Understanding Global Strategy is the eagerly anticipated new textbook from Susan Segal-Horn and David Faulkner for international strategy courses at all levels. Exploring strategic decision-making on a global scale from multinational corporations through to small enterprises, Segal-Horn and Faulkner cover globalization, networking, culture barriers and benefits, ethics and emerging economies to provide the complete introduction for today’s global strategy courses.
Key learning features include:
Premium Case Studies – a selection of in-depth international case studies from premium case study authors provide practical illustrations of key issues in real-life situations
Strategies in Action – a wealth of shorter case studies to reinforce principles outlined in each chapter
Discussion Questions – are provided at the end of each chapter to test knowledge and understanding, and provide a basis for group discussions and activities
This textbook is essential reading for all international or global strategy modules on advance undergraduate or postgraduate (particularly MBA) programmes, in addition to broader strategic management and professional courses.
Features
Written by key names in the field, both authors are very well-known researchers, experienced writers, and active teachers.
Strong focus on strategic management combined with the inclusion of the necessary international economic concepts.
Crucial contemporary chapters on: emerging markets including SMEs; global mergers and acquisitions; the ’’new’’ economy, technology, externalities/the Internet; corporate social responsibility; networks and virtual corporations; and HQ Subsidiary relationships/parenting.
Includes mini-cases as succinct illustrations of theory in practice, with one or two questions to address the ’’so what?’’ factor.
Also contains one long case per chapter that is a very close fit for the issues in each chapter; again, these cases will be accompanied by closing questions that help the students assess their understanding of the key issues.
Excellent pedagogical devices include Learning Objectives, Glossary Terms, Discussion Questions/Assignments, Bulleted Summaries, Annotated Further Readings, and Weblinks to broaden and expand the teaching and learning experience.
Companion websites include: PPTs, case analysis, short tutor notes for teaching each chapter, additional questions, and for students: internet exercises, weblinks and additional questions.
1 Introductory themes
PART 1 THE EXTERNAL WORLD
2 The nature of world trade
3 Globalization, anti-globalization and regionalization
4 Emerging economies
5 The information industries
6 Small is valuable: BOPs and SMEs
PART 2 THE CONTEMPORARY ORGANIZATION OF MNCs
7 Traditional MNC structure frameworks
8 How to organize MNCs: what matters now
9 Strategic networks and the virtual corporation
10 Co-operative strategies
11 Global mergers and acquisitions
PART 3 THE MODERN WORLD
12 Cross-border culture: barriers and benefits
13 Learning within MNCs
14 Global strategy in services
15 The ethical MNC
16 Reflections: final thoughts
PART 4 CASE STUDIES
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“An admirably incisive overview of global strategy by a pair of most experienced authors. It robustly covers a very wide range of cross-national business contexts. It will be of great use to both undergraduate and postgraduate users, particularly aspirant MBAs’” Malcolm Warner, Professor and Fellow Emeritus, Wolfson College and Judge Business School, University of Cambridge
“This is an important and admirable new text on global strategy with several quite distinctive strengths. It provides a comprehensive treatment of different contexts and sectors. It also addresses newly significant issues such as ethics, SME globalization and base-of-the pyramid strategy. Not least, it contains very relevant case studies.” John Child, Professor of Commerce, Birmingham Business School, University of Birmingham
“I am very impressed with the thoroughness of their approach and, as a book on global strategy, it is a welcome antidote to a field that it is dominated by so many superficial texts.” Paul Gooderham, Professor in International Management at NHH – The Norwegian School of Economics & Business Administration
"Susan Segal-Horn and David Faulkner offer a guide to global strategy this is both comprehensive and, as result of their effective marshalling and clear articulation of the principles, highly accessible. Their rich, real-world examples make this textbook a pleasure to read." - Robert M. Grant, Eni Professor of Strategic Management, Bocconi University, Milan, Italy
Susan Segal-Horn
Susan Segal-Horn is Professor of International Strategy at the Open University Business School, where she is also Director of the Marketing & Strategy Research Unit. Susan was previously Professor of International Strategy at the University of Kent. She worked for several years in the Strategy Group at Cranfield School of Management. She has been Visiting Professor in International Business at the Ecole Nationale de Ponts et Chaussees in Paris, and in Corporate Strategy at the Graduate School, University of Notre Dame, US. Susan acts as a consultant and facilitator for strategy workshops in the UK and internationally, with government departments, national and multinational companies and professional service firms. Her research focus is the globalization of industries and firms. She specializes in global strategies in service industries and within multinational service firms. Industry sectors covered by past and present research include: airlines, hotel chains, retailing, advertising, some financial service sectors and several types of professional services such as accounting, management consulting and, most recently, law firms. Susan is a frequent speaker at international conferences, regularly presenting her research on international growth in services and the issues facing companies as a result of globalization and the development of regional trading blocs. Her current research focus is the globalization of ‘super-elite’ law firms and how to manage cross-border co-ordination within international firms, especially within knowledge-intensive service firms.
David Faulkner
David Faulkner is an Oxford educated economist, who prior to becoming an academic twenty years ago spent much of his career as a strategic management consultant with McKinsey and Arthur D. Little. He is Professor of Strategy at Royal Holloway, University of London, and Visiting Research Professor at the Open University. Until recently he was a Tutorial Fellow at Christ Church, Oxford and Member of the Governing Body, and an Oxford University Lecturer in Management Studies (Strategic Management). He still teaches management at Exeter College, Oxford and taught the MBA at Warwick Business School. He has been in recent years Deputy Director of the Oxford University Said Business School, Director of the MBA programme for the University, Director of Undergraduate Programme, Chief Examiner for the MBA, Chairman of the Graduate Studies committee, and Chairman of the Faculty of Management. Prior to that he lectured in strategy at both Cambridge and Cranfield. During his academic career, in addition to lecturing, he has focused strongly on research output, and in addition to his doctoral thesis, has published twelve books mainly on co-operative strategy, mergers and acquisitions and international business.
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