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Practical, theoretical, global: provides thorough grounding in economic and international business theory complemented by cases, examples, and IB insights from a diverse range of companies and cultures.
- Provides a thorough grounding in economic and international business theory alongside other perspectives, including social anthropology, political economy and management.
- The multiple perspectives explored are synthesized by the overarching Global Factory framework developed by Peter J. Buckley to provide a coherent and accessible model for understanding how businesses operate globally.
- Complemented by engaging examples and extended cases from a wide range of countries and cultures, including emerging markets, to provide a truly international approach to international business.
- Examples and cases link to management practices prepare students for the challenges faced in the real world of business.
- Additional learning features, including IB challenges and topics for debate, encourage students to view international business through a critical lens.
- The accompanying online resources, which include extra case studies, tutorial activities, web links, student questions, and a comprehensive instructor’s manual, provide extensive support for lecturers and students.
About the Author(s)
- Peter J. Buckley, Professor of International Business and Founder Director of the Business Confucius Institute, University of Leeds, Peter Enderwick, Professor of International Business, Auckland University of Technology, and Adam R. Cross, Professor of International Business and Associate Dean for Learning and Teaching, International Business School Suzhou, Xi’an Jiaotong-Liverpool University
- Peter J. Buckley is Professor of International Business, Founder Director of the Business Confucius Institute, and Founder Director of the Centre for International Business, University of Leeds, UK. He is a Fellow of AIB, BAM, EIBA, the Academy of Social Sciences, and Fellow of the Royal Society of Arts (RSA). He was President of the Academy of International Business from 2002 to 2004 and Chair of the European International Business Academy from 2009 to 2012. He was appointed Officer of the Order of the British Empire (OBE) in 2012 for services to higher education, international business and research, and elected a Fellow of the British Academy (FBA) in 2014.
- Peter Enderwick is a specialist in the field of international business. He is currently Professor of International Business at AUT University, Auckland, New Zealand. Between 1988 and 2004 he was Professor of International Management at the University of Waikato, Hamilton. He has held visiting positions at the Helsinki School of Economics and Business, Finland, the University of South Australia, Adelaide, Thammasat Business School, Bangkok and the Centre for International Business, University of Leeds. His research interests are in globalisation and labour, service sector multinationals, and large emerging markets, particularly China and India.
- Adam R. Cross is Professor of International Business and Associate Dean for Learning and Teaching at International Business School Suzhou (IBSS), Xi’an Jiaotong-Liverpool University (XJTLU). From 1996 to 2013 he worked in the Centre for International Business, University of Leeds (CIBUL). He has co-edited three books, and has contributed to more than thirty five book chapters and articles in internationally refereed journals, including Journal of International Business Studies, Journal of World Business, International Business Review, and Management International Review. His research focuses on the internationalisation of Asian multinational firms, and the cross-border licensing and management of intellectual property.
Table of Contents
Part One: Context and Rationale
1: Introduction to International Business
2: Theories of the International Firm
3: International Business in Context
4: International Trade Theory and the Firm
Part Two: The External Environment
5: The Institutional Dimension
6: The Political Dimension
7: The Societal Dimension
8: The Economic Dimension
Part Three: Managing the Global Factory
9: Foreign Operations Strategies
10: Corporate Social Responsibility
11: Marketing Strategies
12: International Production and Logistics Strategies
13: Global Innovation Management
14: Financial Management Strategies
15: Human Resources Management Strategies
16: Cross-cultural Management Strategies
17: Formulating the Strategic Response
18: Implementing the Strategic Response