The Global Environment of Business: New Paradigms for International Management
By: David W. Conklin (author)Paperback
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The Global Environment of Business provides students with a truly international perspective that integrates both market (industry structure) and nonmarket (i.e. political forces) analysis concisely, in a way not found in other texts. The following key issues are emphasized: Industry Structure: Management must strategize to deal with the bargaining strength of customers, suppliers, and competitiors on a country by country basis. Low cost labour and outsourcing are changing the nature of the firm dramatically. Macroeconomic Forces: Management must formulate country strategies in light of each country's income levels and growth rates, foreign exchange rates, inflation rates, interest rates, and unemployment rates. Political Forces: Regulations, financial incentives, tax regimes, investment restrictions, and trade agreements differ widely from country to country. Societal Forces: Ethics, labour, and environmental practices differ from country to country. In addition, specific consumer preferences and demographic trends must play a role in national strategies.
Technological Forces: Strategies must correspond to each country's technological infrastructure and the pace and direction of technological change.
David W. Conklin is James D. Fleck Professor in International Business and a Professor of the Global Environment of Business area group at Richard Ivey School of Business. In addition he is President, Conklin and Associates, Inc., a company which undertakes research and consulting activities for private corporations and government departments and agencies on public policy issues. He has also taught in the Economics and Political Science Departments at UWO, and has been an Adjunct Professor in Social Science. He earned a BA in political science and economics from the University of Toronto and a PhD in economics from the Massachusetts Institute of Technology. Conklin's research work focuses on the interface between corporations and public policies. This includes work for governments in the design and enforcement of legislation and regulations, as well as consulting for corporations in influencing public policies and in complying with government legislation and regulations. He has been Director, UWO Office of the Institute for Research on Public Policy, and Director of the University of Western Ontario Centre for American Studies. Over the past fifteen years, he has published over 50 articles and over 30 books.
Introduction Part I. Social Forces Chapter 1. Differentiating Strategies in Accordance With Cultural Differences In Practice 1.1. Changes In Cultural Preferences For Diamonds Chapter 2. Coping With New Concerns About Corruption and Fraud Practice 2.1. Evaluating and Improving the Corporate Ethical Culture Chapter 3. Adopting an Ethics Code and Corporate Social Responsibility: Why, What, and How? In Practice 3.1. Environmental Degradation: The Result of Corruption and Fraud and Deficiencies in Ethics and CSR Part II. Technological Forces Chapter 4. Social Capital: Implications for Entrepreneurship and Innovation Practice 4.1. Differences in Social Capital as Determinants of Investment Locations Chapter 5. Strengthening the Firm?s Knowledge Capabilities In Practice 5.1. How Can a Government Strengthen the Knowledge Capabilities of Firms in Its Jurisdiction? Chapter 6. Investing in New Technologies In Practice 6.1. Investing in Telecom and E-Business in a Less Developed Economy Part III. Economic Forces Chapter 7. Industry Structure as a Determinant of Profitability Practice 7.1. Challenges and Rewards of Outsourcing the HR Department Chapter 8. Comparing Nations as Investment Locations In Practice 8.1. Changes in the Industry Structure and National Competitive Advantage in the Watch Industry Chapter 9. Adjusting to Economic Volatility In Practice 9.1. Economic Risks of the Inflation/Devaluation Cycle Part IV. Political Forces and the Role of Government Chapter 10. Analyzing and Evaluating Political Risks In Practice 10.1. Assessing and Comparing Political Risks Chapter 11. Seizing Opportunities in Privatization and Regulatory Changes Practice 11.1 Assessing Risks and Opportunities in Privatization and Regulatory Changes Chapter 12. Ongoing Impacts of Trade and Investment Agreements In Practice 12.1. Subsidies and Unfair Competition: The Example of Aircraft In Practice 12.2. Coping With ?Unfair Competition? From China Chapter 13. Summary and Conclusions Author Index Subject Index About the Author
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