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There are few industries, if any untouched by global competitive forces. Firms and countries long accustomed to dominance in their respective international markets must now reckon with aggressive and innovative competitors from all corners of the world. As the cross-border flow of people, knowledge, ideas, products, services and management practices accelerates, the notion of home-based advantage is becoming weaker. Unlike their domestic counterparts, firms competing across borders must deal with differences in political, legal, financial, cultural, governance and macroeconomic contexts. These contextual differences shape competition in international strategy and make the study of international strategy more than just a simple extension of classic strategic analysis. Global Strategy deals with the question of how firms can compete in a global environment. Andrew Inkpen and Kannan Ramaswamy examine the issues considered central to the study of strategic management in a global context, such as the nature of global advantage, strategic alliances, competing in emerging markets, international corporate governance, global knowledge management and ethical issues in international business. Much as been written about the relevance of global, regional and domestic strategies to counter competition from overseas and as a means to enter foreign markets. However, lobal Strategy takes a broader view, organizing itself around a set of strategic management issues that arise specifically because a firm is international. While there is obviously some overlap between domestic strategic management and global strategic management, it is Inkpen and Ramaswamy's contention that the differences between domestic and global strategy warrant specific attention. By integrating academic research with practical examples and case studies, they inform students and managers of global business about a diverse set of important strategic issues.

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 (vinod.jain01@yahoo.com).

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Why do so many global strategies fail despite companies’ powerful brands and other border-crossing advantages? Seduced by market size, the illusion of a borderless, flat” world, and the allure of similarities, firms launch one-size-fits-all strategies.But cross-border differences are larger than we often assume, explains Pankaj Ghemawat in Redefining Global Strategy. Most economic activity including direct investment, tourism, and communication happens locally, not internationally.In this semiglobalized” world, one-size-fits-all strategies don’t stand a chance. Companies must instead reckon with cross-border differences. Ghemawat shows you how by providing tools for:· Assessing the cultural, administrative, geographic, and economic differences between countries at the industry level and deciding which ones merit attention.· Tracking the implications of particular border-crossing moves for your company’s ability to create value.· Creating superior performance with strategies optimized for adaptation (adjusting to differences), aggregation (overcoming differences), and arbitrage (exploiting differences), and for compound objectives.In-depth examples reveal how companies such as Cemex, Toyota, Procter & Gamble, Tata Consultancy Services, IBM, and GE Healthcare have adroitly managed cross-border differences as well as how other well-known companies have failed at this challenge.Crucial for any business competing across borders, this book will transform the way you approach global strategy.

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China is fast emerging as a powerful player on the world stage. This book takes a closer look at the country's stance on a range of global issues, arguing that its multipolar diplomacy offers a concrete strategy to constrain the US pursuit of unipolar primacy.Many people assume that China will follow an imperialistic strategy and therefore be in direct conflict with the American empire in a quest for world domination. Jenny Clegg shows that China is in fact taking a multilateral approach, offering real assistance to developing countries and helping to build the institutions required to run a multipolar world. Without glossing over China's own internal difficulties, the book argues that its international consensus-building strategy could lead to a more peaceful and equitable world.This book offers a refreshing perspective on China that will be of great value to those interested in the big political questions of how to tackle war and imperialism, globalisation and development as well as to undergraduate students of politics, economics and international relations.

A set of recommendations for a global access stragey to render the USAF better equipped to meet its access and basing needs and hence to perform its missions both rapidly and effectively.

A set of recommendations for a global access stragey to render the USAF better equipped to meet its access and basing needs and hence to perform its missions both rapidly and effectively.

When you want to engage customers, you must have great content that speaks to them in their language. Success in foreign markets takes research, planning, and sensitivity regarding the culture, expectations, and buying habits of each target customer. Because of this, more and more companies are translating more content into more languages every day. But few companies have a strategy for managing their global content. Global Content Strategy: A Primer gives you the information you need to get started navigating the global content landscape. From tips on making your global content more accessible to details on how to ensure that your words and images are prepared for the world, this book provides information every global organization needs to be successful. About the Author Val Swisher, CEO of Content Rules, is an expert in global content strategy, content management, content development, and terminology management. Val helps her customers, who include Google, Cisco, Illumina, Facebook, and Rockwell Automation, solve complex content problems by analyzing their content and the way it is created.

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Steenkamp introduces the global brand value chain and explains how brand equity factors into shareholder value. The book equips executives with techniques for developing strategy, organizing execution, and measuring results so that your brand will prosper globally.What sets strong global brands apart? First, they generate more than half their revenue and most of their growth outside their home market. Secondly, their brand equity is responsible for a massive percentage of their firm’s market value. Third, they operate as single brands everywhere on the planet. We find them in B2C and B2B industries, among large and small companies, and among established companies and new businesses.The stewards of these brands have a set of skills and knowledge that sets them apart from the typical corporate marketer. So what’s their secret? In a world that is globalizing, but not yet globalized, how do you build a powerful global brand that resonates universally but also accommodates local nuances? How do you ensure that it is dynamic and flexible enough to change at market speed?World-class marketing expert Jan-Benedict Steenkamp has studied global brands for over 25 years on six continents. He has distilled their practices into eight tools that you can start using today. With case studies from around the world, Steenkamp’s book is provocative and timely. Global Brand Strategy speaks to three types of B2C and B2B managers: those who want to strengthen already strong global brands, those who want to launch their brands globally and get results, and those who need to revive their global brand and stop the bleeding.

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Steenkamp introduces the global brand value chain and explains how brand equity factors into shareholder value. The book equips executives with techniques for developing strategy, organizing execution, and measuring results so that your brand will prosper globally.What sets strong global brands apart? First, they generate more than half their revenue and most of their growth outside their home market. Secondly, their brand equity is responsible for a massive percentage of their firm’s market value. Third, they operate as single brands everywhere on the planet. We find them in B2C and B2B industries, among large and small companies, and among established companies and new businesses.The stewards of these brands have a set of skills and knowledge that sets them apart from the typical corporate marketer. So what’s their secret? In a world that is globalizing, but not yet globalized, how do you build a powerful global brand that resonates universally but also accommodates local nuances? How do you ensure that it is dynamic and flexible enough to change at market speed?World-class marketing expert Jan-Benedict Steenkamp has studied global brands for over 25 years on six continents. He has distilled their practices into eight tools that you can start using today. With case studies from around the world, Steenkamp’s book is provocative and timely. Global Brand Strategy speaks to three types of B2C and B2B managers: those who want to strengthen already strong global brands, those who want to launch their brands globally and get results, and those who need to revive their global brand and stop the bleeding.

America's experience in Greece has often been cited as a model by those later policymakers in Washington who regard the involvement as a "victory" for American foreign policy. Indeed, President Johnson and others referred to Greece as the model for America's deepening involvement in Vietnam during the mid-1960's. Greece became the battlefield for a new kind of war--one that included the use of guerrilla warfare, propaganda, war in the shadows, terror tactics and victory based on outlasting the enemy. It was also a test before the world of America's resolve to protect the principle of self-determination. Jones argues that American policy towards Greece was the focal point in the development of a global strategy designed to combat totalitarianism. He also argues that had the White House and others drawn the real "lessons" from the intervention in Greece, the decisions regarding Vietnam might have been more carefully thought out.

America's experience in Greece has often been cited as a model by those later policymakers in Washington who regard the involvement as a "victory" for American foreign policy. Indeed, President Johnson and others referred to Greece as the model for America's deepening involvement in Vietnam during the mid-1960's. Greece became the battlefield for a new kind of war--one that included the use of guerrilla warfare, propaganda, war in the shadows, terror tactics and victory based on outlasting the enemy. It was also a test before the world of America's resolve to protect the principle of self-determination. Jones argues that American policy towards Greece was the focal point in the development of a global strategy designed to combat totalitarianism. He also argues that had the White House and others drawn the real "lessons" from the intervention in Greece, the decisions regarding Vietnam might have been more carefully thought out.

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The World Health Organization stated that approximately two-thirds of the world’s population lacks adequate access to medical imaging. The scarcity of imaging services in developing regions contributes to a widening disparity of health care and limits global public health programs that require imaging. Radiology is an important component of many global health programs, including those that address tuberculosis, AIDS-related disease, trauma, occupational and environmental exposures, breast cancer screening, and maternal-infant health care. There is a growing need for medical imaging in global health efforts and humanitarian outreach, particularly as an increasing number of academic, government, and non-governmental organizations expand delivery of health care to disadvantaged people worldwide. To systematically deploy clinical imaging services to low-resource settings requires contributions from a variety of disciplines such as clinical radiology, epidemiology, public health, finance, radiation physics, information technology, engineering, and others. This book will review critical concepts for those interested in managing, establishing, or participating in a medical imaging program for resource-limited environments and diverse cross-cultural contexts undergoing imaging technology adaptation.