Overview
This text investigates the importance of national culture as it applies to the strategic management of multinationals. The author focuses on backward linkage strategies with US, Japanese, Taiwanese and Korean microcomputer multinationals investing in Europe. In particular, both market-driven and resource-driven strategic orientations are depicted in new and established firms. The main premise of the book is concerned with the backward linkage strategy of US and Asian Pacific firms, and is therefore based on a specific set of relevant core cultural values rather than a universal set of values. The material in this volume is derived from directly and indirectly collected data, and in addition, unstructured face-to-face interviews with representatives from multinational firms headquartered across different cultures.
Full Product Details
Author: Denise Tsang
Publisher: Edward Elgar Publishing Ltd
Imprint: Edward Elgar Publishing Ltd
Dimensions:
Width: 15.60cm
, Height: 2.60cm
, Length: 23.40cm
Weight: 0.542kg
ISBN: 9781840644807
ISBN 10: 184064480
Pages: 272
Publication Date: 29 July 2002
Audience:
College/higher education
,
Professional and scholarly
,
Undergraduate
,
Postgraduate, Research & Scholarly
Format: Hardback
Publisher's Status: Active
Availability: To order
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Reviews
'The backward linkage strategies of major multinationals differ significantly between firms within the same industry. In this provocative book, Denise Tsang explains these differences in strategy in terms of the culture of the parent company and the age of the firm. Her case study of the European microcomputer industry encompasses major multinationals from the US, Japan, Taiwan and Korea, and includes both long-established firms and recent start-ups. It contains a wealth of fascinating detail which she elegantly synthesises to support her thesis.' -- Mark Casson, University of Reading, UK 'This book is a major contribution to our understanding of international business strategy. It adopts a unique culturist view that has been long neglected by mainstream strategy theorists.' -- Geoffrey G. Jones, Harvard Business School, US
'The backward linkage strategies of major multinationals differ significantly between firms within the same industry. In this provocative book, Denise Tsang explains these differences in strategy in terms of the culture of the parent company and the age of the firm. Her case study of the European microcomputer industry encompasses major multinationals from the US, Japan, Taiwan and Korea, and includes both long-established firms and recent start-ups. It contains a wealth of fascinating detail which she elegantly synthesises to support her thesis.' -- Mark Casson, University of Reading, UK'This book is a major contribution to our understanding of international business strategy. It adopts a unique culturist view that has been long neglected by mainstream strategy theorists.'- Geoffrey G. Jones, Harvard Business School, US
Author Information
Denise Tsang, Lecturer, Henley Business School, The University of Reading, UK
