國際商務(wù)

內(nèi)容概要

　　《國際商務(wù)（英文版·第3版）》從全球的政治、經(jīng)濟(jì)、文化、法律、技術(shù)、倫理和生態(tài)等宏觀的商業(yè)環(huán)境，到企業(yè)如何進(jìn)行國際貿(mào)易、國際投資和國際金融業(yè)務(wù)，到企業(yè)國際經(jīng)營戰(zhàn)略的制定、國際人力資源管理、國際市場營銷等，都有較為詳細(xì)的論述。同時本書精選了大量實際的案例，把許多主要的經(jīng)濟(jì)、貿(mào)易和管理理論融入案例之中，用來解釋我們所處的全球化商業(yè)經(jīng)營環(huán)境和具體的國際商業(yè)經(jīng)營實踐，使理論的意義更加明確、更加容易理解。另外，本書教輔資料齊全，為教和學(xué)提供了諸多的便利。

作者簡介

作者：（美國）斯圖爾特?沃爾（Stuart Wall） （美國）索諾?米諾卡（Sonal Minocha） （美國）布朗溫?里斯（Bronwen Rees）

書籍目錄

Preface：using this book
Acknowledgements
ADDreVlatIOns
1 Introduction to international business
Introduction
Patterns and trends in international business
Globalisation
The multinational enterprise(MNE)
How important are the multinationals?
Useful websites
Useful key texts
Other texts and sources
Case studies
1．Dyson relocates production tO South-East Asla
1．2 Happy birthday,globalisation
1．3 How tO play the home advantage
1．4 Does a global approach benefit the company?
1．5 Competing in a globalised economy
Boxes
1．1 Relative Unit Labour Costs(RULC)
1．2 Definitions of globalisation
1．3 Globalisation features
2 lnternatiOnaIiSatiOn process
Introduction
Export-based methods for internationalisation
Non-equity-based methods for internationalisation
Equity-based methods for internationalisation
Whv invest abroad?
Theoretical explanations
Useful websites
Useful key texts
Other texts and sources
Case studies
2．1 Helping inward fdi
2．2 Patents and the EU pharmaceuticals market
2．3 Legal process outsourcing in India
2．4 Market entry into China
2．5 The Japanese keiretsu
2．6 China versus South Korea
Z．7　 Toyota wlns support for its US operations
2．8 Daewoo moves into international agriculture
2．9 Internationalisation may not always deliver!
Boxes
2．1 ‘Flat tax’regimes
2．2 Government policies，exporting and fdi
3 International business：theory and practice
Introduction
Gains from trade
Sources of comparative and competitive advantage
Trade and the world economy
Barriers to trade
Protectionist policies
Regional trading arrangements
Government policies and international business
Internationalinstitutions and world trade
The International Monetary Fundl(IMF)
World Bank
Useful websites
Useful key texts
Other texts and sources
Case studies
3．1 Impacts of fleer trade
3．2 Intra-industry trade：Honda
3．3 High cost of anti-dumping tariffs
3．4 Harbours of resentment
3．5 WTo to rule on US import duties
Boxes
3．1 Comparative advantage and opportunity cost
3．2 Gains from trade
3．3 Impacts of a tariff
3．4 Impacts of a subsidy
3．5 Customs Union：trade creation and trade diversion
3．6 Impacts of EU policies on farms and agri-businesses
3．7 IMF stabilisation programmes
3．8 WOrid Bank structural adj ustment and stabilisation
4 The political，legal，economic and technological environment
Introduction
Political environment
Political risk
The internationallegal environment
Intellectual property rights
Economic systems
Economic variables and the business environment
Technological environment
Technology transfer
Useful websites
Useful key texts
Other texts and sources
Case studies
4．1 Chinese government and EU milk products
4．2 BMW after Rover
4．3 Tougher scrutiny of foreign takeovers in US
4．4 Intellectual property rights(IPR)in India：Novartis
4．5 Extending copyright
4．6 Intellectual property rights in China(IPR)：Durex
4．7 Market influences on Wellcome share price
4．8 China’S capital markets begin to open
4．9 Finance chiefs take pessimistic view
Boxes
4．1 EU directives and state aid
4．2 EU directives and data protection
4．3 Strategic patenting
4．4 Elasticity of demand
4．5 Creating or destroying j obs
5 InternationaI SOciOcuIluraI environment
Introduction
National cultural characteristics
Cultural impacts on international business
National，organisational and occupational cultures
Strategies for developing intercultural competence
Useful websites
Useful key texts
Other texts and sources
Case studies
5．1 National culture and Japanese competitiveness
5．2 East meets West
5．3 Culture of communication breaks through traditional
barriers
5．4 Corporate culture and Japanese competitiveness
5．5 Management gurus might rethink the Dutch approach
5．6 Challenges to cross-cultural team management
5．7 Corporate‘personality’has a big impact on business
success
Boxes
5．1 A clash of cultures
5．2 National and organisational cultural dimensions
6 International ethical and ecological environment
Introduction
Business ethics
Ethics and the corp orate culture
Different ethic

章節(jié)摘錄

版權(quán)頁：   插圖：   Problems with international joint ventures in China  When the first Sino-foreign joint venture,the Beijing Aviation Food Co.,was established in 1980,it led to the beginning of intensive foreign direct investment(fdi)into China,which in turn has contributed to China's continuous growth of 8%every year for the last 15 years.World Trade Organisation(WTO)entry has also boosted inward fdi into China.Combine this with Beijing successfully hosting the Olympics in 2008 and a population of nearly 1.3 billion and it soon becomes evident why so many foreign firms are hurriedly trying to gain a presence in China,With Chinese people having a well-earned reputation for thrift,holding savings of more than US$1 trillion,nowhere is this desire more apparent than in the finance sector.For example,in 2002,Newbridge Capital,the US-based multinational finance corporation sought to tap into this huge savings stockpile and paid US$1.8 billion for nearly 20% of Shenzhen Development Bank,while HSBC paid US$600 million for 10% of Pingan Insurance. Many foreign companies turn to the international joint venture(IJV)as their chosen mode of entry into China.To foreign investors there exist three modes of foreign entry,the first two of which are types of IJV-equity joint venture(EJV),cooperative joint venture(CJV)and wholly-owned foreign enterprises(WOFE).However,IJVs continue to experience high rates of dissolution. The problems associated with IJVs in China have been well documented(Child 1991; Lu and Bjorkman 1998).Harrigan(1986)states that 'Alliances fail because oper-ating managers do not make them work,not because contracts are poorly written.' One reason for foreign investors to shy away from IJVs is their fear of leaking proprietary technology and know-how to Chinese partners and thus losing long-term competitive advantages(Deng 2001).To the Chinese partner gaining invaluable knowledge is a main strategic objective for entering into an IJV.For the Western partner,the problem is knowing how much of their technical expertise should be shared with their partner.A key factor that allows for sharing information is the establishment of trust between parties.In Chinese culture,trust is very much built on personal relationships and involves socialising and working together in order to build trust.In Western society,trust between business partners is underlined by the contract,therefore there is likely to be less importance placed on building relationships.It is often very difficult to build trust between two companies that originate from very different cultural back-grounds.Lack of cultural understanding and different strategic objectives are two of the main reasons why IJVs continue to experience high failure rates.

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