Offering a practical and phenomenon-driven perspective, Strategy in a Turbulent Era expertly analyses questions relating to strategy in light of different forms of turbulence. From the global COVID-19 pandemic outbreak to the escalation in number and far reaching implications of new technologies, such as artificial intelligence and cryptocurrencies, this timely book explores how recent sources of turbulence are rapidly transforming the nature and dynamics of global competition. Featuring contributions from leading experts in the fields of strategy, international business and entrepreneurship, the book provides a comprehensive overview of the impact of turbulence on global competition, with practical insights into navigating the ever-changing business landscape. Chapters identify the most significant ramifications of the current dimensions of turbulence,including environmental, organisational, political, societal, and technological, that executives encounter in strategy and management. This authoritative book will be welcomed by students, scholars, and researchers of international business, strategic management, and the wider field of organisational studies. It will also appeal to business managers, consultants, entrepreneurs, and strategists alike on account of its unique approach to business strategy.

The continuous search for efficiency gains and the goal of attaining a sustainable competitive advantage have steadily increased the volume of goods and services procured globally from third party vendors. In this context, named as "the next wave of globalization", the offshoring phenomenon has stimulated research and political debates. With the rise of services offshoring, international value chain disaggregation for services has reached a formerly unknown scale. Also, it is increasingly complex transactions, requiring a higher degree of qualification, which are becoming subject to offshoring as well. The Offshoring Challenge: Strategic Design and Innovation for Tomorrow's Organization features selected chapters by an international research community on the topic of offshoring. All potential business models from offshore outsourcing to third party providers are covered, from cooperative arrangements to internal organizational set-ups including captive offshore centers. Contributions have significant insights regarding: the increasing offshoring of knowledge-intensive services; the offshoring process; business models incorporating offshoring; the hidden costs of offshoring; and the administration of offshoring activities within firms The book is aimed at a broad audience of scholars, students and practitioners in the fields of strategy, international business and operations management.

The continuous search for efficiency gains and the goal of attaining a sustainable competitive advantage have steadily increased the volume of goods and services procured globally from third party vendors. In this context, named as "the next wave of globalization", the offshoring phenomenon has stimulated research and political debates. With the rise of services offshoring, international value chain disaggregation for services has reached a formerly unknown scale. Also, it is increasingly complex transactions, requiring a higher degree of qualification, which are becoming subject to offshoring as well. The Offshoring Challenge: Strategic Design and Innovation for Tomorrow's Organization features selected chapters by an international research community on the topic of offshoring. All potential business models from offshore outsourcing to third party providers are covered, from cooperative arrangements to internal organizational set-ups including captive offshore centers. Contributions have significant insights regarding: the increasing offshoring of knowledge-intensive services; the offshoring process; business models incorporating offshoring; the hidden costs of offshoring; and the administration of offshoring activities within firms The book is aimed at a broad audience of scholars, students and practitioners in the fields of strategy, international business and operations management.

This book presents seven case studies of large Danish investment companies in India and China. The case studies provide intriguing perspectives on the strategic and managerial challenges and opportunities facing Western multinational corporations operating in these two Asian giants. The case studies encourage readers to adopt a decision maker's perspective, targeting students and managers interested in multinational corporation strategy in emerging markets.