Competitive International Strategy Key Implementation Issues Routledge Research in Strategic Management Series

Contemporary businesses are exposed to global competition enhanced by new information technology and liberalized cross-border transactions in many industries. This introduces a new competitive dynamic, influenced by actors in developed and emerging markets. The dynamic puts major demands on executives as they consider future moves that support strategic initiatives. The context of intensified global competition requires attention from practicing (and aspiring) leaders in international business organizations.

Drawing on contemporary research, Competitive International Strategy: Key Implementation Issues addresses international business strategy formulation and implementation in the global competitive market. It captures the essential strategy components by elaborating on the implementation of corporate integration and local responsiveness. This is considered a vital dichotomy in the development of international business strategies. Essential components include competition context, firm?s resources, strategy directions and competence, implementation issues, and competitiveness. The book includes several detailed company cases.

Bridging the strategy formulation and implementation is crucial for the ultimate success of international business firms. This book will be of great value to students at an advanced level, academics, and reflective practitioners in the fields of strategic management, leadership, and international business.

1. Content of the volume. PART I. The model for competitive international strategy. 2. Components of the model for competitive international strategy. 3. Relationships in the model. PART II. Key issues when implementing a competitive international strategy. 4. Implementation of international geographic expansion. 5. Strategy competence and expansion in a host country. 6. Global responsiveness through digitalized production: the Cargo Handling Firm. 7. Global responsiveness through online and offline value adding. 8. Balancing global standardization and responsiveness. 9. Cognitive obstacles to realization of competitive international synergy. 10. Adjustment of a competitive international strategy: impact on entrepreneurial re-orientation. PART III. Coping with changing international competition. 11. Putting the model for competitive international strategy into practice. 12. Contributions to strategy literature.

Anders Pehrsson is a Professor in the School of Business and Economics at Linnaeus University, Sweden.