Ebook International business (4th Edition): Part 2 include of the following content: Chapter 15 Corporate strategy and national competitiveness; Chapter 16 European Union; Chapter 17 Japan; Chapter 18 North America; Chapter 19 Emerging economies; Chapter 20 Ethics and the Natural Environment.
INBU_C15.QXD 11/11/05 12:11 AM Page 439 Part Four INTERNATIONAL BUSINESS STRATEGIES IN ACTION Chapter 15 Corporate Strategy and National Competitiveness Chapter 16 European Union Chapter 17 Japan Chapter 18 North America Chapter 19 Non-Triad Nations Chapter 20 Ethics and the Natural Environment INBU_C15.QXD 11/11/05 12:11 AM Page 440 INBU_C15.QXD 11/11/05 12:11 AM Page 441 Chapter 15 CORPORATE STRATEGY AND NATIONAL COMPETITIVENESS Objectives of the chapter The primary objective of this chapter is to provide an overall framework for understanding how both nations and MNEs must fashion their strategies to achieve international competitiveness In doing so, we give particular consideration to Canada and Mexico The specific objectives of this chapter are to: Contents Introduction 443 Porter’s diamond 443 Other “diamond” models: two case examples 447 Globalization and corporate strategy 454 ■ ACTIVE LEARNING CASE Worldwide operations and local strategies of ABB 442 ■ INTERNATIONAL BUSINESS STRATEGY IN ACTION Nokia and Ericsson Kodak 449 455 ■ REAL CASES There is no global beer, only local IBM 465 464 Examine the determinants and external variables in Porter’s “diamond” model of national competitiveness and critique and evaluate the model Present a “double diamond” model that illustrates how firms in non-triad countries such as Canada are using their diamond to design corporate strategies for the North American market Discuss the benefits and effects of the North American Free Trade Agreement on both Mexico and Canada Describe how Mexico is using a double diamond model to tap into the North American market Define the terms economic integration and national responsiveness and relate their importance to MNE strategies throughout the world INBU_C15.QXD 11/11/05 12:11 AM Page 442 CHAPTER 15 · CORPORATE STRATEGY AND NATIONAL COMPETITIVENESS ACTIVE LEARNING CASE Worldwide operations and local strategies of ABB Headquartered in Zurich, Switzerland, Asea Brown Boveri (ABB) is one of Europe’s major industrial firms Since the merger in 1987 that created it, ABB has been acquiring or taking minority positions in a large number of companies throughout the world In recent years it has purchased Westinghouse’s transmission and distribution operations and Combustion Engineering, the manufacturer of powergeneration and process-automation equipment In Mexico, ABB acquired FIP SA in 2001, an oil and gas production equipment company The conglomerate, which currently employs 102,000 people worldwide, has annual revenues in excess of $20 billion Fifty-five per cent of its revenues come from Europe, 25 per cent from the Americas, and 12 per cent from Asia The remainder comes from Africa and the Middle East ABB operates on both local and global terms On the one hand it attempts to maintain deep local roots wherever it operates so that it can modify both products and operations to that market For example, managers are trained to adapt to cultural differences and to learn how to communicate effectively with local customers At the same time the company works to be global and to make products that can be sold anywhere in the world because their technology and quality give them a worldwide appeal A good example of a business that demonstrates ABB’s advantages is transportation The company generates $2 billion a year in revenues from such products as subway cars, locomotives, suburban trains, trolleys, and the electrical and signaling systems that support these products This is possible for four reasons: (1) ABB’s research and development makes it a technology leader in locomotives and power electronics, enabling it to develop and build highspeed trains and rail networks throughout the world; (2) its operations are structured to take advantage of economies of scale and thus keep prices competitive; (3) it adapts to local environments and works closely with customers so that it is viewed as a national rather than a foreign company; and (4) it works closely with companies in other countries that are favored by their own government but need assistance in financing and producing locomotive equipment for that market As a result, ABB is able to capitalize on its technological and manufacturing expertise and develop competitive advantages in both triad and non-triad markets In some cases ABB has gone so far as to take an ownership position in companies located in emerging economic markets For example, the firm purchased 76 per cent of Zamech, Poland’s leading manufacturer of steam turbines, transmission gears, marine equipment, and metal castings And it has bought into two other Polish firms that make a wide range of generating equipment and electric drives ABB is now in the process of reorganizing these firms into profit centers, transferring its own expertise to local operations, and developing worldwide quality standards and controls for production If all goes according to plan, ABB will soon have a thriving Polish operation that will be helping to rebuild Eastern Europe ABB works hard to be a “good citizen” of every country in which it operates, while also maintaining its supranational status As a result, the company is proving that it is possible to have worldwide operations and local strategies that work harmoniously Website: www.abb.com Sources: Adapted from William Taylor, “The Logic of Global Business: An Interview with ABB’s Percy Barnevik,” Harvard Business Review, March/April 1991, pp 91–105; Carla Rapoport, “A Tough Swede Invades the US,” Fortune, June 29, 1992, pp 76–79; Carol Kennedy, “ABB: Model Merger for the New Europe,” Long Range Planning, vol 25, no (1992), pp 10–17; Edward L Andrews, “ABB Will Cut 10,000 Jobs and Switch Focus to Asia,” New York Times, October 22, 1997, p C 2; Alan M Rugman, The Regional Multinationals (Cambridge: Cambridge UP, 2005) In what way does ABB’s strategy incorporate Porter’s four country-specific determinants and two external variables? Why did ABB buy Zamech? How can the company link Zamech to its overall strategic plan? How does ABB address the issues of globalization and national responsiveness? In each case, cite an example 442 INBU_C15.QXD 11/11/05 12:11 AM Page 443 PORTER’S DIAMOND INTRODUCTION Some MNEs rely on their home market to generate the research, development, design, or manufacturing needed to sell their goods in international markets More and more, however, they are finding that they must focus on the markets where they are doing business as well as on strategies for tapping the resources of those markets and gaining sales entry In short, multinationals can no longer rely exclusively on the competitive advantage they hold at home to provide them with a sustainable advantage overseas In addition, many small countries realize they must rely on export strategies to ensure the growth of their economies Those that have been most successful with this strategy have managed to tap into markets within triad countries Good examples are Canada and Mexico, both of which have found the United States to be a lucrative market for exports and imports As a result, many successful business firms in these two countries have integrated themselves into the US economy, while creating what some international economists call a North American market In the future many more MNEs are going to be following this pattern of linking into the economies of triad members The basic strategy these MNEs are following can be tied directly to the Porter model presented in Chapter 1, although some significant modifications of this model are in order We will first examine Porter’s ideas in more detail and then show how these ideas are serving as the basis for developing corporate strategies and international competitiveness in Canada and Mexico PORTER’S DIAMOND In Chapter we identified four determinants of national competitive advantage, as set forth by Porter (see Figure 15.1) We noted that these factors can be critical in helping a country build and maintain competitive advantage We now return to Porter’s “diamond” framework in more depth, examining how his findings apply specifically to triad countries and determining how the ideas can be modified and applied to nations that are not triad members Figure 15.1 Porter’s single diamond framework Source: Adapted with the permission of The Free Press, an imprint of Simon & Schuster Adult Publishing Group, from The Competitive Advantage of Nations by Michael E Porter Copyright © 1990, 1998 by Michael E Porter 443 INBU_C15.QXD 11/11/05 12:11 AM Page 444 CHAPTER 15 · CORPORATE STRATEGY AND NATIONAL COMPETITIVENESS Determinants and external variables Porter’s “diamond” model is based on four country-specific determinants and two external variables The determinants include: Factor conditions These include (1) the quantity, skills, and cost of the personnel; (2) the abundance, quality, accessibility, and cost of the nation’s physical resources such as land, water, mineral deposits, timber, hydroelectric power sources, and fishing grounds; (3) the nation’s stock of knowledge resources, including scientific, technical, and market knowledge that affect the quantity and quality of goods and services; (4) the amount and cost of capital resources that are available to finance industry; and (5) the type, quality, and user cost of the infrastructure, including the nation’s transportation system, communications system, health-care system, and other factors that directly affect the quality of life in the country Demand conditions These include (1) the composition of demand in the home market as reflected by the various market niches that exist, buyer sophistication, and how well the needs of buyers in the home market precede those of buyers in other markets; (2) the size and growth rate of the home demand; and (3) the ways in which domestic demand is internationalized and pulls a nation’s products and services abroad Related and supporting industries These include (1) the presence of internationally competitive supplier industries that create advantages in downstream industries through efficient, early, or rapid access to cost-effective inputs; and (2) internationally competitive related industries that can coordinate and share activities in the value chain when competing or those that involve complementary products Firm strategy, structure, and rivalry These include (1) the ways in which firms are managed and choose to compete; (2) the goals that companies seek to attain as well as the motivations of their employees and managers; and (3) the amount of domestic rivalry and the creation and persistence of competitive advantage in the respective industry The four determinants of national advantage shape the competitive environment of industries However, two other variables, chance and government, also play important roles: The role of chance Chance events can nullify the advantages of some competitors and bring about a shift in overall competitive position because of developments such as (1) new inventions, (2) political decisions by foreign governments, (3) wars, (4) significant shifts in world financial markets or exchange rates, (5) discontinuities in input costs such as oil shocks, (6) surges in world or regional demand, and (7) major technological breakthroughs The role of government Government can influence all four of the major determinants through such actions as (1) subsidies, (2) education policies, (3) the regulation or deregulation of capital markets, (4) the establishment of local product standards and regulations, (5) the purchase of goods and services, (6) tax laws, and (7) antitrust regulation.1 Figure 15.1 provides an illustration of the complete system of these determinants and external variables Each of the four determinants affects the others, and all in turn are affected by the role of chance and government Critique and evaluation of the model In applying this model to international business strategy, we must first critique and evaluate Porter’s paradigm and supporting arguments First, the Porter model was constructed based on statistical analysis of aggregate data on export shares for 10 countries: Denmark, 444 INBU_C15.QXD 11/11/05 12:11 AM Page 445 PORTER’S DIAMOND Italy, Japan, Singapore, South Korea, Sweden, Switzerland, the UK, the United States, and West Germany In addition, historical case studies were provided for four industries: the German printing press industry, the US patient monitoring equipment industry, the Italian ceramic tile industry, and the Japanese robotics industry In each case the country is either a member of the triad or an industrialized nation Since most countries of the world not have the same economic strength or affluence as those studied by Porter, it is highly unlikely that his model can be applied to them without modification Second, the government is of critical importance in influencing a home nation’s competitive advantage For example, it can use tariffs as a direct entry barrier to penalize foreign firms, and it can employ subsidies as an indirect vehicle for penalizing foreignbased firms Government actions such as these, however well intentioned, can backfire and end up creating a “sheltered” domestic industry that is unable to compete in the worldwide market.2 Third, although chance is a critical influencing factor in international business strategy, it is extremely difficult to predict and guard against For example, until the day Saddam Hussein invaded Kuwait in 1991, the US government was predicting that there would be no invasion In a similar vein, technological breakthroughs in computers and consumer electronics have resulted in rapid changes that, in many cases, were not predicted by market leaders Fourth, in the study of international business, Porter’s model must be applied in terms of company-specific considerations and not in terms of national advantages As Porter so well notes in his book, “Firms, not nations, compete in international markets.”3 Fifth, in support of his model, Porter delineates four distinct stages of national competitive development: factor-driven, investment-driven, innovation-driven, and wealth-driven (see Figure 15.2) In the factor-driven stage, successful industries draw their advantage almost solely from the basic factors of production such as natural resources and the nation’s large, inexpensive labor pool Although successful internationally, the industries compete primarily on price In the investment-driven stage, companies invest in modern, efficient facilities and technology and work to improve these investments through modification and alteration In the innovation-driven stage, firms work to create new technology and methods through internal innovation and with assistance from suppliers and firms in related industries In the wealth-driven stage, firms begin to lose their competitive advantage, rivalry ebbs, and the motivation to invest declines As seen in Figure 15.2, Porter believes that Singapore is in the factor-driven stage, Korea is investment-driven, Japan is Figure 15.2 The four stages of national development and the current position of select nations Source: Adapted with the permission of The Free Press, an imprint of Simon & Schuster Adult Publishing Group, from The Competitive Advantage of Nations by Michael E Porter Copyright © 1990, 1998 by Michael E Porter 445 INBU_C15.QXD 11/11/05 12:11 AM Page 446 CHAPTER 15 · CORPORATE STRATEGY AND NATIONAL COMPETITIVENESS innovation-driven, Germany and the United States are between innovation and wealthdriven, and Great Britain is wealth-driven Because the stage of development greatly influences the country’s competitive response, the placement of countries in Figure 15.2 is critical So too is the logic that countries move from one stage to another, rather than spanning two or more stages because there are likely to be industries or companies in all major economies that are operating at each stage Sixth, Porter contends that only outward FDI is valuable in creating competitive advantage, and inbound foreign investment is never the solution to a nation’s competitive problems Moreover, foreign subsidiaries are not sources of competitive advantage, and “widespread foreign investment usually indicates that the process of competitive upgrading in an economy is not entirely healthy because domestic firms in many industries lack the capabilities to defend their market positions against foreign firms.”4 These statements are questionable and have already been rejected in this text For example, Canadian-based scholars such as Safarian,5 Rugman,6 and Crookell7 have all demonstrated that R&D undertaken by foreign-owned firms is not significantly different from that of Canadianowned companies Moreover, Rugman has found that the 20 largest US subsidiaries in Canada export virtually as much as they import (the rate of exports to sales is 25 per cent, whereas that of imports to sales is 26 per cent).8 Seventh, as seen in Figure 15.2, reliance on natural resources (the factor-driven stage) is viewed by Porter as insufficient to create worldwide competitive stature.9 However, Canada, for one, has developed a number of successful megafirms that have turned the country’s comparative advantage in natural resources into proprietary firm-specific advantages in resource processing and further refining—sources of sustainable advantage.10 Moreover, case studies of the country’s successful multinationals such as Alcan, Noranda, and Nova help illustrate the methods by which value added has been introduced by the managers of these resource-based companies.11 Eighth, the Porter model does not adequately address the role of MNEs Researchers such as Dunning12 have suggested including multinational activity as a third outside variable (in addition to chance and government) Certainly there is good reason to question whether MNE activity is covered in the “firm strategy, structure, and rivalry” determinant, and some researchers have raised the question of how the same rivalry determinant can both include multinationality for global industries and yet exclude it for multidomestic industries As Dunning notes, “There is ample evidence to suggest that MNEs are influenced in their competitiveness by the configuration of the diamond in other than their home countries, and that this in turn may impinge upon the competitiveness of home countries.”13 For example, Nestlé earns 98 per cent of its sales outside Switzerland;14 thus, the Swiss diamond of competitive advantage is less relevant than that of the countries in which Nestlé operates This is true not only for MNEs in Switzerland but for 95 per cent of the world’s MNEs as well For example, virtually all of Canada’s large multinationals rely on sales in the United States and other triad markets Indeed, it could be argued that the US diamond is more relevant for Canada’s industrial multinationals than Canada’s own diamond, since more than 70 per cent of Canadian MNE sales take place in the United States Other nations with MNEs based on small home diamonds include Australia, New Zealand, Finland, and most, if not all, Asian and Latin American countries as well as a large number of other small countries Even small nations in the EU, such as Denmark, have been able to overcome the problem of a small domestic market by gaining access to one of the triad markets So in applying Porter’s framework to international business at large, one conclusion is irrefutable: Different diamonds need to be constructed and analyzed for different countries 446 INBU_C15.QXD 11/11/05 12:11 AM Page 447 OTHER “DIAMOND” MODELS: TWO CASE EXAMPLES ✔ Active learning check Review your answer to Active Learning Case question and make any changes you like Then compare your answer with the one below In what way does ABB’s strategy incorporate Porter’s four country-specific determinants and two external variables? The strategy incorporates Porter’s country-specific determinants as part of a well-formulated global strategy designed to tap the strengths of various markets For example, the company draws on the factor conditions and demand conditions in Europe to support its transportation business It also draws on supporting industries to help sustain its worldwide competitive advantage in that industry At the same time the company’s strategy, structure, and rivalry are designed to help it compete at the local level The strategy incorporates the external variable of government by considering relations between countries as a lubricant for worldwide economic integration It addresses the variable of chance by operating globally and thus reducing the likelihood that a war or a regional recession will have a major negative effect on operations The firm’s heavy focus on core technologies and R&D also helps minimize this chance variable OTHER “DIAMOND” MODELS: TWO CASE EXAMPLES Researchers have recently begun using the Porter diamond as a basis for analyzing the international competitiveness of smaller countries This approach builds on Porter’s theme of corporate strategy and process as a source of competitive advantage for a nation Canada and the double diamond Figure 15.3 illustrates how Porter’s single diamond would look if it were applied to Canada’s case.15 Two themes have recurred consistently in Canadian industrial policy: export promotion for natural resource industries and import substitution in the domestic arena The Canadian market has always been seen as too small to support the development of economies of scale required in modern industry Hence it has been the practice in Canada to provide the base for developing large-scale resource businesses that are designed to exploit the natural resources found in the country Export strategies have emphasized commodity products that have been developed in isolation from major customers In the past these strategies had been encouraged by US government policies that removed or eliminated tariffs on imports of commodities that are not produced extensively in the United States The Canadian government’s role had been to help leading Canadian-based businesses by establishing relatively low taxes on resource extraction and by subsidizing the costs of capital through grants, lowinterest loans, and loan guarantees With respect to import substitution, the Canadian goal had been to use tariff and nontariff measures to provide a protected environment for developing secondary industry Under this arrangement the country’s approach to business was largely focused inwardly, relying solely on the extent and quality of national resources as the basis for the creation of wealth By the mid-1960s, however, it had become clear that a more international focus was needed The 1967 Canada–United States Auto Pact demonstrated that significant economic benefits would result from the elimination of tariffs on trade between the two countries 447 INBU_C15.QXD 11/11/05 12:11 AM Page 448 CHAPTER 15 · CORPORATE STRATEGY AND NATIONAL COMPETITIVENESS Figure 15.3 The single diamond view Source: Adapted from Alan M Rugman and Joseph R D’Cruz, Fast Forward: Improving Canada’s International Competitiveness (Toronto: Kodak Canada, 1991), p 35 Figure 15.4 Canadian–US double diamond Source: Adapted from Alan M Rugman and Joseph R D’Cruz, “The ‘Double Diamond’ Model of International Competitiveness: the Canadian Experience,” Management International Review, vol 33, Special Issue (1993), p 32 in autos and parts This agreement eventually became the model for the United States–Canada Free Trade Agreement.16 In the process Canadian plants gained economies of scale by producing for the North American market as a whole rather than for the Canadian market alone For corporate strategy, the result of North American economic integration has been the development of a Canadian–US “double diamond,” which shows that the two countries are integrated for strategy purposes into a single market (see Figure 15.4) 448 INBU_Z01.QXD 11/11/05 12:25 AM Page 650 INDEX Middle East, emerging economies, 574–5 mission, basic, 47 mixed economies, 103, 108 MNEs see multinational enterprises Monaco, tax haven, 414 monetary exchange controls, 169 foreign currency options, 221 monetary exchange rates definition of, 165, 194 determination of, 200–2 fixed rates, 169, 213 forward rate, 197 quotations (Continental or American basis), 220 quotations (indirect or direct quotes), 220–1 spot rate, 197 Moody’s Investors Services, 379 motorcycle industry, 21–2, 231 Multilateral Agreement on Investments, 112, 113 multinational enterprises (MNEs), 36–66 capital budgeting, 424–7 capital markets and, 206–7 centralization vs decentralization of decision making, 268 characteristics of, 39–41, 57 competitiveness, 16–19, 25 cost factors, 72–3, 75 definition of, 5, 38, 57 Dunning’s eclectic theory, 93–5 economic environment, 615–17 financial markets and, 216 financial strategy, 243 financing, international, in, 428–29 Flagship firms, 612 goal setting, 238–9 grossing over $100 billion, 5–6 international expansion, 46 location of, 16 money markets and, 206 network linkages, 612–14 performance measures, 244–5 political environment, 614–15 reasons for firms becoming, 43–5, 57 regional strategies, 15–16, 79–87 sales of top 100 economies, 55–7 strategic alliances, 16, 118–19, 241–2 strategic management, 608–9 strategic philosophy of, 45–6 technology, impact of, 13 vertical integration, 235 virtual integration, 235 multinationals in Canada, 65 in developing countries, 66 650 in Europe, 64 in Japan, 65, 517–20 triad-based, foreign assets of largest, 71 in U.S., 63 worldwide by company, 46 worldwide by country, 39 NAFTA see North American Free Trade Agreement National Center for Manufacturing Sciences (USA), 107 nationalization, 105 negotiation strategies, 384–93 acceptance zones, 392–3 bargaining tactics, 393 corruption and transparency, 388–90 cultural differences and, 390, 392 developing effective, 397 participant behaviors, 92, 390 neo mercantilism, 16 Netherlands flower industry, 17 work councils, 356 neutral, 136 newly-industrialized countries (NICs), 583 New York Stock Exchange (NYSE), 203, 436 Nicaragua, democracy, 101 non-governmental organizations (NGOs) corporate social responsibility and, 607 definition of, 111 political power and, 112 non-tariff barriers see under tariff barriers non-triad countries see emerging economies North America see Canada; Mexico; USA North American Free Trade Agreement (NAFTA), 45, 172, 562 Chapter 11 provisions, 113 definition of, 10, 552 economic blocs, 75–6 free trade areas and, 109, 541–2 free trade zones, 178 intra-regional exports, lumber industry rulings, 104–5 members of, 7, 616 trade and investment frameworks, 618–20 trade barriers and, 542 trade complaints, 181–2 US-Canada trade and, 546 Norway, organizational epigram, 271 NTBs see under tariff barriers OECD see Organization for Economic Cooperation and Development oil industry, 436–7 in Argentina, 436–7 mergers and acquisitions, 26–7, 436–7 in Russia, 398–9 state-owned enterprises, 27 Ontario Beer Can Tax, 123 OPEC see Organization of Petroleum Exporting Countries Organization for Economic Cooperation and Development, 112, 504 definition of, 12 multilateral agreement on investment (MAI), 551 research and development (R&D), 512 tax havens and, 414, 415 Organization of Petroleum Exporting Countries, 168–9, 462 members of, 168, 616 organization structures choosing, 272 export department, 255 global area structure, 259–60, 264 global functional structure, 260–1, 264 global product structure, 256, 258–9 imperialist, 144, 145 independent/federalist, 144, 145 international division, 256, 258, 267 marketing department, 255 matrix structure, 261–3, 267 mixed structure, 265 overseas subsidiaries, 255, 256 transnational network, 264–5 organization styles, 141–2 organization types ethnocentric firms, 145, 228–9 geocentric firms, 145, 228, 229 polycentric firms, 145, 228, 229 regiocentric firms, 228, 229 organizational epigrams, 271 organizational processes communicating, 269–70 controlling, 270–2 decision making, 267–9 organized labor see labor relations organizing strategy, 252–77 outdoor equipment industry, 247–8 INBU_Z01.QXD 11/11/05 12:25 AM Page 651 INDEX outsourcing to China, 180–1 to India, 365–6, 601–3 see also global sourcing overseas operations, 431 particularism, 136 patient monitoring equipment industry, 445 performance measures costs, 244 management performance, 245 methods of measurement, 243–4 MNE/host-country relations, 245 new product growth, 244 return on investment (ROI), 244, 383, 397 sales growth, 244 personal computers see computer industry Peru, soft drink industry, 318–19 PEST (political, economic, social or sociocultural and technological) analysis, 373–5, 396 petroleum industry, 559–60 pharmaceutical industry, 128–9, 147, 257, 300, 564–5, 628 photo and printer industry, 54, 170, 240, 371–2, 455–6 place strategy, 326–7, 333 Plaza Accord, 520 Poland, market-driven economy, 101 political ideology, 102 political risk, 375–9 agents of, 378 assessment, 379–84 combination strategies, 394–6 definition of, 375, 396–7 deregulation and, 376–7, 397 effects of, 378 integrative techniques, 394 macro, 377–8, 397 micro, 378, 397 protective and defensive techniques, 394 rating services, 379–80 sources of, 378, 379, 397 see also country risk analysis Political Risk Services (ICRG), 379 political systems, 102–3 political union, 110 polycentric firms, 145, 228, 229 Porter’s “diamond” framework of national competitiveness, 17–19, 366, 443–7, 463, 601 Porter’s value chain analysis, 235–8 portfolio investment, 70 ports, problems with, 400–1, 517 PricewaterhouseCoopers (PwC) corruption perceptions index (CPI), 389 opacity index, 380 pricing of goods and services, 324–6 antidumping (AD) laws, 174–5, 181–2, 324, 493–5 consumer tastes, 324 currency fluctuations, 325 dumping and, 170, 174–5, 324 effective pricing, 332 European Union and, 489 factors affecting, 333 government controls, 324 market diversity, 324–5 price escalation factors, 325–6 quality of product and, 325 tax laws and consumer debt, 325 printing press industry, 445 privatization, 105–6 of oil industry, 436 reasons for, 121–2 product managers, 262 product modification, 332 culturally driven, 317–18 Demand-Flow Technology (DFT), 293 economics of, 316–17 little or no, 315–16 local laws and, 318 moderate to high, 316–18 product life cycle (PLC) and, 318–20 product promotion see promotion of goods and services production process best practices, 279, 303 process mapping, 279, 292–3, 295 “Six Sigma” process (zero defects), 13, 279–80, 295 training programs, 279 production strategy, 278–309 alliances and acquisitions, 301–3 concurrent engineering, 286 continuous improvement (kaizen), 289, 290–1, 300–1 Demand-Flow Technology (DFT), 293 generation of goods and services, 287–95 global production systems, 298–9 global sourcing, 287–8 innovation and, 281–4 inventory control, 293 just-in-time (JIT) inventory, 293 localization of, 120–1, 283 logistics, 295–8 manufacturing of goods, 288–93 modular integrated robotized system (MIRB), 286 product modification, 315–20 product/service balance, 294 product/services development, 281–4 research and development (R&D), 281–4 service orientation and, 293–5 speed-to-market, 285–6 strategic management and, 299–303 supply chain and, 289 systems, 291–3 technology and product design, 300 time-to-market accelerators, 286 production systems definition of, 291 layout, 291–2 location, 291, 291–3 material handling, 292–3 profits, localization of, 120 promotion strategy, 332–3 advertising, 321, 323 definition of promotion, 320 nature of the product and, 321 personal selling, 323 proxemics, 270 psychic distance, 134 Public Institutions Index, 380 purchasing power parity (PPP), 200–1, 221 quotas, 168, 173 RACE see Research on Advanced Communications in Europe regiocentric firms, 228, 229 regional managers, 261–2 regional strategy automobile industry, 80–5 multinational enterprises, 15–16, 79–87 triads and, 15–16 religion see culture, religion and repatriation, 345–6 research and development (R&D), 281–4, 492, 512, 513, 595 Research on Advanced Communications in Europe, 107 resource managers, 262 retail industry, 21, 27–8, 79, 289, 332, 488, 498, 502–3, 525–6 return on investment (ROI), 244, 383, 397 ringi (decision making), 268 risk analysis see country risk analysis; foreign exchange, risk; political risk robotics industry, 445 651 INBU_Z01.QXD 11/11/05 12:25 AM Page 652 INDEX Russia EU membership, 118 foreign investment in, 100–1, 121, 239 joint ventures, 239 mixed economy, 108 political risk in, 398–9 privatization, 106 Scandinavia MNEs, decision making process, 268 shop floor participation, 357 secular totalitarianism, 102–3 Sematech (USA), 107 semiconductor industry, 233, 298–9, 561 shoe industry, 18, 181, 288 Singapore, Porter diamond model of competitiveness, 445 Single European Act (SEA), 115, 473 Single European market (SEM), 474 “Six Sigma” process, 13, 279–80, 295 small and medium-size enterprises, 13–14, 25 small- and medium-size enterprises (SMEs) definition of, 13 research study of, 152 socialization process, 129 soft drink industry, 4–5, 290, 318–9, 563–4 Softwood Lumber Agreement (USA-Canada), 104 South Africa, multinationals in, 582 Southern African Development Community (SADC), 616 South Korea automobile industry, 82, 599–601 chaebols, 572, 599–601 Porter diamond model of competitiveness, 445 Spain, automobile industry, 292 special drawing rights (SDRs), 214, 215 Standard and Poor’s Ratings Group, 379 strategic alliances acquisitions and, 118–19, 301–3 definition of, 16, 118 European Union and, 487, 489 financial management and, 432 international joint ventures (IJVs), 241–2 strategy implementation and, 241 strategic business units (SBUs), 234 strategic clusters, 450–2 strategic control and evaluation, 243–5, 246, 430 see also performance measures 652 strategic management definition of, 23 economic integration and, 118–21 international finance and, 430–3 marketing strategy and, 328–32 multinational enterprises and, 46–9 organizing strategy and, 266–7 performance measures, 244–5 political risk and, 393–6 production strategy and, 299–303 strategic fit and, 611 strategic management process, 46–9, 57 strategic planning competitive advantage matrix and, 50–2 definition of, 227, 245 internal and external analyses, 47–9 mission statement, 47 process, 245–6 strategy formulation, 230–9 buyers and, 231 competitive intelligence, 231 cost strategy, 236 definition of, 230 differentiation strategy, 236 external environmental assessment, 231–4 focus strategy, 236 goal setting, 238–9 information assessment, 231 information gathering, 231 internal environmental assessment, 234–8 new entrants, 22 personnel competencies, 234–5 physical resources, 234–5 rivalry, 232 substitute goods and services, 232 suppliers and, 232 value chain analysis, 235–8, 289 strategy implementation, 239–43 definition of, 239, 246 financing, 243 functional strategies, 242 location, 239–40 manufacturing, 242–3 marketing, 242 ownership, 240–1 partnerships, 241 Sweden codetermination, 356 competitiveness, 18 furniture industry, 322–3 insurance industry, 435–6 mobile phone industry, 449 Porter diamond model of competitiveness, 445 Switzerland Porter diamond model of competitiveness, 445 tax haven, 414, 415 Taiwan computer industry, 280, 569–70 Microprocessor Training Center, 569 tariffs, 178 ad valorem duty, 169 as barriers to globalization, 44–5, 83 compound duty, 169 countervailing duty (CVD) laws, 181–2, 460–2, 493–5 customs union and, 109 customs valuation, 174 definition of, 169 dumping of goods and, 170, 174–5 export, 169 import, 169 specific duty, 169 transit, 169 see also trade barriers taxation consumer debt and, 325 human resource management and, 351 pricing of goods and services and, 325 tax havens, 412–14 technology development communication technology, 13 Demand-Flow Technology (DFT), 293 production process programs, 13 research consortia, 107 telecommunications industry, 13, 105–6, 118–19, 226–7, 241, 267, 449, 450, 471–2, 580, 595 Thailand, automobile industry, 82 theocratic totalitarianism, 102 time, cultural attitudes towards, 137 tire industry, 284–5 totalitarianism, 102 toy market industry, 89–90 trade barriers, 167–75, 178 agricultural policy, 175 antidumping (AD) laws, 174–5, 181–2, 460–2, 493–5 “buy national” restrictions, 173 cartels and, 168 countervailing duty (CVD) laws, 181–2, 460–2, 493–5 customs valuation, 174 embargo, 168 environmental regulations and, 123 exchange controls, 169 financial limits, 169 INBU_Z01.QXD 11/11/05 12:25 AM Page 653 INDEX foreign investment controls, 169 non-tariff, 169, 172–5, 178–9 price-based, 168 price fixing, 168–9 quantity limits, 168 quotas, 168, 173 reasons for, 167–8 technical barriers, 174 see also tariffs trade, international, 157–90 adjustment assistance, 172 complaints, 181–2 countertrade, 175–6, 179 by countries/regions, 33–4 creation, 108–9 definition of, 6, 160 developing countries, 33 diversion, 109 European Union free trade, 474–5 foreign trade zones, 298 free trade zones, 177–8, 179 industrial countries, 33 investment frameworks/agreements, 618–20 port problems, 400–1 regulation, 12–13, 25 in services, 176–7 technical barriers, 174 trade flows, 184 see also trade theory, international; tariffs; trade barriers trade theory, international, 160–5, 178 absolute advantage theory, 161–2, 583 comparative advantage theory, 162–3, 583 factor endowment theory (HOS model), 163–4, 583–4 Flying Geese model, 584–6 Hecksher-Ohlin theory, 164, 583 Leontief paradox, 164 mercantilism, 160 neo mercantilism, 160 product life cycle and, 164–5 training and development cultural assimilators, 359–61 cultural awareness training, 155 managerial, 346–7 most popular programs, 347 standardized training programs, 347 tailor-made training programs, 347 transnationals network, 264–5 top 50 from developing economies, 576–8 Transparency International (TI), 389 triad economies, 67–95 definition of, 10, 69 economic profile, 473 market access to, 586–7 mergers and acquisitions, 86–7 non-triad economies and, 570–2 regional strategies, 15–16 trade with China, 158–60 TRIMS see Agreement on TradeRelated Investment Measures TRIPS see Agreement on Trade-Related Aspects of Intellectual Property Rights Turkey, EU membership negotiations, 10, 476 twin factories, 75 UK automobile industry, 292 British Monopolies and Mergers Commission, cruise ship industry, 348 Export Credits Guarantee Department (ECGD), 427 Porter diamond model of competitiveness, 445 privatization, 106 retail industry, 28, 289 telecommunications industry, 226–7 UNCED Kyoto Summit (1997), 111, 112, 608 Rio Summit (1992), 111 United States-Canada Free Trade Agreement, 75, 182, 448, 464, 541, 552, 618 universalism, 136 USA automobile industry, 80–5, 447–8 balance of payments, 188–90 competition (double diamond model), 447–52 competitiveness, 460–1 computer industry, 458–9 computer software industry, 274–5 economic data, 543 exports and imports, fast-food industry, 18 foreign direct investment in Canada and Mexico, 452 by USA, 9, 452 in USA, 8–9, 452 USA diamond, linkage to, 452–3 foreign exchange markets, 195–9 Foreign Sales Corporation Act, 172 free trade with Canada, 75, 104, 182, 447–52 maquiladora industry, 75, 178 multinational enterprises, 63 negotiation behaviors, 393 organizational epigram, 271 outsourcing and job losses, 180–1, 365 patient monitoring equipment industry, 445 Porter diamond model of competitiveness, 445 research consortia, 107 retail industry, 5, 27–8, 72, 79–80, 269, 332 shop floor participation, 357 tire industry, 284–5 trade data, 540 trade policy, 172 Trading-with-the-Enemy Act, 172 triad power, as a, 6, 10 Wall Street crash (2001), 203 see also North American Free Trade Agreement Venezuela, free trade areas and, 541 vertical integration, 235 virtual integration, 235 Weighted Country Risk Assessment Model, 381, 397 work councils, 356 working conditions, in Canada, 548–9 workplace environment see culture; cultural differences World Bank, 100, 216 country risk analysis online, 380 Doing Business, 380 Multilateral Investment Guaranty Agency (MIGA), 380 World Business Environment Survey, 389 World Economic Forum (WEF), 380, 389 World Trade Organization Agreement on Trade-Related Investment Measures (TRIM), 603 antidumping laws, 174, 181, 324 anti-global mobilizers and, 111, 625 definition of, 12 Government Procurement Agreement, 173 import quota prohibitions, 173 Japan ports dispute, 400 lumber industry rulings, 104–5 membership for China, 334, 587 trade dispute resolution, 12–13, 414, 456, 622 WTO see World Trade Organization 653 INBU_Z01.QXD 11/11/05 12:25 AM Page 654 INDEX COMPANY INDEX 3M company, 610 24/7 Customer, 602 ABB (Asea Brown Boverie), 442, 454, 463, 550, 609 AB L M Ericsson, 106 Accenture, 229–30 Accor hotels, 497 Acer, 280, 597 Acer Taiwan, 569–70, 584, 596 Adidas-Salomon, 47 Aeon Group, 526 Aeroméxico, 106 Aflac, 73 Agfa, 371 AIDA, 348 Air Canada, 544–5 Air Liquide, 618 Airbus consortium, 68–9, 77, 80, 86, 87, 595, 617 Airtouch Communications, 226 Alcan Aluminum, 549 Alkon, 274 Allianz, Altos, 569 Amazon.com, 14 American Airlines (AA), 405–6, 429 American Express (AMEX), 421–3 American Skandia, 436 AMX, 602 Andersen Consulting Group, 229–30 Anglo American Corporation, 212, 387 AngloGold, 212, 582 Anheuser-Busch, 392, 464, 465, 616–17 Apple Computer, 60, 280, 458, 617 Arc Tyrex, 247 Arco, 560 Arthur Andersen, 229–30 Asahi, 465, 516, 590 ASDA, 28 AstraZeneca, 300, 564 AT&T, 106, 118, 449, 524 A T Cross, 290–1, 321 Atlantic Richfield, 431 Aventis, 257, 300, 564 Avis, 287 AXA, AXA Non-Life Insurance, 503 B&Q, 289, 488 BA/AA alliance, 405–6, 409, 421 Baikal Finance Group, 399 Bang & Olufsen, 332 Bankhaus Herstatt, 192 654 Barclays Bank, 192–3, 200, 202, 205, 210, 602 BASF, 18, 257, 431 Bass Brewers, 465, 590 Bayer, 18 BCE, 549 Becks, 465 Beecham and Grand Metropolitan, Bell Atlantic, 226 Bell Telephone, 589 BEN, 267 Benckiser, 431 Benetton, 44, 248–9 BenQ, 570 B F Goodrich, 285 Bird, 595 BMW, 52–3, 285, 311–12, 431, 596 BOC Group, 617 The Body Shop, 289, 607, 621–2 Boeing, 68–9, 287, 541, 595, 607 Bombardier, 124, 450, 451, 544–5, 549 BP (British Petroleum), 5, 12, 26, 71, 607, 625 BP Amoco, 86 Brico Depot chains, 488 Bridgestone-Firestone, 285 British Airways (BA), 406–7, 429, 602 British Telecommunications, 106, 118, 449, 602 Burger King, 287 BV, 581 C.A., 596 Cadbury Schweppes, Canon, 54, 240, 280, 518, 535–6 Cantel, 558 Carlsberg, 465, 590 Carlyle Group, 524 Carnival Cruise Line, 348 Carrefour, 21, 27, 319, 498, 502, 525–6 Castorama, 488 Caterpillar, 557 CED Informationstechnik, 355 CelTel International, 580 Cemex SA, 74–5 Central Selling Organization (CSO), 387 Ceres, 564 Chevron, 560 ChevronTexaco, 6, 26 China-Hong Kong Photo Products Holdings, 371 China Telecom, 334 Chinon, 524 Chrysler, 617 Ciba-Geigy, 15 Cifra Inc., 332, 558 Cisco Systems, 86, 285, 602 Citibank, 334–5 Citicorp, 334 Citigroup, 334–5, 432 Citroen, 81 Clarins, 328–30, 330–1 CNN, 287 Coca-Cola, 4–5, 10, 17, 19, 22, 72, 290, 318–19, 340–1, 342, 346, 349, 359, 490, 563 Comet, 488 Command Alkon, 274–5 Command Data, 274 Compaq, 301, 449, 457, 569 Computer Associates International, 365, 602 Computer-Tabulating-Recording Company (C-T-R) see IBM Continental, 405 Convergys India Services, 602 Costco, 502, 525 Coty, 431 Counterpoint Computers, 569 C Two Network Co., 503 Daewoo, 328–30, 600 Dai-Ichi Kangyo Bank, 512, 513 Dai-Ichi Mutual, 73 Daimler-Benz, 431 DaimlerChrysler, 5, 80, 85, 147, 288, 349, 524, 560, 589 Daiwa, 521 Daksh eServices, 602 Dana Corporation, 288 Danone, 146–7 Data Critical, 228 Datang Telecom, 595 DeBeers Group Diamond Trading Company (DTC), 387 Deere & Company, 87 Dell Computer, 17, 227, 391, 458, 569, 602 Delphi, 541 Delta-Air France alliance, 405 Delta Airlines, 405, 429 Den Fujita, 90 Dentsu, 518 Deutsche Telekom, 267, 449 DHL, 171 Disneyland Paris, 38, 457–8 Disneyland Tokyo, INBU_Z01.QXD 11/11/05 12:25 AM Page 655 INDEX Dow Chemical, 257, 589 DRAM semiconductor, 569, 600 Dupont, 257, 558 DuPont Canada, 451 Dyson, 503 East African Flowers (EAF), 581 Eastman Kodak, 170, 455 see also Kodak Eli Lilly, 300 Embraer, 45, 124 Equant NV, 471 Ericsson, 299, 449 Ethyl, 113 Euro Disney see Disneyland Paris EXL Services, 602 Exxon Mobil, 5, 26, 580, 608 Ezonics, 455 FedEx, 171, 334 Fiat Group, 44, 81 FIP SA, 442 Firestone, 284–5 Flextronics, 285, 299, 305–6 Ford-Mazda alliance, 82, 532 Ford Motor, 5, 46, 80, 81, 82, 86, 87, 100, 238, 257, 269, 284–5, 288, 292, 407, 459, 481–2, 528, 541, 557, 558, 560, 613, 617 Fosters, 590 France Telecom, 86, 449, 471–2, 476, 479 Franklin National Bank (USA), 193 Freeserve, 471–2 Fruin, 518 Fubon Group, 432 Fuji, 13, 371–2, 456, 502, 590 Fuji Bank, 513 Fuji Film Company, 170 Fujitsu, 512, 527 Fuji Xerox, 240 Futaba Denshi, 530 Fuyo/Fuji, 512, 513 Fuyo keiretsu group, 513, 514 Gap Inc., 299 GE Capital, 228, 524, 602 GE Capital Aviation Services, 280 GE Capital Services, 596 GE Industrial Systems, 228 GE Medical, 228 General Bearing, 589 General Electric (GE), 6, 129, 228, 263, 279–80, 286, 295, 303, 407, 541, 557, 558, 607 General Electric Medical Systems Group (GEMS), 347, 349 General Mills, 321 General Motors (GM), 5, 24, 40–1, 45, 80, 82, 83, 129, 227, 238, 287, 288–9, 328–30, 331, 432, 459, 480, 482, 560, 589, 590, 595, 607 General Motors (GM) Opel subsidiary, 81, 82 Gepi (Germany), 431 Gillette, 589 GlaxoSmithKline (GSK), 564–5 Global One alliance, 471 Globo Group, 335–7 Goldman Sachs, 521 Goldstar, 617 Goodyear, 285 Greenpeace, 621, 624 Grupo Modelo, 617 Guinness, 119, 465 Haier, 334 Hanaro Telecom, 575 Harley-Davidson, 87, 231 Healthscribe India, 602 Heineken, 119, 464, 465 Heller Financial, 228 Hertz, 287 Hewlett Packard (HP), 280, 283, 287, 449, 455, 561, 589 Hilton Corporation, 287 Hitachi, 241, 512, 515 Hoechst, 25 Honda, 80, 81, 82, 280, 285, 459, 518 Honeywell, 280 HP see Hewlett Packard HSBC (Hong Kong and Shanghai Banking Corporation), 33, 218–19, 334 Huawei Technologies, 595 Huge Dragon, 595 Hutchison Whampoa, 575 Hyundai, 82, 599–601 Hyundai Automotive, 600 Iberna, 431 IBM, 16–17, 72, 87, 236, 237, 240, 241, 254, 301, 331–2, 355, 431, 465–6, 557, 561, 569, 595, 596, 607, 608, 609 IBM Canada, 451, 550 ICI, 257 IKEA, 322–3 Imperial Oil, 550 Inco, 550 Industrial Commercial Bank of China (ICBC), 335 InfoSys-Microsoft, 602 InfoSys Technologies, 365–6, 584, 596, 601 Inka Cola, 617 Intel, 16, 298–9, 319–20, 449, 569, 596, 602 Interbrew, 465 Intermec, 293 International Business Machines see IBM Isuzu, 432 Ito-Yokado, 526 Japan Leasing Corporation, 524 Japan Telecom, 119, 524 Jardine Matheson Holdings, 575 Johnson & Johnson, 541 Jugos del Valle, 564 Jumex, 563–4 Kajima, 518 Kangaroo Computer, 569 Kawasaki, 21–2 Kellogg’s, 321 Kingdee, 595 Kingfisher Group, 289, 488 Kirin, 465, 516–17 Kita Kushu Coca-Cola Bottling, 432 Kito Corporation, 524 KLM-Northwest alliance, 40 Kodak, 13, 240, 301, 455–6, 502, 524, 590 Kodak China, 371–3, 375, 384, 396, 571 Kodak (Wuxi), 371–2 Kola Real Group, 318–19 Konka, 595 Kyoden, 530 Labatt, 465 La Cruz del Campo, 119 Lafarge, 74–5 Legend, 334 Lenovo, 595 Lentronics, 228 Levi Strauss, 53–4 LG Electronics, 575 LG Group, 431 LG International, 599, 600 Li and Fung, 299 Linde AG, 617 Lloyds TSB, 602 L M Ericsson, 449 Loan Star Opportunity, 521 Lockheed, 589 Logica, 596 Lucent Technologies, 119, 431 LVMH, 273–4, 387 Magna International, 549 Makita, 236 655 INBU_Z01.QXD 11/11/05 12:25 AM Page 656 INDEX Mannesmann, 226 Marlboro, 490 Marriott, 287 Marubeni, 46 Mast Industries, 299 Matsushita, 70, 88–9, 263, 512, 515 Matsushita Electric Industrial, 241, 515 Mattel, 289, 541 Mazda, 82, 528, 613 McCaw, 558 McDonald’s, 18, 100, 133, 287, 608 McDonald’s France, 133 McDonald’s Japan, 90 McDonnell Douglas, 68 MCI, 236 MCI World, 471 McKinsey & Company, 229–30 Mediobanca, 44 Mercedes, 254, 311–12 Merck, 628 Metro, 47 Mexicana, 106 MG-Rover, 596–7 Michelin, 284–5 Micron, 596 Microsoft, 119, 432, 455, 458–9, 595, 596, 602, 607 Miller, 465 Missoni, 44 Mitsubishi, 24, 512, 515, 517, 518, 521, 527 Mitsubishi Electric, 328–30 Mitsubishi Kinyokai (Friday Club), 515 Mitsui, 512 Mobil, 431 Molson, 465 Monsanto, 129 Montedison, 44 Motorola, 13, 129, 301, 471, 558, 561, 589, 595, 596 Mountain Equipment Co-op (MEC), 247–8 MTN Group (South Africa), 580, 582 Multitech, 569 Murata, 530 National Australia Bank, 192 National Presto, 180 NEC, 263, 512, 515, 561, 596 Nemak, 561 Nestlé, 15, 48, 71, 146, 446 Neusoft, 595 News Corp, 418 Nidec, 530 Nike, 306–7, 321 Nintendo, 320 Nippon Mitsubishi Oil, 26 Nippon Steel, 518 656 Nippon Sunhome Company, 253 Nissan, 523, 527, 528, 532–5 Nokia, 449, 471, 595 Nortel Networks, 228, 450, 451 North Face, 247 Northwest Airlines, 405 Novartis, 18 NTT, 241 Okuda, Hiroshi, 530 Olivetti, 44 Omnitel, 226 One World alliance, 405–6 One2One, 267 Onex Corporation, 549 Oracle, 595, 596, 602 Orange (France Telecom), 580 Orange (UK), 471 Orascom (Egypt), 580 Oserian Development Company, 580, 581–2 Oxfam, 112, 414 Oxford Instruments Co., Ltd., 593–4 P&O Princess Cruises, 348, 349 Pabst Brewing, 589 Pace Foods, 558–9 Palm, 280 Panasonic, 617 Parmalat, 146–7 Patagonia, 247 Peninslar and Orient (P&O) Steam Navigation Company, 348 Pepsi Cola (PepsiCo), 72, 100, 490, 563 Pernod, Petroleos Mexicanos (Pemex), 559–60 Peugeot, 81, 237, 589 Pfizer, 129, 300 Pharmacia, 128–9, 147 Philipp Holzmann, 355–6 Philips, 45, 88–9 Philips Electronics NV, 119, 263 Phillips, 561 Phillips (petroleum company), 560 Phillips China, 431 Pirelli, 44 Pizza Hut, 18 Premier Auto Group (PAG), 481–2 Procter & Gamble (P&G), 253–4, 256, 265, 267, 272, 557, 589, 607 Prudential Insurance, 436, 602 Prudential (UK), 571 PSA Peugeot-Citroën, 237, 241 Radio Mobil, 267 Renault, 80, 81, 238, 285, 523, 532–5 Renault-Nissan alliance, 81, 82, 147, 523, 528, 532–5 Repsol, 436–7 Reuters, 602 Rhone-Poulenc, 257 Ricoh, 240 RJR Nabisco, 589 Roche, 18 Rohm, 530 ROLM, 236, 431 Royal Caribbean, 348 Royal Dutch/Shell Group, 5, 26, 71, 328–30, 607 Ryder, 287 S&N (Scottish & Newcastle), 465 SAB (South African Breweries), 465 Sakura Bank, 513 Salomon, 247 Sam Coca-Cola Bottling, 432 Samsung, 561, 584, 595, 599–601 Samsung Electronics, 575, 600, 601, 602 Sanyo, 596 Sappi, 582 Sasol, 582 Satyam, 365–6 Scientific-Atlanta, 558 Screwfix, 488 Seetours (Germany), 348 Sega, 458 Seiyu, 525–6 SFR, 226 Shanghai Automotive Industry Corporation (SAIC), 597 Shanghai Pudong Development Bank, 335 Shantou Era Photo Materials, 372 Sharp, 518, 596 Shell Oil, 331 Shimano, 530 Sibneft, 399 Siemens, 45, 46, 431 Sierra Designs, 247 SK, 599, 600 Skandia, 435–6 Solectron, 52, 70, 541 Sony, 59–60, 119, 263, 282, 320, 432, 455, 518, 527, 530, 617 Spiegel, 617 Sprint, 449, 471 Squibb, 589 SSA Global, 602 Standard Chartered, 602 Stanley Works, 290–1 Star Alliance, 544 Starbucks, 58–9, 112 Stella Artois, 465 INBU_Z01.QXD 11/11/05 12:25 AM Page 657 INDEX Sumitomo, 512 Sumitomo Bank, 513 Sumitomo Chemical, 518 Sun Microsystems, 595 Superdrug, 488 Suzuki, 21–2 Suzuki-Maruti, 81, 82 Tata Consultancy Services (TCS), 365–6, 584, 596, 601 TCL, 595 Telecom Italia, 44 Telecom S A., 580 Teleflower Auction (TFA), 581 Telekom, 471 Telluride International Energy, 431 Tesco, 53–4, 72, 498, 503, 582 Tetra Pak, 100 Texas Instruments (TI), 449, 569, 596, 602 Thomson Corporation, 71, 550 T-Mobile International, 267 Top Group, 595 Toshiba, 518, 527, 561 Total, 6, 26 Toyota, 5, 81, 82, 84–5, 241, 293, 299, 512, 515, 518, 541, 607 Toyota Motors, 290 Toys “R” Us, 89–90, 502, 617 Travelers Group, 334 TRW Inc., 289 TV Globo, 335–7 UFSoft, 595 Underwriters Laboratories Inc., 347 Unilever, 46, 47 Uniroyal, 285 United Airlines, 405, 429 Upjohn, 128–9, 147 UPS, 171, 334 USAir, 405 VenFin, 580 Verizon Wireless, 226, 242 Versace, 44 Virgin Atlantic, 406 Vivendi Universal, 71, 86 Vivitar, 455 Vodafone, 71, 226–7, 234, 238, 242, 245, 471, 479, 580 Vodafone Airtouch (VA), 226 Voice Stream, 267 Volkswagen (VW), 20–1, 80, 81, 237, 288, 311–12, 315, 320, 326, 328, 355, 459, 533, 541, 561, 589 Vologda Textile Enterprise, 106 Volvo, 80, 481–2 Wacker-Chemie, 35 Wal-Mart, 5, 27–8, 72, 79–80, 269, 332, 498, 502, 525–6, 595 Walt Disney Company, 37–8, 41, 43, 46, 49, 457–8 WD-40 Co., 290–1 Werk für Fernsehelektronik, 431 Westinghouse, 442 Wipro Spectramind, 602 Wipro Technologies, 365–6, 584, 596, 601 Woolworth’s, 488 Xerox, 240, 589 Xiamen Fuda Photographic Materials, 372 YPF (Yacimientos Petrolíferos Fiscales), 436–7 Yukos, 101, 398–9 Zamech, 442, 454 Zara, 54–5 Zhongxing Telecom, 595 NAME INDEX Aaker, David A., 308 Abe, M., 537 Abegglen, J C., 537 Abramovich, Roman, 399 Abramsom, Neil R., 368 Adams, Chris, 182 Adler, Nancy J., 367, 368, 402 Adler, Paul S., 308, 538 Agarwal, Sanjeev, 91 Akamatsu, Kaname, 584, 603 Akers, John F., 468 Albright, Madeleine, 400 Alden, Edward, 182, 401 Alessandri, Todd M., 402 Ambev, 465 Anand, Jaideep, 605 Añaños, Jorge, 318 Andersen, Otto, 91 Anderson, Andrew, 460, 468 Anderson, Andrew D M., 181, 182, 183 Anderson, J., 604 Anderson, Otto, 629 Anderson, Philip, 275 Anderson, Robert, 603 Andersson, Ulf, 276, 338 Andrews, Edmund L., 29, 499 Angwin, D., 155 Anoop, M., 538 Antilla, Susan, 368 Aoki, M., 537, 538 Appelbaum, R P., 155 Arkell, Debby, 29 Armstrong, Larry, 368 Ashkanasy, N M., 155 Atamer, Tugrul, 249 Atkinson, Art, 128 Atkinson, Keith, 368 Aulakh, Preet S., 249 Averyt, William F., 566 Bainbridge, Michelle, 499 Baker, Stephen, 565 Baldauf, Artur, 182 Baldwin, John R., 457, 565 Ball, D A., 154 Banai, Moshe, 368 Bank, David, 125, 437 Banks, John C., 61 Barclay, Lou Anne, 402, 604 Barfield, Claude, 182 Barkeman, Harry G., 250 Barker, Vincent L III, 276 Barnes, John W., 338 Barr, P S., 155 Barsoux, J-L., 156 Bartholomew, Susan, 367, 368 Bartlett, Christopher A., 155, 275, 276, 309, 456, 467, 468, 630 Basu, D R., 538 Batres, Robertos E., 566 Bauerschmidt, Alan, 92, 183 Bayliss, Brian T., 500 Beamish, Paul W., 29, 61, 276, 402, 468, 500, 538, 566 Beatty, Carol A., 308 Beaumont, Philip, 368 Beck, Ernest, 308 Becker, Fred G., 29 Beechler, Schon, 369, 538 Beldona, Sam, 276 Bell, John H J., 250 Benetton family, 248 Bennett, Jocelyn, 309 Beracs, Jozsef, 338 657 INBU_Z01.QXD 11/11/05 12:25 AM Page 658 INDEX Berg, David M., 221 Berry, Michael, 309 Berthon, Pierre, 338 Bezos, Jeff, 14 Bhagwati, Jagdish, 29, 629 Bhappu, Anita D., 308 Biediger, Jerry, 604 Bird, A., 538 Birkinshaw, Julian, 61, 276, 468, 566 Birley, Sue, 249, 338 Black, J Stewart, 276, 368 Blackwell, Charles W., 276 Bleeke, Joel, 499 Blue, Jeffrey L., 367 Blumenstein, Rebecca, 275, 307 Bokhari, F., 402 Bolon, Douglas S., 308 Boltuck, Richard, 499 Bombardier, Joseph Armand, 124, 544 Bonaccorsi, Andrea, 338 Boncompagni, Tatiana S., 499 Borden, Mark, 337 Borstoff, Patrcia C., 367 Boston, William, 275 Botelho, Mauricio, 124 Botschen, Guenther, 567 Boush, D M, 155 Bové, José, 133 Bowe, Michael, 437 Boyacigiller, Nakiye, 368 Boyd, Gavin, 92, 183, 468 Bradsher, Keith, 182, 249, 437, 629 Brain, Cecilia, 91, 308 Brandt, Ellen, 367 Branscomb, Lewis M., 468 Bremner, Brian, 125 Brett, Jeanne M., 156, 402 Brewer, Thomas L., 182, 402, 537, 605, 629, 630 Brewster, C J., 155 Brewster, D., 401 Bridgewater, S., 401 Bronn, Peggy Simcic, 249 Brouthers, Lance Eliot, 308 Brown, John Seely, 468 Bryant, Adam, 368 Buckley, Peter J., 61, 91, 183, 604 Budhwar, Pawan S., 368 Burgenmeier, B., 500, 537, 629 Burt, Tim, 249, 275 Busenitz, Lowell W., 91, 125 Butters, Jamie, 467 Buzzell, Robert D., 500 Bylinsky, Gene, 307, 308 Byung-Chul Lee, 600 658 Calingaert, Michael, 125 Callahan, Madelyn R., 367 Calof, Jonathan L., 29 Calonius, Erick, 308 Calori, Roland, 249 Campbell, Alexandria, 500 Camuffo, Arnaldo, 250, 368 Cantwell, John, 308, 537 Capon, Noel, 250, 338 Carendi, Jan, 435 Carey, Andrew, 61 Carillo, Jorge, 603 Carlisle, Tamsin, 565 Carney, Susan, 566 Carr, Nicholas G., 221 Carte, Bill, 61 Casson, Mark C., 61 Caves, Richard E., 29 Cavusgil, S Tamer, 183, 338 Chaddick, Brad, 126 Chakrabarti, A., 402 Chandler, Alfred D., Jr., 275 Chan-Olmsted, Sylvia, 125 Chao, Paul, 183 Chatterjee, Sayan, 402 Chen, C C., 154 Chen Hua, 604 Chen, Kathy, 603 Chen, Roger, 604 Cheng, Joseph L C., 308 Cheong, Y R., 604 Chernotsky, Harry I., 61 Chevrier, S., 155 Chi, Tailan, 402 Chia Tien Cheang, 603 Child, John, 250, 604 Chipello, Christopher J., 565 Cho, Dong-Sung, 468 Cho, Fujio, 530 Cho, Kang Rae, 61, 183 Choate, Pat, 468 Choi, Audrey, 250 Chung Ju Yung, 600 Clark, Don, 125, 307, 437 Clark, Terry, 437 Clarkson, Max B E., 629 Clasen, Thomas F., 499 Clegg, Jeremy, 604 Clegg, S., 537 Clissold, Tim, 604 Cohen, Robert, 182 Cole, Robert E., 308 Coleman, Brian, 437 Collins, Jamie, 604 Collins, R., 308 Collinson, Simon C., 155, 307, 308, 402, 537, 538 Conklin, D W., 603 Contractor, Farok J., 91, 603 Cordell, Victor V., 338 Corrigan, Mark H., 128 Cortazzi, H., 537 Cosset, Jean-Claude, 402 Costa, Giovanni, 368 Coutinho de Arruda, Maria Cecilia, 249 Cox, Tony, 338 Craig, C Samuel, 250, 337, 338 Craig, Ron, 566 Crandall, Lin P., 368 Cravens, David W., 250, 338 Crookell, Harold, 467, 566 Cullen, John B., 368 Curzon, Gerard, 629 Cusumano, Michael A., 53, 308, 537 Czinkota, Michael R., 338, 468, 500 Dacin, M Tina, 250 Daniels, John D., 29 Daniels, Joseph P., 630 Dart, Kenneth, 399 Das, T K., 251, 337 Davis, Herbert J., 276 Davis, Peter S., 250 Dawkins, W., 537 D’Cruz, Joseph R., 467, 469, 566, 567, 629, 630 De Cieri, Helen, 368 De Mattos, Claudio, 604 De Meyer, Arnoud, 604 Dean, James W., 437 Decker, Hans W., 468 Delios, A., 402, 538 Deogun, Nikhil, 437 DePalma, Anthony, 182, 467 Deripaska, Oleg, 399 Desai, Ashay B., 250 Deschamps, Jean-Claude, 500 Deschamps, Jean-Philippe, 250, 308 Desmond, Edward W., 61 Deutsch, Claude H., 629 Deutsch, Klaus Gunter, 183 Devinney, Timothy M., 61 Dichtl, Erwin, 183 Dickson, Peter R., 468 Di-Natale, Dominic, 499 Dodds, J Colin, 183, 566 Doh, Jonathan P., 604 Doktor, Robert, 276 Dombey, Daniel, 61 Dominguez, Luis V., 338 INBU_Z01.QXD 11/11/05 12:25 AM Page 659 INDEX Domke-Damonte, Darla, 250 Domoto, H., 538 Donaldson, L., 537 Dore, R., 537, 538 Douglas, Susan P., 250, 309, 337, 338, 500 Dow, S., 538 Dowling, Malcolm, 603 Dowling, Michael, 30, 62, 92, 126, 181, 182, 183, 251, 276, 289, 308, 309, 338, 437, 460, 466, 467, 468, 469, 499, 500 Dowling, Peter J., 368 Downey, H Kirk, 250, 338 Doyle, Frank P., 629 Doz, Yves L., 275, 368 Drucker, P F., 537 DuBois, Frank L., 309 Dunn, Mark, 249, 338 Dunne, Nancy, 29 Dunning, John H., 29, 61, 91, 125, 183, 467, 468, 537, 630 Durkheim, Emile, 141 Dyer, J H., 538 Earnshaw, L., 155 Eberhadt, Markus, 604 Ebrahimpour, Maling, 368 Echikson, William, 61 Eckholm, Erik, 125 Eden, Lorraine, 29, 125, 438, 566, 604 Egan, C E., 401 Egelhoff, William G., 250, 276, 438, 630 Ehlen, David M., 367 Eiteman, David K., 125, 438 Ellis, Kimberly M., 275 Ellis, Paul, 29 Ellison, Sarah, 29 Ely, R J., 155 Emmerij, Louis, 183, 630 Engardio, Pete, 308 Engel, Dean W., 368 Ernst, David, 499 Erramlli, M Krshna, 338 Evenett, Simon J., 605 Ewing, Jack, 499 Fahy, John, 338 Faison, Seth, 437 Faltmayer, Edmund, 182 Farnsworth, Clyde H., 182 Fatemi, K., 603 Fealy, L., 155 Feinberg, Susan E., 402, 566, 603 Feldman, Daniel C., 368 Felstiner, W., 155 Ferguson, Charles H., 275 Fiedler, Fred E., 368 Field, Hubert S., 367 Finnerty, Joseph E., 566 Fisher, George, 371–2, 384 Fisher, Irving, 201 Fitzpatrick, M., 402 Flaherty, M Therese, 309 Fleck, James, 467 Fonfara, Krysztof, 338 Forsgren, Mats, 276 Francis, John D., 250 Franko, L G., 537 Fransman, M., 537 Frayne, Colette A., 369 Freedman, Michael, 61 Frenkel, Stephen, 369 Freytag, Andreas, 630 Friday, E., 155 Friday, S S., 155 Friedland, Jonathan, 337, 566 Fruin, W M., 538 Fuhrman, Peter, 337 Fukui, Y., 537 Fulmer, Robert M., 367 Fulton, E Kaye, 565 Gaba, V., 402 Galagan, Patricia A., 367 Gamble, James, 253 Gannon, M J., 155 Garten, Jeffrey E., 250 Garvin, David A., 309 Gayle, Dennis J., 125 Gentile, M C., 155 Gentry, James W., 369 Geringer, J Michael, 125, 276, 369 Gessner, V., 155 Gestrin, Michael, 126, 183, 499, 566, 567 Ghauri, Pervez, 155, 604 Ghosen, Carlos, 532, 533 Ghoshal, Sumantra, 155, 275, 276, 284, 307, 309, 456, 468, 629, 630 Ghosn, Carlos, 147, 530 Gibbons, Patrick T., 499 Giddens, A., 630 Gilder, George, 468 Giles, William F., 367 Gillispie, Kate, 566 Gilmartin, Ray, 628 Ginsberg, Ari, 125 Giovanni, Dosi, 603 Globerman, Steven, 566 Glynn, M-A., 155 Goedhart, M H., 604 Goerzen, Anthony, 276 Goldenstein, Jean-Claude, 499 Goldstein, Alan, 125 Gomes-Casseres, Benjamin, 126, 275 Goodman, John B., 126 Goodrich, Jonathan N., 125 Gorbachev, Mikhail, 100 Gorman, Liam, 438 Gorman, Philip, 251 Gorman, Timothy, 629 Gournay, Patrick, 621 Govindarajan, Vijay, 91, 250, 605 Graham, Cox, 338 Graham, Edward M., 113, 125, 126 Graham, John L., 403, 604 Gramm, Phil, 280 Gratchev, Mikhail V., 155 Gray, J., 630 Gray, Kenneth R., 604 Green, Heather, 629 Green, Robert T., 183, 337, 338 Greenhouse, Steven, 182 Gregersen, Hal B., 276, 368 Gresser, Ed, 182 Griffith, David A., 566 Grindley, Peter, 567 Grosse, Robert, 402, 438, 605 Guido, Gianluigi, 499 Guisinger, Stephen E., 91, 221 Guntz, Hugh P., 630 Gupta, Anil K., 29, 91, 250, 402, 603, 605 Gustavsson, Peter, 249 Guth, Robert A., 249 Haar, Jerry A., 91 Haden, P., 604 Haigh, Robert W., 183, 369 Hale, David, 468 Hall, E T., 154 Hamel, Gary, 250, 629 Hampden-Turner, Charles, 154, 155 Han, C Min, 183 Hansell, Saul, 307 Hansen, M T., 307, 309 Harbrecht, Douglas, 182 Hargadon, Andrew, 276 Harnischfeger, Uta, 249 Harper, Lucinda, 308 Harrigan, Kathryn Rudie, 91 Harris, H., 155 Harris, Stanley G., 367 Harvey, Michael, 367, 369 Hatch, N., 538 Hawrysh, Brian Mark, 402 Hax, Arnoldo C., 29, 249 Hayes, Robert H., 567 Haynes, Ulric, Jr., 367 659 INBU_Z01.QXD 11/11/05 12:25 AM Page 660 INDEX Hays, Laurie, 368 Hecht, Laurence, 566 Heckscher, Eli, 583 Heller, Jean E., 367 Heller, Richard, 61 Henderson, F., 91 Henisz, W., 402 Hennart, Jean-Franỗois, 61, 183 Henzler, Herbert A., 499 Hernandez, Gabriel, 467 Hickins, Michael, 499 Hill, A., 401 Hill, C W L., 307, 309 Hillman, Amy, 402 Hilmer, Frederick G., 309 Himelstein, Linda, 629 Hitt, Michael A., 249, 250, 629 Hoang, Peter B., 338 Hobday, Michael, 603 Hodgetts, Richard M., 29, 36, 249, 275, 276, 309, 337, 367, 368, 402, 566, 629 Hof, Robert D., 629 Hoffman, R C., 249 Hoffmann, Werner H., 250 Hofstede, Geert, 134, 154 Holden, N J., 155, 402 Holstein, William J., 275, 565 Holyoke, Larry, 307 Hom, Peter W., 183 Honda, Soichiro, 530 Hong Liu, 604 Hood, Neil, 61, 468, 566 Hoon-Halbauer, Sing Keow, 250 Horrigan, Brenda D., 402 Hoshi, T., 537 Hoskisson, Robert E., 250, 537 Hoti, S., 402 Houlder, V., 401 House, R J., 155 Howell, Llewellyn D., 126 Howse, Robert, 126 Hu, F., 604 Hu, Michael Y., 566 Huczynski, Andrzej, 221 Hufbauer, Gary Clyde, 566 Hugh-Jones, Rob, 629 Hulbert, James M., 338 Hung, G L., 566 Huo, Y Paul, 250 Hwang, Peter, 61, 249 Hyun, Yong J., 369 Ibison, David, 29 Ibuka, Masaru, 530 Idei, Nobuyuki, 530 Illarionov, Andrei, 399 Inkpen, Andrew C., 276, 402, 630 660 Ireland, R Duane, 629 Isobe, Takehiko, 605 Itaki, Mashiko, 276 Jacobs, Lester W., 250 Jaggi, Rpohit, 29 Jalland, R Michael, 630 Jameson, M., 538 Jamieson, Jacky, 605 Jamison, Mark, 125 Janisch, H N., 566 Jarillo, J Carlos, 276, 468, 630 Javidan, M., 155 Jepma, C J., 603 Jiang Zemin, 102 Johanson, Jan, 338 Jones, Alex S., 368 Jones, Bodil, 368 Jones, D T., 537 Jones, Gary K., 276 Jones, Robert E., 250 Jospin, Lionel, 113 Jrapko, Alicia, 629 Juarez, Ben, 467 Julian, Scott D., 309 Jun, Sunkyu, 369 Kahn, Joseph, 29 Kale, Sudhir H., 338 Kalotay, Kálmán, 603 Kamath, Shyman J., 566 Kaminski, Matthew, 125 Kamm, Thomas, 499 Kamprad, Ingvar, 322 Kanas, Angelos, 221 Kanter, Rosabeth Moss, 250, 629 Kapner, Suzanne, 61 Karavis, Lambros, 276 Kasoff, Mark J., 567 Kassicieh, Suleiman, 469 Kaufman, Leslie, 249 Kaynak, Erdener, 338, 566 Kayworth, Timothy, 369 Keim, Gerald, 402 Keizai, Toyo, 537 Keller, John J., 125 Keller, Robert T., 309 Kennedy, C R., Jr., 401 Kequan Li, 604 Kerwin, Katie, 307 Keys, J Bernard, 367 Khanna, Ashok, 221 Khodorkovsky, Mikhail, 399 Khurana, Anil, 309 Kidd, John B., 500 Kim, H., 537 Kim, Hicheon, 250 Kim, Ken I., 338 Kim, L., 603 Kim, W Chan, 61, 249, 250, 630 Kim, Wi Saeng, 61, 91 Kimura, Yui, 61 King, Thomas R., 437 Kirkpatrick, David, 629 Kirton, John J., 289, 566, 567, 630 Kleiman, Gary, 221 Kline, John M., 30, 468 Knowlton, Christopher, 337 Kobayashi, K., 538 Kobrin, Stephen J., 126, 402 Koeglmayr, Hans-Georg, 183 Kogut, Bruce, 276, 630 Kohli, Ajay K., 183, 337 Kohli, F C., 602 Koka, Balaji R., 183 Kompare, D., 155 Kono, T., 537 Kostova, T., 155 Kotabe, Masaaki, 91, 249, 250, 309, 338, 437, 538 Kotler, Philip, 468 Kotova, Tatiana, 276 Koza, Mitchell, 249 Kraar, Louis, 308 Kramer, Hugh E., 338 Krauss, Clifford, 125 Kravchenko, Olga, 125 Kristensen, P H., 156 Kumar, Sameer, 605 Kunii, Irene, 468 Kuttner, Robert, 468 Laage-Hellman, J., 537 Lacity, Mary C., 402 Lado, Augustine A., 369 Lall, Sanjaya, 603 Lam, Kevin, 155 Lam, Mark N., 604 Lamont, Bruce T., 275 Landers, Peter, 61 Landesman, Earl, 308, 499 Landler, Mark, 61, 629 Landry, John T., 338 Lane, Christopher, 276 Lane, Henry W., 368 Lane, P J., 156 Latta, Geofferey W., 368 Lauritano, Paul, 250, 338 Lavin, Douglas, 182 Lawton, Thomas C., 500 Lecraw, Donald J., 30 Lee, Suk Hun, 402 Lei, David, 249, 309 Leidner, Alfred, 500 Lenartowicz, Tomasz, 155 Lenway, Stefanie, 29 INBU_Z01.QXD 11/11/05 12:25 AM Page 661 INDEX Leong, Siew Meng, 468 Leontief, Wassily, 164 Levin, Doron P., 182 Levitas, Edward, 250 Levy, David L., 309 Lewin, Arie, 249 Lewis, David, 62 Li, Ji, 155 Li, Jiatao, 91, 251 Lie, John, 276 Lieberman, Ira W., 126 Lieberthal, G., 605 Lieberthal, Kenneth, 249, 307, 605 Lienert, Dan, 29 Light, D A., 155 Liker, Jeffrey K., 276, 309, 538 Lim, Jeen-Su, 338 Lincoln, E J., 538 Lincoln, J R., 155 Linden, Dana Weschler, 182 Ling-yee, Li, 221 Linsu, Kim, 603 Liouville, Jacques, 338 Litan, Robert, 499 Liu, Hong, 250 Lodge, George C., 468 Loewe, Pierre M., 30 Lorange, Peter, 249 Lovas, B., 307, 309 Loveman, Gary W., 126 Lowson, Robert, 500 Lublin, Joann S., 275 Luehrman, Timothy A., 221 Lund, Reinhard, 368 Luo, Yadong, 91, 126, 605 Luthans, Fred, 249, 275, 276, 337, 367, 368, 402 Luxmore, Stephen, 126 Lyn, Esmeralda O., 61, 91 Lynn, Leonard H., 276 MacDonald, Kevin R., 126 Maclaren, Virginia, 566 Maddox, R C., 155 Madhavan, Ravindranath, 183 Madura, Jeff, 62 Magretta, Joan, 308, 337 Mahmoud, Essam, 403 Makhija, Mona Verma, 403 Makino, Shige, 403, 500, 605 Makridakis, Spyros G., 499 Maljers, Floris A., 276 Malkin, Elisabeth, 566 Malnight, T W., 307, 309 Markusen, James R., 183 Marquardt, Michael J., 368 Marsh, Peter, 250 Marshall, Matt, 250 Marshall, R S., 155 Martin, J., 155 Martin, X., 538 Martinez, Jon I., 276, 468, 630 Martinez, Zaida L., 566 Mason, Todd, 565 Mathews, Anna Wilde, 91 Mathews, J A., 605 Matsushita, Konosuke, 530 Matulich, Erika, 308 Mauborgne, Renée A., 250, 630 Maxwell, Denise S., 367 Mayhew, Malcolm, 61 Maynard, Jean-Pierre, 467, 565 Mayrhofer, Ulrike, 500 McAleer, M., 402 McCormick, Stephen, 438 McCulloch, W H., 154 McGinn, Daniel, 337 McGrath, Michael E., 308 McGregor, Richard, 182 McGuire, J., 538 McIlveen, John, 467 McKay, Betsy, 275 McKinley, William, 250 McKinney, Joseph A., 337 McKinsey, James O., 230 McLaren, Julie, 606 McLellan, Kerry, 566 McSweeny, B., 155 McWilliams, Gary, 629 Mead, R., 155 Melcher, Richard A., 308, 337 Melin, Leif, 249, 338 Mendenhall, Mark E., 367, 368 Merchant, Hemant, 250 Merchant, K., 603 Meredith, Robyn, 61 Merriden, Trevor, 499 Merrills, Roy, 468 Metzger, Robert O., 125 Meyer, Klaus E., 605 Miller, Alan N., 500 Miller, Edwin L., 367 Miller, Janice S., 183 Miller, Janis L., 250 Miller, Karen Lowry, 368 Miller, Kent D., 221, 402, 403, 630 Miller, Scott, 61 Milliman, John, 369 Millington, Andrew I., 500, 604 Millman, Joel, 337, 467 Mills, D Quinn, 276 Milwe, Edwin L., 369 Minder, Raphael, 61 Ming-Hong Lai, George, 91 Mintzberg, Henry, 251, 276 Miroshnik, V., 538 Mitari, Fujito, 536 Mitchell, Terence, 368 Mitchell, Willi, 309, 605 Mitchener, Brad, 275 Moffat, Susan, 91, 368 Moffett, Michael, 438 Mohri, F Bill, 467 Mole, J., 155 Molz, E., 125 Montgomery, David B., 605 Moon, Hwy-Chang, 468 Moore, John, 126 Moore, Karl, 62, 467 Morgan, G., 156 Morici, Peter, 566 Morris, R W., 91 Morrison, Allen J., 251, 276, 469, 630 Morrison, Scott, 90 Morrissey, Elizabeth R., 221 Mortimore, Michael, 91 Mothe, Caroline, 125 Mucchielli, Jean-Louis, 183, 500, 537, 629 Mudambi, Ram, 403, 604 Mueller, Stefan, 183 Muller, Joah, 307 Mulligan, Thomas M., 30 Murdoch, Rupert, 418 Murray, Janet Y., 309 Murray, Matt, 249 Murthi, Narayana, 602 Nacum, Lilach, 338 Nagai, Hirohisa, 368 Naidu, G M., 338 Naik, Gautam, 125, 250 Nakane, C., 155, 537 Nakata, Cheryl, 156 Napier, Nancy, 369 Narayandas, Das, 221 Narula, Rajneesh, 468 Nasser, Jacques, 481 Nath, Raghu, 275 Nathan, Maria, 369 Naughton, Keith, 337, 468 Navarra, Pietro, 403 Nayak, P Ranganath, 250, 308 Neale, Charles W., 183, 566 Negishi, Mayumi, 125 Nehrt, Chad, 630 Nehrt, Lee C., 30 Newman, K., 155 Nichols, Nancy A., 567 Nitsch, Detlev, 500 Nobeoka, K., 537, 538 Nohria, Nitin, 284, 307, 309, 629 Nolan, P., 605 661 INBU_Z01.QXD 11/11/05 12:25 AM Page 662 INDEX Nomani, Asra Q., 182 Nonaka, I., 538 Norburn, David, 249, 338 Normann, Richard, 251 Nova, 451 O’Connell, D., 401 Oddou, Gary R., 367 O’Donnell, Sharon, 369 Ogilvie, Heather, 499 Ohlin, Bertil, 583 Ohmae, Kenichi, 630 Okoroafo, Sam C., 338 Okumura, Tetsushi, 402 Oliff, Michael D., 309, 630 Olsson, Carl, 403 Omura, Glenn S., 250 Ono, Y., 154 Oosterveld, Jan P., 276 Openheimer, Nicky, 387 O’Reilly, Brian, 367 Ortega, Bob, 565 Ostrovsky, A., 401 Ostry, Sylvia, 91, 125, 126, 183, 468, 499 Ouchi, William G., 276, 537 Oxelheim, Lars, 438 Pak, Kelvin, 250 Palmeri, Christopher, 308 Pan, Yigang, 275, 402 Papanastassiou, Marina, 500, 537 Park Chung Hee, 600 Parkhe, Arvind, 92, 251, 276 Patel, Pari, 309 Pavitt, Keith, 309 Payne, Adrian, 249 Payne, Joseph E., Jr., 565 Peace, R D., 537 Pearce, Robert, 500 Pecotich, Anthony, 29 Pelkmans, Jacques, 500 Peng, Mike W., 403 Pennington, Hilary, 468 Perlmutter, H V., 155 Perry, Anne C., 183 Peterson, Richard B., 369, 629 Peterson, Thane, 565 Phatak, Arvind, 276 Phelps, Mark I., 368 Philips, John, 90 Pinder, Jeanne B., 629 Pitt, Leyland F., 338 Pitta, Julie, 249 Pointer, David A., 403 Pointer, Martha M., 403 Pollack, Andrew, 182, 307, 402, 468 Pollock, Timothy, 251, 629 662 Porter, Michael E., 17–19, 29, 61, 62, 92, 249, 251, 308, 466, 468, 510, 512, 529–30, 537 Prahalad, C K., 249, 250, 275, 276, 307, 368 Preble, J E., 249 Premji, Axim, 601 Prescott, John E., 183, 499 Pringle, David, 90 Procter, William, 253 Prokesch, Steven, 308 Protzman, Ferdinand, 125, 307, 368 Putin, Vladimir, 399 Pyke, David, 309 Qian, Gongming, 155 Quelch, John A., 500 Quelin, Berthe, 125 Quinn, James Brian, 309 Quintanilla, Carl, 125 R Gomez-Mejia, Luis, 183 Radosevich, Raymond, 469 Raduchel, William J., 468 Ragozzino, Roberto, 403 Rajan, Mahesh N., 403 Rajaratnam, Dan, 437 Raju, Ramalinga, 601 Ramadorai, S., 601 Ramamurti, Ravi, 126 Ramaswami, Sridhar N., 91 Ramirez, Rafael, 251 Ramstetter, Eric D., 183 Randoy, Trond, 438 Rao, C P., 338 Rapoport, Carla, 337 Ratiu, Indrei, 367 Rau, P A., 249 Raymond, Vernon, 603 Redding, Gordon, 605 Reddy, Prasada, 309 Rehder, Robert R., 309, 500 Reibstein, Larry, 125, 308 Reich, Robert B., 249 Reichel, A., 249 Reisel, William D., 368 Reitman, Valerie, 437 Reuer, Jeffrey J., 221, 403 Revzin, Philip, 125 Rhee, Dong Kee, 250, 500 Rhinesmith, Stephen H., 367 Rhoen, A., 603 Ricardo, David, 583 Rice, Gillian, 403 Richman, Louis S., 308 Ricklefs, Roger, 565 Ricks, David A., 403, 566 Robin, Donald P., 183 Robock, Stefan H., 183, 250 Roddick, Anita, 620 Rodriguez, Peter, 604 Roehl, Tom, 276 Rogers, Adam, 337 Rogovsky, Nikolai, 369 Rolfe, Robert J., 403 Rondinelli, Dennis, 251, 309 Roos, D., 537 Roos, Johann, 249 Rosenzweig, Philip M., 276, 630 Roth, Kendall, 155, 251, 276, 369, 469 Roy, Jean, 402 Ruggiero, Renato, 183 Rugman, Alan M., 29, 30, 61, 62, 91, 92, 125, 126, 181, 182, 183, 251, 276, 289, 308, 309, 338, 437, 460, 466, 467, 468, 469, 499, 500, 537, 566, 567, 605, 629, 630 Ruhli, Edwin, 469 Runtagh, Hellene S., 308 Ryans, Adrian B., 338 Ryans, John K., Jr., 566 Sabi, Manijeh, 62 Safarian, A E., 126, 466 St John, Caron H., 250 Sakakibara, M., 537 Sako, M., 537, 538 Salpukas, Agis, 367 Sampler, Jeff, 629 Sampson, Gary P., 183 Samuelson, Paul, 583 Sanderson, Stuart, 604 Sanderson, Susan Walsh, 567 Sanger, David E., 276, 629 Santillan-Salgado, Roberto J., 249 Sanyal, Rajib N., 277, 369 Saunders, Peter, 621 Savers, Gabrielle, 629 Sawyer, W Charles, 183 Schermerhorn, John R., Jr., 402 Schlender, Brenton R., 468, 537 Schmenner, R., 308 Schneider, S C., 156 Scholl, Wolfgang, 368 Schonberger, Richard J., 308 Schott, Jeffrey J., 566 Schuchman, Lisa, 337, 437 Schuler, Randall S., 369 Schweiger, David M., 251 Scott, Bruce R., 469 Sen, Amartya, 126 Sequeira, Carlos G., 338 Serapio, Manuel G., Jr., 309 Sergeant, Andrew, 369 Seringhaus, F H Rolf, 338, 567 Shaffer, Margaret A., 369 INBU_Z01.QXD 11/11/05 12:25 AM Page 663 INDEX Shan, Weijian, 630 Shaoming, Zou, 338 Shapiro, Alan C., 438 Shapiro, D L., 156 Shapiro, Daniel M., 566 Shapiro, Robert J., 468 Shari, Michael, 308 Sharkey, Thomas W., 338 Shaver, J Myles, 338 Shenkar, Oded, 156, 250, 369, 403 Shi, Xinping, 403 Shih, Stan, 569 Shipley, David D., 183, 566 Shrimsley, Robert, 182 Siddall, Peter, 275 Sikora, Ed, 183 Simison, Robert L., 275 Simmonds, Kenneth, 250 Simmonds, Paul G., 275 Simon, Benard, 275 Singh, Jitendra V., 276, 630 Sirmon, D G., 156 Sivakumar, K., 156 Slater, Robert W., 249 Slocum, John W., Jr., 249, 309 Smith, Adam, 583, 603, 611 Smith, Craig S., 125 Smith, Geri, 566 Smitka, Michael, 469 Snoj, Boris, 338 Sobek, Durward K II, 309 Solocha, Andrew, 567 Soloway, Julie A., 289, 567, 630 Soskin, Mark D., 567 Spall, Alan, 221 Spar, Debora L., 126, 629 Sparrow, Paul R., 368 Spencer, William J., 567 Speyer, Bernhard, 183 Spindle, B., 154 Stalk, G., Jr., 537 Stark, Andrew, 369 Starobin, Paul, 125 Stasavage, D., 403 Steinmetz, Greg, 125, 368 Stern, Gabriella, 468 Stevenson, Richard W., 182, 402 Stewart, Alice C., 403 Stewart, J Gordon, 308 Stewart, Thomas A., 308 Stiglitz, J E., 630 Stonehill, Arthur, 438 Stout, Hilary, 603 Strange, Susan, 221 Struck, Doug, 467 Sugiura, Hideo, 21, 125, 251 Suh-kyung Yoon, 308 Sullivan, Daniel, 92, 183, 277 Sullivan, Jeremiah J., 369, 629 Sundaram, Anant, 438 Swamidass, Paul M., 309 Sweetman, Mathew, 605 Taggart, James H., 500 Tahir, R., 403 Tait, Nikki, 275 Takagi, Haruo, 368 Takahashi, Dean, 629 Takeuchi, H., 537, 538 Tallman, Stephen B., 251 Tamburri, Rosanna, 565 Tan, Chin Tiong, 468 Tan, Hui, 604 Tanikawa, Miki, 249 Tavares, Jorge, 275 Taylor, Alex III, 307, 308, 437, 468 Taylor, Sully, 369 Teegen, Hildy J., 249, 566, 604 Tellijohn, Andrew, 337 Templeman, John, 337, 437 Terazono, E., 537 Terpstra, Vern, 183 Thakur, Manab, 251, 337 Theil, Rita, 50, 500 Thomas, D A., 155 Thomas, David C., 368 Thomas, Howard, 251, 629 Thomas, L G III, 538 Thompson, Judith Kenner, 500 Thompson, Sandra, 499 Thornton, Emily, 307 Tierney, Christine, 29 Tilley, J Roderick, 566 Tomlinson, Richard, 29, 91 Tonelson, Alan, 468 Torbiorn, Ingemar, 367 Toy, Stewart, 308 Toyne, Brian, 309 Trebilcock, Michael J., 126, 499 Treece, James B., 337, 629 Trevino, Len J., 566 Trevor-Roberts, E., 155 Triandis, Harry C., 156, 368 Trompenaars, Fons, 135–7, 140, 148, 154, 155 Tse, David K., 604 Tung, Rosalie L., 367, 369 Turner, John N., 467 Uhlenbruck, Klaus, 604 Ulgado, Francis M., 567 Ungson, G R., 402 Ushijima, T., 537 Vahine, Jan-Erik, 338 Van Ommeren, J., 155 van Spijker, Willem, 250 Vanderbroeck, Paul, 369 Vandermerwe, Sandra, 309, 630 Vastag, Gyula, 309 Verbeke, Alain, 30, 62, 92, 126, 183, 276, 309, 338, 466, 467, 468, 469, 499, 500, 567, 629, 630 Verhage, Bronislaw J., 338 Vermeulen, Freek, 250 Vernon-Wortzel, Heidi, 92 Vesey, Joseph T., 307, 308 Vlasic, Bill, 499 Vogel, E F., 537 Voigt, K., 154 Von Glinow, Mary Ann, 156, 369 Walker, Andrew, 29 Walker, Lucy, 182 Walker, Marcus, 91 Walker, Michael, 566 Wallace, Wanda, 438 Walsh, J P., 155 Walters, Peter G., 338 Walton, Sam, 27 Wan, W P., 537 Ward, Allen C., 309 Warner, Fara, 437 Wartzman, Rick, 566 Waverman, Leonard, 469 Weber, Max, 130, 141, 154 Wederspahn, G., 155 Weinberg, Neil, 437 Weintraub, Sydney, 567 Welch, David, 308 Welch, Jack, 530 Welfens, Paul J J., 500 Werner, Steve, 308 Westcott, William F II, 630 Westney, Eleanor D., 277, 537 Wheatley, Jonathan, 566 Whisenand, James D., 126 White, Gregory L., 368 White, Joseph B., 337, 437 Whitley, R D., 155, 156, 537, 538 Whitney Gibson, Jane, 276 Whyte, Ann Marie, 62 Wickens, Barbara, 565 Wilkinson, Barry, 604 Willard, Kristen L., 567 Willcocks, Leslie P., 402 Willey, Keith, 275 Williamson, John N., 367 Williamson, Oliver E., 92 Williamson, Peter J., 604, 605 Wilson, D C., 538 Wind, Yoram, 309 663 INBU_Z01.QXD 11/11/05 12:25 AM Page 664 INDEX Wines, Michael, 125 Wolf, Martin, 61, 537 Womack, J P., 537 Wong, Fanny, 467, 565 Wood, Nancy, 565 Woolfson, Karen, 90 Worthy, Ford S., 308 Wortzel, Lawrence H., 92 Wright, Chris, 603 Wright, Richard W., 630 Wulf, Schaper-Rinkel, 250 Wyk, Jay Van, 605 Xiao, G., 604 Xiaolian, Li, 275 664 Yan, Rick, 338 Yan, Yanni, 250 Yavas, Ugur, 338 Yeung, Bernard, 338 Yip, George S., 30, 92, 251, 309, 630 Yiu, D., 403 Yizheng, Shi, 605 York, Robert C., 499 Yoshida, Mamoru, 62 Yoshimura, Noboru, 275 Yoshino, Michael Y., 30 Young, S Mark, 309 Young, Scott T., 250 Young, Stephen, 182, 629 Yusuf, Shahid, 605 Zabriskie, John, 128–9 Zaheer, Srilata, 276, 277 Zahra, Shaker A., 277, 629, 630 Zaichkowsky, Judith Lynne, 402 Zambrano, Lorenzo, 74 Zander, Udo, 276 Zeira, Yoram, 369 Zeng, Ming, 604, 605 Zheng Zhao, 605 Zhu, Mingxia, 338 Zhu Rongji, 371–2 Ziegler, Bart, 337 ... 1 02, 127 92, 041 176 375 413 783 823 1,416 1,555 1, 826 1,901 2, 435 2, 0 62 2,130 US FDI in: Canada Mexico 70,711 68,690 69, 922 74 ,22 9 83,489 89,5 92 96, 626 98 ,20 0 119,590 1 32, 4 72 141,781 1 52, 522 12, 501... 12. 8 19 .26 30.08 15.91 24 .03 5.09 12. 7 13.79 21 .13 29 .91 18.35 26 .84 6 .23 14.96 20 .37 9.7 (0.6) 15.3 11.7 22 .4 17.8 47.7 New EU members Czech Republic 2. 53 4.71 86 .2 17. 02 23.55 21 .97 20 .09 29 .1... 0.1 1 .2 3.3 – 109.3 1.8 29 .3 78.3 3.8 0.1 1.0 2. 7 – 76.1 1.1 26 .6 48.5 4.8 0.1 1.7 3.1 – 122 .0 1.9 55 .2 64.8 4.4 0.1 2. 0 2. 3 – Developing Europe 95.7 5.8 – 26 7 .2 9 .2 – 87 .2 5.5 – 25 5 .2 9 .2 – 1,194.8