Del 0 - New Horizons in International Business series

Business Strategy and National Culture

US and Asia Pacific Microcomputer Multinationals in Europe

Inbunden, Engelska, 2002

2 389 kr

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This timely book investigates the importance of national culture as it applies to the strategic management of multinationals. The author focuses on backward linkage strategies within US, Japanese, Taiwanese and Korean microcomputer multinationals investing in Europe. In particular, both market-driven and resource-driven strategic orientations are depicted in new and established firms.The main premise of the book is concerned with the backward linkage strategy of US and Asian Pacific firms, and is therefore based on a specific set of relevant core cultural values rather than a universal set of values. The material in this volume is derived from directly and indirectly collected data, and in addition, unstructured face-to-face interviews with representatives from multinational firms headquartered across different cultures.This volume will provide academics, researchers, students, business consultants and strategists a new perspective on business strategy as well as an up-to-date source of industry material.

Produktinformation

Utgivningsdatum2002-07-29
Mått156 x 234 x undefined mm
FormatInbunden
SpråkEngelska
SerieNew Horizons in International Business series
FörlagEdward Elgar Publishing Ltd
ISBN9781840644807

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Contents: Preface 1. The Strategy of Microcomputing 2. US and Asia Pacific Multinationals and European Microcomputers 3. Microcomputer Strategic Paradigm 4. Strategy and Values 5. Nations and Values 6. A Theory of Cultural Selectivity 7. US and Asia Pacific Multinationals Backward Linkage Strategy 8. Creativity in Software 9. Continuous Improvement and Manufacturing Process 10. People and Culture 11. Conclusion References Appendix Index

'The backward linkage strategies of major multinationals differ significantly between firms within the same industry. In this provocative book, Denise Tsang explains these differences in strategy in terms of the culture of the parent company and the age of the firm. Her case study of the European microcomputer industry encompasses major multinationals from the US, Japan, Taiwan and Korea, and includes both long-established firms and recent start-ups. It contains a wealth of fascinating detail which she elegantly synthesises to support her thesis.'