Titlebook: Strategic International Management; Text and Cases Dirk Morschett,Hanna Schramm-Klein,Joachim Zentes Textbook 20102nd edition Gabler Verlag

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Textbook 20102nd editionve been updated, all case studies revised and recent data were integrated. The concept, as it is described below and in the introductory chapter, remained unchanged. Over the last few decades, international activities of companies have gained dramatically in importance. Empirical evidence for this s

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Multinational Corporations as Networksrenders centralised management models ineffective and inefficient. The acknowledgement of the increased relevance of foreign subsidiaries and the observation that some subsidiaries take over strategic roles within the MNC led to a conceptualisation of the MNC as a network. In this Chapter, the netwo

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Competitive Advantage of Nations and Regional Clustersonal clusters of industries. In this context it is explained, how MNCs can benefit from locating their operations in country markets with a high level of national competitive advantage or in regional industry clusters.

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Formal and Informal Coordination Mechanismsanisational units of the MNC under a common strategy, coordination is necessary. In this Chapter, an overview of different coordination mechanisms is given, including the strengths and weaknesses of each mechanism. Also, theories that are used to explain the choice of certain coordination mechanisms

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Corporate Culture as Coordination Mechanismss of Japanese companies with their different management style that brought awareness to the so-called “soft factors” that were strongly contributing to companies’ success. In this Chapter, the phenomenon of corporate culture is explained, its contribution to the coordination of a MNC is described a