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"This is the third edition of the widely respected text International Business which offers a comprehensive, yet critical overview of the phenomenon of globalization and it's impacts of key aspects of the business environment as it fundamentally alters corporate strategy. This updated edition covers the core international business topics and themes, including multinationals, internationalization, and international market entry as well as a new focus on risk, business models and hyperglobalization. With dedicated chapters on the role on non-market actors in international business, the book provides a multi-disciplinary worldview for readers. Featuring a wealth of case studies and pedagogy, the new edition examines the rise of India and China as well as growing levels of risk within the global system. The book looks at those developed economies which have been the core drivers behind the trend towards hyperglobalization. The author explores and guides students through what this means for the study of international business. A comprehensive and engaging text, supplemented by online resources, this book is the ideal accompaniment to international and global business learning"--

Conventionally how states 'infrastructured' was based around the monocentrism of the positive state. The progressive liberalisation of infrastructure over the past three decades has given rise to polycentric national infrastructure systems (NIS). This polycentric NIS exhibits a higher degree of structural, spatial and operational complexity with the state being one player though it still plays a prominent role not just through its own activities but also in seeking to steer the system to meet its territorial objectives. This is done through the formal interaction between hard and soft infrastructure (with the later characterised by themes of sustainability, consistency and criticality) components of the NIS. These themes are explored through an analysis of the UK's National Infrastructure Plan where – it is argued – the formation of the UK NIS is characterised by a strategy of sustainable polycentrism though this strategy has yet to deliver the investment anticipated.

PurposeThe aim of this article is to explore the rise of firms making a strategic virtue of virtuality. This trend underlines the increased diversity of internationalisation trajectories within the modern international economy where multinational companies (MNCs) use third parties in a "strategic" manner to support a stated value proposition. To highlight this diversity, the article identifies a particular strategic type: virtual global strategy.Design/methodology/approachThe article uses configural analysis to identify the particular strategic type of virtual global strategy. Based on the identification of this type, the article offers evidence from the corporate telecommunications market where this strategy has emerged.FindingsThe evidence offered suggests there are limits to the strategic value of a virtual global strategy. Not only are the conditions for its existence rare, but also even in those sectors where it is feasible many firms will seek a degree of hybridity as there is still value in some degree of physical presence either at the regional or local level.Practical implicationsThe emergence of these innovative strategies challenges the understanding of the form and nature of internationalisation. Not only does it highlight that there is value in virtuality, but also challenges conventional understanding of the nature of commitment within host markets.Originality/valueThe value of the article lies in understanding the increasingly diverse set of trajectories linked to internationalisation and the ability of firms to make a strategic virtue of virtuality within international markets.

PurposeThe purpose of this paper is to examine deinternationalisation through the lens of coevolutionary theory. The intention is to offer a fuller understanding of the processes and strategic challenges involved in this process and establish a path for future research in this area of internationalisation theory.Design/methodology/approachThe paper draws links between emerging themes in organizational theory and internationalisation to aid the conceptual development and understanding of the process of deinternationalisation.FindingsThe exploration of links between organizational theory and internationalisation allows for the process of deinternationalisation to be more fully distinguished. The paper identifies processes of managed selection and retardation that will inform this process of organizational change.Research limitations/implicationsWhilst there are concerns over the applicability of concepts from natural sciences within the social sciences, the paper does offer a number of research propositions to guide future academic investigation within the field of deinternationalisation.Originality/valueBy linking research on coevolution to the study of internationalisation, the paper contributes to the understanding of the emergence of differing paths and trajectories involved in the process of international contraction and expansion. Furthermore, coevolutionary theory allows the process of deinternationalisation to be conceptualized as a means of generating and guiding future study on this under‐explored area of internationalization research.

PurposeThe aim of this paper is to identify the major coercive forces driving the enforced reconfiguration of the multinational company. This is explored through the conceptual development of coercive deinternationalisation via the literature on legitimacy. Through a multi‐case study approach, the concept is developed within the context of counteracting non‐market strategies. This material is used to develop a conceptual framework through which the drivers and reactions to these coercive pressures can be more fully explored.Design/methodology/approachThe paper presents a conceptual, multi‐case study.FindingsThe paper uses the link between case material and the literature on legitimacy to generate testable hypotheses to guide future research. These are based on the causes, conditions and effectiveness of counteracting coercive deinternationalisation.Originality/valueThe paper offers a strategic framework to guide further research and highlights an under‐explored area within the increasingly complex internationalised system.

AbstractBediuzzaman Said Nursi (1876‐1960), one of the foremost Muslim thinkers in the modern era, is one of few scholars in the Sunni Islamic tradition to make the notion of justice (Adl) a cornerstone of his theological discourse. This article is an attempt to prise open the shell of Nursian thought on Divine justice by examining the concept as it applies to three different but overlapping spheres: the sphere of the relationship between God and the cosmos in general; the sphere of the relationship between God and man in particular; and the sphere of the relationships that man enjoys with his fellow men. The objective is to throw light on one of the most controversial, yet under-researched, aspects of Muslim theology as seen through the intellectual prism of one of the Muslim world's most overlooked scholars of Quranic exegesis.

PurposeThe paper seeks to examine the evolving international strategies of Europe's incumbent telecommunications operators. The aim is to develop a typology of how these different operators have sought to position themselves within an internationalising marketplace.Design/methodology/approachThe objectives of the paper were addressed through a multiple case study analysis of 15 incumbent telecommunication operators within Western Europe. The approach was essentially strategic, seeking to develop an awareness of how each of these operators' corporate strategy has adapted to the challenges of internationalisation. The nature of this response will be defined by a broad typology.FindingsFour types of strategy were found to exist, most of which were defined by the scale of the business. The research found that most operators were developing international strategies based on developing an effective competitive presence in the European region. There was only limited evidence of operators developing a global strategy. Some operators have attempted such a strategy but have since retreated from such offensive strategies.Originality/valueThe work highlights how businesses that have a dominant core domestic market are affected by internationalisation in both a proactive and a reactive manner.

Abstract

Between 1999 and 2002, Cable and Wireless (C&W) undertook a radical strategic repositioning as it sought to become more focused on key growth markets. Due to a combination of a declining external environment and an inadequate external environment, this process of strategic change failed to establish the company as an Internet powerhouse.
This article examines the strategic repositioning undertaken by Cable and Wireless throughout the period 1999 to 2002. It scrutinizes how the company has sought to transform itself from an integrated communications provider, covering many segments in many different locations, into a more focused operator targeting a specific commercial segment.
The major problems that the company encountered in this process of change are examined, notably in terms of the limit to strategies based on the perceived benefits of strategic focus. It concludes with an examination of what lessons can be learnt from its experience of strategic change.

Copyright © 2003 John Wiley & Sons, Ltd.