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Full Description
This book is a companion to Global Business: Strategy in Context (ISBN 9780995682085) and takes the learning further into managing the key, functional areas that underpin strategic positioning. It first focuses on the major challenges and ways of running marketing and R&D functions in an international business. The author then gives insights, through frameworks, studies and examples, into how businesses manage organisation structure and architecture; sourcing and the supply chain; information systems and emerging technologies; and human resources, in different parts of the world—globally, regionally and domestically. The book also reviews how an international business can manage exchange rates in the context of the international monetary system.
The book provides detailed understanding of challenges and practices in international project and change management, and concludes by establishing future, post-COVID-19, challenges, opportunities and directions for international businesses. Notable features of this title are ...
• Based on up-to-date research studies.
• Reviews the post-COVID-19 shifting global context, changed business priorities and impacts on strategy.
• Covers the essential international business management functions.
• Includes extensive sections on international project and change management.
• Details how the 2020-2021 crises have accelerated the adoption of emerging technologies, and how global digital management can be executed.
• Focuses on the future. The book provides management principles for dealing with systemic risk and redesigning an international business for the new (ab)normal.
Contents
Introduction
Chapter 1. International Business: Shifting Contexts, Changing Priorities
1.1. Introduction
1.2. The Pre-Crisis Shift: From Globalisation to 'Slowbalisation'
1.3. The Global Economy: Pre-Crisis Prospects
1.4. The 2020 Crisis: Worse than The Great Depression?
1.5. Global Business Management for Uncertain Times
1.6. Management Learning from the 2020-2021 Crisis
1.7. Conclusion
Chapter 2. Structuring and Integrating the International Business
2.1. Introduction
2.2. Centralised or Decentralised Structure?
2.3. Fitting with International Business Strategy
2.4. The International Division Structure
2.5. Geographic Area Structure
2.6. Global Product Division Structure
2.7. Global Matrix Structure
2.8. Evolution and the Need for a Contingency Approach
2.9. Integrating Mechanisms and the Role of Knowledge Management
2.10. Organisational Architecture
2.11. Conclusion
Chapter 3. International Marketing and R&D Strategy
3.1. Introduction
3.2. Marketing Strategy and the Marketing Mix
3.3. Customer Lifecycle Marketing
3.4. Product
3.5. Pricing
3.6. Promotion
3.7. Place—Distribution
3.8. Research and Development (R&D)
3.9. Conclusion
Chapter 4. Global Sourcing of Production and Services
4.1. Introduction
4.2. Locating Production
4.3. Make-or-Buy Decisions
4.4. Offshoring Global Production and Services
4.5. Deciding on Location Attractiveness
4.6. Nearshoring and Beyond—The Services Scene
4.7. Global Business and IT Services: Sourcing Decisions and Risks
4.8. ITO and BPO: Managing the Outsourcing Lifecycle
4.9 Conclusion
Chapter 5. Global Information Systems Management
5.1. Introduction
5.2. Business and IT Alignment—from Strategy to Operations
5.3. Managing Global Enterprise IT Architecture
5.4. Enterprise IT Architecture for the 'Multinational' (Localisation) Approach
5.5. Enterprise IT Architecture for the 'International' Approach
5.6. IT Enterprise Architecture for the 'Transnational' Approach
5.7. Enterprise IT Architecture for the 'Global' Approach
5.8. Enterprise IT Architecture and Globalisation: Key Success Factors
5.9. Conclusion
Chapter 6. Managing International Finance: Exchange Rates and the IMS
6.1. Introduction
6.2. Markets for Currencies
6.3. Implications for Managers
6.4. Institutions of the International Monetary System
6.5. Managing Exchange Risks
6.6. Cryptocurrencies: Will Their Time Come?
6.7. Conclusion
Chapter 7. International Dimensions of Human Resources Management
7.1. Introduction
7.2. Types of Staffing Policy
7.3. Expatriates: Recruitment and Selection
7.4. Expatriate Training and Development
7.5. Performance Appraisal
7.6. Compensation
7.7. Labour Relations
7.8. Does Automation Threaten IHRM?
7.9. International HRM COVID-19 and After
7.10. Conclusion
Chapter 8. International Project and Change Management
8.1. Introduction
8.2. International Project Management: Overview
8.3. What Makes for Successful Projects?
8.4. Are International Projects Different?
8.5. Managing Risk in International Projects
8.6. Major International Projects: Effective Change Management
8.7. Conclusion
Chapter 9. Moving to Global Digital Business
9.1. Introduction
9.2. SMAC/BRAIDA Technologies
9.3. Developing a Digital Business Model
9.4. Designing for Digital
9.5 Digital Transformation
9.6 A Case In Point: Digital Transformation At DBS
9.7. After the Crisis: Digital Business and Competitiveness
9.8. Conclusion
About the Author
