
Organic differentiation, 109–110