Ford And The Global Strategies Of Multinationals

Today, the Multinational Enterprise (MNE) is seen as a leading agent in the process of globalization. As they adopt global strategies, MNE's are seen to be creating stronger, deeper and more lasting links amongst countries, thus shifting the balance of power inexorably in their favour, to the detriment of the state. This book interrogates this idea by undertaking a historical analysis of the global strategies of Ford.

Today, the Multinational Enterprise (MNE) is seen as a leading agent in the process of globalization. As they adopt global strategies, MNE's are seen to be creating stronger, deeper and more lasting links amongst countries, thus shifting the balance of power inexorably in their favour, to the detriment of the state. This book interrogates this idea by undertaking a historical analysis of the global strategies of Ford.

Although many firms label themselves 'global', very few can back this up with truly global sales and operations. In The Regional Multinationals Alan Rugman examines first-hand data from multinationals and finds that most multinationals are strongly regional, with international operations in their home regions of North America, the US or Asia. Only a tiny proportion of the world's top 500 companies actually sell the same product and deliver the same services around the world. Rugman exposes the facts behind the popular myths of doing business globally, explores a variety of regional models and offers an authoritative agenda for future business strategy. The Regional Multinationals is the essential resource for all academics and students in International Business, Organization and Strategic Management, as well as those with an interest in finding out how multinationals really work in practice and how future strategy must respond.

Looking at the question of how firms can compete in a global environment, the authors examine the issues considered central to the study of strategic management in a global context. They deal with a diverse set of important strategic topics by integrating research with practical examples and case studies.

Global Strategy: Competing in the Connected Economy details how firms enter, compete and grow in foreign markets. Jain moves away from the traditional focus on developed countries and their multinational enterprises, instead focusing on both developed and emerging economies, as well as their interaction in an increasingly connected world. As the current global business environment is increasingly shaped—and connected—by faster technological developments, geopolitical forces, emerging economies, and new multinationals from those economies, this highly charged dynamic provides rich opportunity to revisit mainstream paradigms in globalization, innovation, and global strategy. The book rises to the challenge, exploring new competitive phenomena, new business models, and new strategies. Rich illustrations, real-world examples, and case data, provide students and executives with the insights necessary to connect, compete, and grow in a globalized business environment. This bold book succinctly covers strategy models and implementation for a range of global players, providing students of strategy and international business with a rich understanding of the contemporary business environment. For access to additional materials, including Powerpoint slides, a list of suggested cases, and sample syllabus, please contact Vinod Jain ([email protected]).

Contains articles on aspects of strategic management in the multinational enterprise. Contributions fall into four areas: multinational and transnational enterprise; the top-management perspective; the normative, decision-making emphasis; and regency of publication no earlier than 1985.

The author presents case studies of Ford Motor Company, General Motors, and IBM (International Business Machines) and examines their organizational patterns in the context of the economic and political features of the world economy during the three specific time periods of 1905-1927, 1958-1965, and 1963-1980. Aspects of initial organizational structures, corporate crises, the impact of World War I and World War II on global businesses, corporate efforts at domestic and overseas expansion, and product diversification are discussed.