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2.7 Literature for the chapter
- Beamish, P. W. (2013). The role of alliances in international business. Routledge. Helps in understanding the joint venture dilemma in India, especially the balance between technology transfer, partner selection, and loss of control.
- Buckley, P. J., and Casson, M. (1991). The future of the multinational enterprise. Macmillan. Fundamental for internal versus external control of knowledge, relevant to the question of how Meditech can protect its technologies in a joint venture.
- Cavusgil, S. T., Knight, G., Riesenberger, J., Rammal, H. G., and Rose, E. L. (2020). International business. Pearson. Addresses global market entry modes, institutional differences, country risk analysis, and IPR framework conditions, all central components of the Meditech case.
- Deresky, H. (2017). International management. Pearson. Useful for understanding different legal systems, cultural negotiation logics, and institutional differences between the United States, Saudi Arabia, and India.
- Dunning, J. H. (1980). The eclectic paradigm of international production. Journal of International Business Studies, 11(1). Relevant for Meditech’s decision between exporting, joint venture, and wholly owned subsidiary, particularly the ownership and internalization advantages in protecting intellectual property.
- Eden, L., and Miller, S. (2004). Distance matters. Administrative Science Quarterly, 49(1). Analyzes administrative and legal distances that clearly appear in this chapter, for example between Common Law, Civil Law, and Islamic law.
- Ghemawat, P. (2001). Distance still matters. Harvard Business Review, 79(8). Extends the institutional and administrative distance perspective, perfectly aligned with the scenes United States versus Saudi Arabia and the resulting contract strategies.
- Hanlon, J. (2009). Islamic finance. Oxford University Press. Explains Sharia-compliant financing instruments such as Murabaha and Mudaraba, which directly fit the Saudi Arabia scenario.
- Hill, C. W. L. (2020). International business. McGraw Hill. Covers international legal systems, political risks, and state interventions, central to Modules 1, 3, and 4.
- Hitt, M. A., Ireland, R. D., and Hoskisson, R. E. (2019). Strategic management. Cengage. Relevant for the choice of international strategy, institutional dependencies, and FDI decisions, as presented in the South America module.
- Khanna, T., Palepu, K., and Sinha, J. (2005). Strategies that fit emerging markets. Harvard Business Review, 83(6). Useful for analyzing institutional weaknesses in emerging markets such as India and the South American location.
- Kostova, T. (1999). Transnational transfer of organizational practices. Academy of Management Review, 24(2). Directly applicable to the question of how Meditech protects its processes and standards in the joint venture and at the new production site.
- Moran, T. H. (1998). Foreign direct investment and development. Institute for International Economics. Addresses political risks, state interventions, expropriation risks, and disruptions of FDI, exactly the topic of the South America module.
- Peng, M. W. (2017). Global business. Cengage. Foundational for institutional analyses, contractual embeddedness in legal environments, and political and economic risks, suitable for all modules of the chapter.
- Rugman, A. M. (2009). International business. Oxford University Press. Useful for legal systems, technology transfer barriers, and risks of international investments.
- Sornarajah, M. (2017). The international law on foreign investment. Cambridge University Press. Highly precise source on expropriation, state interventions, international protection mechanisms, and investor protection, fully aligned with the text’s presentations.
- UNCTAD. (2020). World investment report. United Nations. Relevant analysis of global FDI risks, political interventions, and regulatory uncertainty, fully aligned with Modules 3 and 4.