當(dāng)代全球商務(wù)

前言

本書是大學(xué)本科階段或MBA水平的國際商務(wù)入門課本。本書的寫作目的是為國際商務(wù)教科書設(shè)立一個新標(biāo)準(zhǔn)：(1)綜合性與時新性。(2)對知識主體采用評論性的陳述及廣義的解釋。(3)保持章節(jié)之間嚴(yán)謹(jǐn)、完整的銜接。(4)關(guān)注管理的含義。(5)使重要的理論非常容易地被讀者接受，并使他們感興趣。幾年來，本書至今已出版第5版，我著力達(dá)到這些目標(biāo)，此非易事矣。這十年間變化巨大，不僅表現(xiàn)在經(jīng)濟(jì)、政治和商務(wù)領(lǐng)域，而且表現(xiàn)在理論和實踐研究的學(xué)術(shù)領(lǐng)域。我常常大范圍地重寫一些章節(jié)，刪除過

內(nèi)容概要

本書涉獵知識非常廣泛，是作者多年教學(xué)經(jīng)驗的結(jié)晶。全書結(jié)合綜合性與時新性，詳細(xì)介紹了當(dāng)代全球商務(wù)的各個方面，評論性地對知識主體進(jìn)行深層次和廣義的解釋，并在章節(jié)之間保持緊密的、完整的連接，密切關(guān)注管理的含義，使重要的理論極易為讀者所接受。作者將許多主要的經(jīng)濟(jì)、貿(mào)易理論融入案例之中，用來解釋發(fā)生在我們周圍的具體事例，使理論的意義更加明確、更加容易理解。本書脈絡(luò)清楚、布局合理、闡釋透徹、深入淺出，充分體現(xiàn)了作者的學(xué)術(shù)功底和本書的實用性。 　　本書可作為大學(xué)經(jīng)貿(mào)或管理專業(yè)教材，也可供商務(wù)人士和企業(yè)中高層管理人士參考。

作者簡介

作者：(美國)查爾斯 W.L.希爾(Charles W.L. Hill) 合著者：曹海陵 劉萍

書籍目錄

作者簡介導(dǎo)讀前言術(shù)語表第一部分　簡介和綜述　第1章　全球化　　開篇案例全球零售商Ikea　　1.1　引言　　1.2　什么是全球化　　　1.2.1　市場全球化　　　1.2.2　生產(chǎn)全球化　　1.3　全球性機(jī)構(gòu)的出現(xiàn)　　1.4　全球化的驅(qū)動者　　　1.4.1　逐步降低貿(mào)易壁壘和投資壁壘　　　1.4.2　技術(shù)變革的作用　　1.5　全球濟(jì)變化中的統(tǒng)計數(shù)據(jù)　　　1.5.1　變化中的世界產(chǎn)出與世界貿(mào)易格局　　　1.5.2　變化中的國外直接投資格局　　　1.5.3　變化中的跨國企業(yè)性質(zhì)　　　1.5.4　21世紀(jì)的全球濟(jì)　　1.6　對全球化的爭議　　　1.6.1　反全球化的抗議　　　1.6.2　全球化、就業(yè)與收入　　　1.6.3　全球化、勞工政策與環(huán)境　　　1.6.4　全球化與國家主權(quán)　　　1.6.5　全球化與世界的貧困人口　　1.7　全球市場中的管理　　關(guān)鍵詞　　小結(jié)　　批評性的思考題和討論題　　研究性任務(wù)　　章末案例　全球的醫(yī)療保健第二部分　國家間的差異　第2章　國家間政治濟(jì)體制的差異　　開篇案例查韋斯的委內(nèi)瑞　　2.1　引言　　2.2　政治體制　　　2.2.1　集體主義與個人主義　　　2.2.2　民主和極權(quán)　　2.3　經(jīng)濟(jì)體制　　　2.3.1　市場經(jīng)濟(jì)　　　2.3.2　指令性濟(jì)　　　2.3.3　混合經(jīng)濟(jì)　　2.4　法律體制　　　2.4.1　不同的法律體制　　　2.4.2　合同法上的差異　　　2.4.3　財產(chǎn)權(quán)和腐敗　　　2.4.4　保護(hù)知識財產(chǎn)　　　2.4.5　產(chǎn)品安全性和產(chǎn)品責(zé)任　　2.5　濟(jì)發(fā)展的決定因素　　　2.5.1　濟(jì)發(fā)展上的差異　　　2.5.2　更寬泛的發(fā)展的概念：阿馬蒂亞　　　2.5.3　政治濟(jì)制度和濟(jì)進(jìn)展　　　2.5.4　地理、教育和濟(jì)發(fā)展　　　……　第3章　文化差異　第4章　國際商務(wù)中的道德問題第三部分　跨境貿(mào)易與投資　第5章　國際貿(mào)易理論　第6章　國際貿(mào)易中的政治濟(jì)　第7章　外國直接投資（FDI）　第8章　區(qū)域濟(jì)整合第四部分　全球貨幣體系　第9章　外匯市場　第10章　國際貨幣體系第五部分　在全球市場競爭　第11章　國際商務(wù)戰(zhàn)略　第12章　進(jìn)入外國市場　第13章　出口、進(jìn)口和補(bǔ)償貿(mào)易　第14章　全球生產(chǎn)、向外尋找源頭與物流　第15章　全球市場營銷和研發(fā)　第16章　全球人力資源管理注釋

章節(jié)摘錄

In many ways, McDonald's Corporation has written the book on global expansion. Every day, on average, somewhere around the world 4.2 new McDonald's restaurants are opened. By 2004, the company had 30,000 restaurants in more than 120 countries that collectively served close to 50 million customers each day.One of the latest additions to McDonald's list of countries hosting the famous golden arches is India, where McDonald's started to establish restaurants in the late 1990s. Although India is a poor nation, the large and relatively prosperous middle class, estimated to number between 150 million and 200 million, attracted McDonald's. India, however, offered McDonald's unique challenges. For thousands of years, India's Hindu culture has revered the cow. Hindu scriptures state that the cow is a gift of the gods to the human race. The cow represents the Divine Mother that sustains all human beings. Cows give birth to bulls that are harnessed to pull plows, cow milk is highly valued and used to produce yogurt and ghee (a form of butter), cow urine has a unique place in traditional Hindu medicine, and cow dung is used as fuel. Some 300 million of these animals roam India, untethered, revered as sacred providers. They are everywhere, ambling down roads, grazing in rubbish dumps, and resting in temples—everywhere, that is, except on your plate, for Hindus do not eat the meat of the sacred cow.McDonald's is the world's largest user of beef. Since its founding in 1955, countless animals have died to produce Big Macs. How can a company whose fortunes are built upon beef enter a country where the consumption of beef is a grave sin? Use pork instead? However, there are some 140 million Muslims in India, and Muslims don't eat pork. This leaves chicken and mutton. McDonald's responded to this cultural food dilemma by creating an Indian version of its Big Mac—the "Maharaja Mac"—which is made from mutton. Other additions to the menu conform to local sensibilities such as the "McAloo Tikki Burger," which is made from chicken. All foods are strictly segregated into vegetarian and nonvegetarian lines to conform with preferences in a country where many Hindus are vegetarian. According to the head of McDonald's Indianoperations, "We had to reinvent ourselves for the Indian palate."For a while, this seemed to work. Then in 2001 McDonald's was blindsided by a class-action lawsuit brought against it in the United States by three Indian businessmen living in Seattle. The businessmen, all vegetarians and two of whom were Hindus, sued McDonald's for "fraudulently concealing" the existence of beef in McDonald's French fries! McDonald's had said it used only 100 percent vegetable oil to make French fries, but the company soon admitted that it used a "minuscule" amount of beef extract in the oil. McDonald's settled the suit for $10 million and issued an apology, which read, "McDonald's sincerely apologizes to Hindus, vegetarians, and others for failing to provide the kind of information they needed to make informed dietary decisions at our U.S. restaurants." Going forward, the company pledged to do a better job of labeling the ingredients of its food and to find a substitute for the beef extract used in its oil.However, news travels fast in the global society of the twenty-first century, and the revelation that McDonald's used beef extract in its oil was enough to bring Hindu nationalists onto the streets in Delhi, where they vandalized one McDonald's restaurant, causing $45,000 in damage; shouted slogans outside of another; picketed the company's headquarters; and called on India's prime minister to close McDonald's stores in the country. McDonald's Indian franchise holders quickly issued denials that they used oil that contained beef extract, and Hindu extremists responded by stating they would submit McDonald's oil to laboratory tests to see if they could detect beef extract.The negative publicity seemed to have little impact on McDonald's long-term plans in India, however. The company continued to open restaurants, and by 2005 had 65 restaurants in the country with plans to open another 30 or so. When asked why they frequented McDonald's restaurants, Indian customers noted that their children enjoyed the "American" experience, the food was of a consistent quality, and the toilets were always clean!

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《高等學(xué)校經(jīng)濟(jì)管理英文版教材?當(dāng)代全球商務(wù)(英文版原書第5版)(雙語教學(xué))》可作為國際經(jīng)濟(jì)與貿(mào)易專業(yè)或國際管理專業(yè)教材，也可供商務(wù)人士和企業(yè)中高層管理人士參考。

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