Internationalisation and Strategic Control

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A01=Morten Pedersen
Aalborg Portland
actor-network theory applications
Author_Morten Pedersen
Batu Arang
British Agency House
Business Ecosystems
Business History
Business Strategy
Category=KJK
Cement Company
Cement Factories
Cement Industry
cement industry case studies
Cement Plant
China
Chinese Cement
Competition Threat
David Au
eq_bestseller
eq_business-finance-law
eq_isMigrated=1
eq_isMigrated=2
eq_nobargain
eq_non-fiction
Expatriate Danes
foreign asset management
Global Cement Production
Globalisation
India
Indian Cement
Indian Cement Industry
industrial archaeology methods
International Business
Japan
Japanese Cement
Management
Modern Cement Industry
multinational enterprise theory
Network Embeddedness
non-investment strategic control mechanisms
Organizations
Rotary Kiln
Shaft Kiln
Siam
Siam Cement
Siam Cement Group
Southeast Asia
supply chain governance
Tata Family
Uppsala Model
World's Cement Production
Young Man

Product details

  • ISBN 9781138333116
  • Weight: 453g
  • Dimensions: 152 x 229mm
  • Publication Date: 21 Dec 2021
  • Publisher: Taylor & Francis Ltd
  • Publication City/Country: GB
  • Product Form: Hardback
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This book is a study of the emergence of international business. It immerses itself in the topic of how companies can control income-generating assets in foreign countries, the key element often used to define a multinational enterprise, and propounds the notion that control of crucial dispositions by foreign companies can be achieved by other means than direct foreign investment – cash flow and portfolio ownership.

Internationalisation and Strategic Control analyses the extent to which a firm can control the investments of foreign companies in the field of supply and maintenance of production machinery. It achieves this through a case study of how F.L. Smidth & Co., global leaders in providing technology for the cement industry since the 1890s, managed to achieve a vital influence over, and control of, cement-producing companies in Asia in the period 1890-1938. The study examines how this strategy was promoted by some internal and external factors and circumstances, and hindered by others.

In highlighting strategic tools and initiatives other than cash flow and portfolio ownership, the book applies concepts taken from a broad range of research fields covering social science, cultural analysis, micro history, Actor-Network-Theory and industrial archaeology. It will be of interest to researchers, academics, and students in the fields of international business, business history and globalisation.

Morten Pedersen is Head of Exhibitions and the Department of History, Nordjyllands Historiske Museum, Denmark.

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