000			03839nam a22002537a 4500
003			OSt
005			20250324163414.0
008			250324b |||||||| |||| 00| 0 eng d
020			_a9781473779891
040			_cFoundation University
050			_a(CBA) HG3853 _b2023 P398
100			_aPeng, Mike _dauthor _910349
245			_aInternational business / _cMike Peng & Klaus Meyer
260			_aUnited Kingdom: _bCengage Learning EMEA ; _c2023
300			_a606 pages : _bill. (col.) ; _c250 cm
504			_aIncludes bibliographical references and appendices.
520			_aThis book offers a European perspective on international business. In the age ofglobalization, isn't that a contradiction? Why did we set out to write a textbookspecifically for you as students in Europe? There are five considerations why we havewritten this book: Students learn best from cases and examples that they can relate to.Thereforewe have developed a number of cases and examples specifically for this bookthat tell the experiences of European businesses. At the same time, we wishto broaden your horizons and equip you with an understanding of businessesin different parts of the world. As an international manager you will need tounderstand both the regional and global dimensions of business.Therefore wealso include a large number of cases and examples from all over the world. In Europe, international business (IB) is relevant for (almost) every business.Most textbooks in this field have been written primarily for US studentsand so treat global business primarily as a phenomenon for big companies,with internationally operating entrepreneurs being an exception.Thatis understandable given the vast size of the domestic market of the USA.However, in Europe, where national markets are much smaller,even small-and medium-sized firms soon hit the limits of their domestic markets,and IBbecomes a natural part of everything they do. We relate much more to theneeds and challenges faced by smaller firms,especially in Europe. Textbooks written by US authors typically draw primarily on scholarly workby US-based authors.However, important work by European scholars is,in ourview, not sufficiently appreciated in these textbooks. We pay special attentionto work by European scholars,for example the work by Hall and Soskice onvarieties of capitalism (Chapter 2),by Hofstede and other European authorson culture and languages (Chapter 3),by Dunning,Buckley and Casson onthe theory of foreign direct investment (Chapter 6),by Matten,Moon andothers on corporate social responsibility (Chapter 10),by Nordic scholarsin the tradition of Johansen and Vahlne on internationalization processes(Chapter 11),and by scholars across Europe on knowledge management andgovernance (Chapter 15) and on expatriate management(Chapter 16). European businesses deal with a variety of subtle differences when engagingin neighbouring countries as well as with big differences when going to,for example,China. This contrasts with US businesses for whom IB is a bigstrategic change from domestic operations (even if they go to Canada) andso involves substantial differences.Therefore we treat IB as a natural andintegrated part of business activity but subject to a range of subtle differenceswhen dealing with nearby yet still foreign institutions and businesses. European businesses do most of their IB elsewhere in Europe, where theyoperate within the institutional framework of the European Union (EU).
650			_aForeign exchange futures. _93546
650			_aRisk--Mathematical models. _96824
650			_a Interest rates--Mathematical models. _910351
650			_aTime-series analysis--Mathematical models. _910352
658			_aBusiness Administration, College of _bInternational business
942			_2lcc _cBK _hHG3853 _i2023 P398 _k(CBA) _n0
999			_c4335 _d4335