Global Strategy

Sali Li is a Professor and Distinguished Research Fellow at the Sonoco International Business Department at the Darla Moore School of Business. Professor Li teaches Global Strategy and Negotiation courses in the MBA, PhD, and Executive Education programs and has received several teaching awards. Professor Li′s current work explores how digital platform ecosystems innovate, iterate, and internationalize. His work has been published or is forthcoming in: the Academy of Management Review, Harvard Business Review, Journal of Business Venturing, Journal of International Business Studies, Journal of Management, Journal of Management Studies, Organization Science, Strategic Management Journal, etc. His research on the internationalization of digital innovation was awarded the Rugman Prize by the Academy of International Business. Professor Li’s research has also won the Lazardis Award for the Journal of Business Venturing’s Best Paper of the Year in 2020, the Temple/AIB Best Paper Award at the Academy of International Business, and the GWU-CIBER Best Paper Award on Emerging Markets at the Academy of Management.  In addition, he also serves as a consulting editor at the Journal of International Business Studies, and an associate editor of the Journal of World Business.Noman Shaheer is a senior Assistant Professor in international business discipline at the University of Sydney. He received his PhD in international business from Darla Moore School of Business, University of South Carolina and. His dissertation was on the topic of internationalization of digital innovation, which won two of the most prominent dissertation awards in the field of international business, Buckley & Casson AIB Dissertation Award and AOM International Management Division Dissertation Award. His research on digital internationalization has been published in some of the most prominent international business and entrepreneurship journals including Journal of International Business Studies, Harvard Business Review, Journal of Business Venturing, Journal of World Business, Journal of International Marketing, and Journal of International Management. His research has received several promising awards including Journal of Business Venturing Lazaridis Best Paper Award, Temple/AIB Best Paper Award, and Alan M. Rugman Most Promising Scholar award. In addition, he serves as a consulting editor at the Journal of International Business Studies, and Asia Pacific Journal of Management. Noman Shaheer also holds leadership positions in several research organizations. He is the Founding Chair of Digitalization Special Interest Group, Academy of International Business and Chair of Research Methods Committee, International Management Division, Academy of Management. Noman Shaheer has been invited to speak on various forums including United Nations Trade and Development (UNCTAD) Panel on World Investment Report, Journal of International Business Studies Paper Development Workshop, and panels on Writing Award Winning PhD Dissertation.Noman Shaheer has teaching experience in University of South Carolina and University of Sydney in both undergraduate and postgraduate (Masters) programs. He has been teaching global business course since 2018, which covers core concepts of global business and global strategy. He has also designed a new course, digital globalization, for undergraduate, advanced studies, and Master’s in International Business programs, what he has been teaching since 2021. The course employs business model framework to offer new ideas for conducting international business on the wake of latest technologies. Based on his excellent teaching performance, Noman Shaheer has received University of Sydney Teaching Awards for 5 consecutive semesters from 2021 to 2024.

• PrefaceAcknowledgmentsAbout the AuthorsPart 1: Global Strategy– An Entrepreneurial PerspectiveChapter 1: Global Strategy: A Market Creation ApproachWhat Is Global Strategy?The Strategic Roots Of Global StrategyA Market Creation Approach To Global StrategyGlobal Strategy In A Vuca WorldGlobal Strategy Meets Grand ChallengesSummaryDiscussion QuestionsKey TermsChapter 2: Business Models: The Pathway Toward Market Creation Across CountriesWhat Is A Business Model?The Building Blocks Of A Business ModelThe Rising Importance Of Business ModelsAn Opportunity Logic View Of A Business ModelDiscovering Opportunities In The Global MarketSummaryDiscussion QuestionsKey TermsPart 2: Identifying Value Across BordersChapter 3: Empathizing With Customers From Different CulturesUnderstanding Institutional DistanceTarget Customers Across CountriesDesign ThinkingSummaryDiscussion QuestionsKey TermsChapter 4: The Value Proposition for International MarketsThe Motives Behind The Foreign Market EntryThe Need For A Value PropositionFormulating Value PropositionFinding Value PropositionSummaryDiscussion QuestionsKey TermsChapter 5: Reaching Customers Across CountriesTraditional Entry ModesNovel Modes Of Foreign EntryChoosing An Entry ModeToward A Comprehensive And Dynamic FrameworkApplying Opportunity Logic To Entry Mode ChoicesSummaryDiscussion QuestionsKey TermsChapter 6: Maintaining Long-Term Relationships in Foreign Markets— Legitimacy, Ethics, and Social ResponsibilityLegitimacy In A Foreign LandLegitimacy For Digital MnosApproaches To Establish And Maintain LegitimacyEthical And Strategic ConsiderationsSummaryDiscussion QuestionsKey TermsPart 3: Creating Value Across BordersChapter 7: Using Key ResourcesKey Resources In A Business ModelKey Resources As Ownership AdvantageFramework To Identify Key ResourcesBeyond Vrio—Resource Scalability And FungibilityContext Matters: Leveraging Resources Across CountriesSummaryDiscussion QuestionsKey TermsChapter 8: Key Partners: Cultivating Partner Networks in Foreign LandsKey Partners In Business ModelThe Need For Key PartnersOrchestrating Key PartnersKey Partners In A Changing WorldHybrid PartnershipsSummaryDiscussion QuestionsKey TermsChapter 9: Key Activities: Structuring Sustainable Global Value ChainsKey Activities In The Business ModelStructuring Key Activities In A GVCOrganizational Structures Behind Global Value ChainsScaling And Iterating Key ActivitiesEthics And Social Responsibility In Global Value ChainsSummaryDiscussion QuestionsKey TermsPart 4: Capturing Value Across BordersChapter 10: Cost Structures: Driving Efficiency in Foreign MarketsCost Structures of MNOsTransaction Costs In Business ModelsManaging Cost StructuresManaging Costs ResponsiblySummaryDiscussion QuestionsKey TermsChapter 11: International Revenue Models: Unlocking Profits GloballyRevenue Models In International BusinessNovel Revenue ModelsStrategically Managing Revenue ModelsBringing Sustainability In Revenue ModelsSummaryDiscussion QuestionsKey TermsPart 5: You, as a Global EntrepreneurChapter 12: Your Global Career Compass: Unveiling Your Potential WorldwideVenturing Abroad As An International EntrepreneurInternational Careers In MNOsPreparing Yourself for an IB CareerLife As An ExpatSummaryDiscussion QuestionsKey TermsPart 6: Integrative CasesCase 1: COVID-19’s Impact on the Global Meatpacking Industry and the Role of TechnologyCase 2: Sustainability in the Semiconductor Industry: A New Entrant’s DilemmaCase 3: Doorsteps: Disrupting the UK Real Estate IndustryCase 4: Alpha 360: Creating an Ecosystem in the Event Management Service IndustryCase 5: A Chilean Coffee Business Deciding to Do Business in the United StatesCase 6: Designing and Developing Boutique Hotels Using Creative Thinking ToolsCase 7: Kaldi’s Coffee: Can Ethiopia’s Premier Coffee Shop Continue to Grow?Case 8: How Can Netflix Fund Its International Expansion Goals?Case 9: Norway’s Sovereign Wealth Fund: Ethical DilemmasCase 10: Foxconn’s FDI in Wisconsin: A case of foreignness in AmericaCase 11: John Deere in Sub-Saharan Africa: Success or Failure?Case 12: Danfoss in China: How Family-Owned Danfoss Turned China Into Their Second “Home-Market”Case 13: Is Grab, the Asian Superapp, Leveraging Digital Innovation for Good?Case 14: Ryanair: A Low-Cost Business Model in the European Airline IndustryCase 15: American Egg: Strategic Growth and International Expansion

This text takes a very different direction in discussing Global Strategy. It looks through a lens of how global strategy is in the world today and how to capitalize and build on that availability.