包铭心（Paul W. Beamish） 加拿大西安大略大学毅伟商学院国际商务教授、亚洲管理学会会长、国际商务学会董事。独立或与他人合作撰写专著40多部，内容涵盖国际管理、战略管理、企业合资与企业联盟等领域；发表论文90多篇，载于管理学会的三大专业期刊及《战略管理》、《国际商务研究》等。曾获管理学会、国际商务学会及加拿大管理科学协会颁发的最佳研究奖。1997年和2003年两度被《国际管理》杂志评为全世界过去十年对国际战略管理文献最有贡献的三位作者之一。1993－1997年担任《国际商务研究》主编，现为九名编委会成员之一。
莫礼训（Allen J. Morrison） 加拿大西安大略大学毅伟商学院国际管理教授、美国加州大学洛杉矶分校访问教授、美国国际管理研究生院国际管理教授。其研究和教学的重点领域为跨国公司战略和全球领导。
安德鲁英克本（Andrew C. Inkpen） 美国国际管理研究生院管理学教授，其研究和教学领域为跨国公司管理，特别是战略联盟、知识管理和组织学习等。
菲利普罗森茨韦格（Philip M. Rosenzweig） 瑞士国际管理学院教授，曾执教于哈佛商学院。其研究领域涵盖国际管理的诸多方面，包括组织设计、人力资源管理、跨文化管理及对外投资的伦理问题等。
目錄：
PART ONE
TEXT 1
Chapter 1
The Internationalization Process 2
The Global Business Environment 7
The World of International Trade 7
Managing Export Operations 7
Global Sourcing Strategy 8
Licensing 8
The Design and Management of International Joint Ventures 9
International Strategy Formulation 10
The Impact of Globalization On The Organization of Activities 11
The Evolving Multinational 11
The Global Manager 11
Strengthening International Government Relations 12
The Global Leader 12
Ethical Challenges of International Management 12
Managing The Global Workforce 12
Chapter 2
The Global Business Environment 15
Population 16
Countries 20
Economic Development 21
Trade, Natural Resources, and Foreign Investment 24
The Environment 28
Chapter 3
The World of International Trade 32
The International Trade Environment 33
A Framework for International Trade 37
Comparative and Competitive Advantage 40
New Theories of International Trade 44
Real Exchange Rates 48
Demand 53
Chapter 4
Managing Export Operations 56
Factors That Impede and Facilitate Trade 61
Channels of Distribution and Export Marketing 61
Pricing in Export Markets 63
Stages of Export Market Involvement 64
Trade Intermediaries 67
Global Trade and Investment 69
Chapter 5
Global Sourcing Strategy: R D,
Manufacturing, and Marketing
Interfaces 77
Extent and Complexity of Global Sourcing Strategy 78
Trends in Global Sourcing Strategy 79
Potential Pitfalls in Global Sourcing 82
Value Chain and Functional Interfaces 84
Logistics of Sourcing Strategy 88
Long-Term Consequences 90
Outsourcing of Service Activities 92
Chapter 6
Licensing 97
Chapter 7
The Design and Management of
International Joint Ventures 104
Why Companies Create International Joint Ventures 106
Strengthening The Existing Business 106
Taking Products to Foreign Markets 109
Bringing Foreign Products to Local Markets 110
Using Joint Ventures for Diversification 111
Requirements for International Joint Venture Success 112
Chapter 8
International Strategy Formulation 121
Understanding Industry Pressures 122
Pressures Toward Globalization 122
Pressures Toward Localization 126
Globalization Impacts Industries 132
Globalization Impacts Business Strategy 133
Key Considerations in Adopting An International Strategy 134
Chapter 9
The Impact of Giobalization on the
Organization of Activities 141
Common International Organization Structures 142
Global Affiliates 147
Chapter 10
The Evolving Multinational 159
Introduction 159
Dimensions of Evolution 160
Mnc Evolution as An Integrated Process 165
Chapter 11
The Global Manager 170
Skills of The Global Manager 171
Developing Global Managers 180
Managing International Assignments 181
Chapter 12
Strengthening International Government
Relations 187
Chapter 13
Global Leadership 198
The Importance of Global Leadership 199
The Characteristics of Effective Global Leaders 201
The Paradox of Global Leadership 207
Chapter 14
Ethical Challenges of International
Management 210
Ethics Involve Two Types of Actions 211
Philosophical Perspectives 215
An Individual Responsibility 218
Integrity Is Good for Business 219
Chapter 15
Managing the New Global
Work force 222
What Do We Mean By °Diversity± ?223
Diversity in Multinational Firms 225
The Limits of Diversity 226
What Do We Mean By °Consistency± ?226
Achieving Consistency and Diversity 227
Recommendations for Multinationals 228
PART TWO
CASES ON
INTERNATIONALIZATION 235
Chapter 16
The Global Branding of Stella Artois 236
A Brief History of Interbrew 236
The International Market for Beer 237
Beer Industry Structure 238
InterbrewS Global Position 238
InterbrewS Corporate Structure 239
Recent Performance 240
Interbrew Corporate Strategy 241
The Evolution of InterbrewS Global Brand Strategy 243
Stella Artois as InterbrewS International Flagship Brand 244
StellaS Global Launch 248
Current Thinking 249
Chapter 17
Swatch and the Global Watch Industry 253
Early History 253
Postwar Competitive Changes 1945 to 1970 255
Changing Technologies 1970 to 1990 257
The Japanese Industry 257
The U.S. Industry 258
Watchmaking Activities in Hong Kong and Korea 258
The Swiss Industry Responds Slowly 259
Competing in Real Time 1990s 261
Developments in The Hong Kong and Japanese Industries 264
The U.S. Industry 265
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內容試閱：
International Management is an international, international-management book.
The previous four editions were used in over 200 universities and colleges in over
20 countries. The fifth edition, we hope, will have even wider usage. Why our optimism?
In brief, it is because the book focuses on issues of international management
common and important to businesspeople everywhere.
International Management is about how firms become and remain international
in scope. It focuses on the experiences of firms of all sizes, from many countries,
as they come to grips with an increasingly competitive global environment.
A central theme is the practice of management when a home-market perspective
is no longer enough to achieve and sustain success. Through carefully selected
comprehensive case studies and integrated text material, this book bridges both the
internationalization process and multinational management.
Many texts focus on ongoing management issues in the world’s larger MNEs—
the lower right-hand cell in the following matrix. This is an important area, but one
that presupposes a long history of experience and acquired skills. Our text takes a
broader view, examining small and medium sized firms as well as large MNEs,
and the process of internationalization as well as the challenges of ongoing management
in multinationals.
Ongoing Multinational
Internationalization Management
SmallMedium-Sized Firms Smaller domestic firms Global niche competitors
moving abroad
Larger MNEs Larger firms moving into Large, full-scale global
more markets competitors
The first half of International Management helps to demystify international
business so a meaningful study of multinational management can occur. We focus
on internationalization—developing an awareness of the impact of international
forces on the firm’s future and establishing and conducting transactions with firms
internationally. We provide an understanding about the basic modes of involvement
and deciding when each is most appropriate. For each mode, both inwardand
outward-looking perspectives are considered: licensing as licensor and licensee,
trade exporting and importing, joint ventures with foreign companies
abroad and at home, and subsidiaries establishing foreign affiliates and as part
of a foreign-controlled affiliate. As the left-hand cells in the matrix suggest, these
issues are relevant for firms of all sizes.
In the second half of the book, we focus on how to establish a balance between the
sometimes conflicting demands of the multinational headquarters, the multinational
subsidiary, and the governments of all the countries in which the MNE operates. The
cases are not limited to the experiences of the world’s largest MNEs—they are also
about smaller companies that must be global to survive and about the management of
small subsidiaries. Nor are the cases solely focussed on the experience of MNEs from
one country. In 1970, two-thirds of the world’s largest companies were from the
United States. Now only about one-fourth are U.S.-headquartered.
International Management is intended for use in international business and international
management courses at the undergraduate, graduate, and executive levels.
It can serve as the basis for an overarching course that deals with internationalization
and multinational management, or for courses in each topic area. The
chapters of text material can and should be supplemented with readings of the
instructor’s choice. Many of the suggested supplementary readings are from the
Journal of International Business Studies which provides blanket permission to
photocopy articles for classroom use at no charge.
This edition contains more cases 32 versus 31 and more chapters of text 15
versus 13 than the fourth edition. Of the 32 cases, 18 are new to the fifth edition;
others have been significantly revised and updated. The new cases were selected
on the basis of managerial relevance, overall fit with suggested themes, availability,
and their effectiveness in the classroom. In regard to text material, there are entirely
new chapters on Ethics, Managing the Global Workforce, and Strengthening
International Government Relations, while all other chapters have been revised
and updated. All but one of the chapters were coauthored by us or one of our current
or past colleagues. This has allowed us the opportunity to shape the body of
text material into an integrated whole.
The cases in International Management have been extensively classroomtested
by us and colleagues around the world in executive, MBA, and undergraduate
programs. Many are bestsellers. Another measure of their quality is that a
number of them have been translated—into Japanese, French, Chinese, Spanish,
Russian, and Indonesian. As well, several have won awards, including “The Global
Branding of Stella Artois.”
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