Contents
1How to Combine Theory and Business Practice?
1.2Qualitative, Quantitative, and Mixed Research Methods
1.3Cases Studies: Why, How, and What?
1.4The Case Study of Panasonic: Do You Believe in its Future Business?
1.4.2The market at the beginning of the 21st century
2Internationalization Theories
2.1The International Product Life-Cycle Theory
2.1.1Market entry according to the product life-cycle phase
2.2.2.2The industry environment
2.2.2.3The case study of Sharp (Japan): Leader in liquid crystal display technology – and then?
2.2.2.3.2Technological pioneer in LCD technology
2.2.2.3.3The development of Sharp’s operations in Europe
2.2.4Review of the location concepts
2.2.5Case study: Market entry of Asian high-technology firms in Europe
2.2.5.1Location-specific macro analysis
2.2.5.2Business activities of high-tech firms from the Far East: A country perspective
2.3.1The issue of transaction costs
2.3.2Emergence of multinational enterprises
2.3.3Review of the internalization theory
2.4.2Market entry strategy according to advantage categories
2.4.3Review of the Eclectic Paradigm
2.5The Uppsala Model of Internationalization
2.5.1Incremental market entry through accumulated knowledge
2.5.2Review of the Uppsala model
2.6Network Theory of Internationalization
2.6.1Inter-organizational relationships
2.6.1.1The impact of the resource-based view
2.6.1.2Resources and dynamic capabilities
2.6.1.3The case study of Sony: Resources reshuffled – dynamic capabilities disappeared?
2.6.1.3.1Company origins (the period from 1945 until the 1980s)
2.6.1.3.2Diversification towards movie and entertainment
2.6.1.3.3Loss of core competencies in electronics
2.6.1.3.4Access to LCD technology through inter-organizational relationships
2.6.1.3.5Market entry strategies for Europe as part of a global value chain
2.6.1.3.6How about the future?
2.6.1.4The approach of Johanson and Mattsson
2.6.1.5The concept of Johanson and Vahlne
2.6.1.6Review of inter-organizational network positioning approach
2.6.1.7The case study of Haier (China) – Learning by imitation
2.6.2Interpersonal relationships approach
2.6.2.1Early internationalization of the firm
2.6.2.3Towards a conceptualized model typology of international new ventures and born global firms
2.6.2.4The phenomenon of the ‘born again global’
2.6.2.5Individual and corporate international entrepreneurship
2.6.2.6Review of the international new venture, born global, and entrepreneurial concepts
2.6.2.7The case of Xiaomi: An early internationalizer – made in China
2.7Summary of Internationalization Theories
3.1About Strategy and Internationalization
3.2Case Study: The Global Strategy Concept of Samsung
3.2.1Samsung management philosophy – history and today
3.2.2Strategic relationship building
3.2.4The strategy of vertical integration of Samsung Electronics
3.2.5International business expansion
3.2.6Product design, research, and development
3.3Foreign Market Entry Strategies
3.3.1Contractual modes of market entry
3.3.1.1Indirect and direct export
3.3.1.2.2The case study of Foxconn/Hon Hai Precision Industry Company (Taiwan)
3.3.2Cooperative modes of market entry
3.3.2.2International joint ventures
3.3.2.3.1The partners’ situation before establishing their international joint ventures
3.3.2.3.2The foundation of LG.Philips LCD
3.3.2.3.3Philips reduces its stake in LG.Philips LCD
3.3.2.3.4The foundation of LG.Philips Displays
3.3.2.3.5LG.Philips Displays gets a new name
3.3.2.3.6What happened next to the international joint venture terminations?
3.3.3Hierarchical modes of market entry
3.3.3.1Foreign direct investment
3.3.3.2The case study of Lenovo: Growth through acquisitions
3.4Decision Determinants of an International Market Entry
3.4.1Entry rapidity and proximity to the market
3.4.2Degree of hierarchical control and financial risk
3.4.3A two-step decision process approach towards an international market entry
3.4.3.1Step one – setting strategic priorities
3.4.3.2Step two – selection of the appropriate market entry mode
3.4.3.2.1Contracting modes (market mechanisms)
3.4.3.2.2Cooperation (hybrid forms of foreign market entry)
3.4.3.2.3Wholly owned subsidiary (hierarchical forms of foreign market entry)
3.5Case Study: Market Entry Strategies of TCL (China)
3.5.2TCL-Thomson Electronics (TTE) international joint venture
3.5.3The gradual process towards the liquidation of TTE Europe