International Strategy explores the three vital differences between domestic and international competition: the heterogeneity of markets in which companies are involved; the volatility of economic conditions that firms face and the increased scale of activities that is fostered by global participation. The text examines how these combined phenomena create tensions and tradeoffs along key factors, including which product to offer around the world, which countries in which to compete, where to locate various activities and how to organize the firm worldwide.

About the Author

David Collis is the Thomas Henry Carroll Ford Foundation Adjunct Professor of Business Administration within the Strategy Unit at Harvard Business School, a professor at Yale University's School of Management and at Columbia Business School.

Table of Contents:
Acknowledgments Preface Introduction: Motivation and Definition -- What is International Strategy? Part One The Context Facing Multinational Firms 1 The Ubiquity and Importance of International Competition 2 Why Do Firms Go International? The Justification for the Existence of the Multinational Corporation Part Two Conceptual Framework: What is Different about International Strategy? 3 What is Distinctively International about International Strategy? 4 What is Uniquely Strategic about International Strategy? 5 Generic International Strategies 6 Choice of Generic International Strategy Part Three Managerial Implications 7 What Product? 8 Which Country? 9 Where to Locate? 10 How to Organize? 11 The Modern Multinational: Is There One Best Strategy? Are We All Transnational Now? About the Author Index