Global Business 4th Edition by Mike W Peng PDF

Global Business 4th Edition by Mike W.
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Table of Contents
Preface ix Chapter 4: Leveraging Resources

and Capabilities 96
About the Author xiv
Understanding Resources and Capabilities 98
Part 1 Laying Foundations 1 Resources, Capabilities, and the Value Chain 101
Chapter 1: Globalizing Business 2 From SWOT to VRIO 105
What Is Global Business? 4 Debates and Extensions 108
Why Study Global Business? 10 Management Savvy 112
A Unified Framework 13 Part 1 PengAtlas 120
What Is Globalization? 18 Part 1 Integrative Cases 126
Global Business and Globalization at a 1.1 Indigenous Reverse Innovation from
Crossroads 22 the Base of the Pyramid 126
Organization of the Content 25 1.2 The Future of Cuba 130
Chapter 2: Understanding Formal Institutions: 1.3 Political Risk of Doing Business in
Politics, Laws, and Economics 34 Thailand 132
Understanding Institutions 37 1.4 An Institution-Based View of IPR
What Do Institutions Do? 39 Protection 134
An Institution-Based View of Global 1.5 Bank Scandals: Bad Apples versus

Business 40 Bad Barrels 138
Political Systems 44 1.6 Occidental Petroleum (Oxy): From

Also-Ran to Segment Leader 140
Legal Systems 46
1.7 Ostnor’s Offshoring and Reshoring 145
Economic Systems 50
Debates and Extensions 51 Part 2 Acquiring Tools 147
Management Savvy 55 Chapter 5: Trading Internationally 148
Chapter 3: Emphasizing Informal Institutions: Why Do Nations Trade? 150
Cultures, Ethics, and Norms 64 Theories of International Trade 153
Where Do Informal Institutions Come From? 66 Realities of International Trade 164
Culture 67 Debates and Extensions 171
Cultural Differences 71 Management Savvy 173
Ethics 78
Chapter 6: Investing Abroad Directly 180
Norms and Ethical Challenges 82
Understanding the FDI Vocabulary 182
Debates and Extensions 83
Why Do Firms Become MNEs by Engaging
Management Savvy 86 in FDI? 186
vi
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Table of Contents vii
Ownership Advantages 188 Part 3 Strategizing Around

Location Advantages 189 the Globe 295
Internalization Advantages 192 Chapter 9: Growing and Internationalizing
Realities of FDI 194 the Entrepreneurial Firm 296
How MNES and Host Governments Bargain 197 Entrepreneurship and Entrepreneurial Firms 298
Debates and Extensions 198 Institutions, Resources, and Entrepreneurship 299
Management Savvy 201 Growing the Entrepreneurial Firm 303
Chapter 7: Dealing with Foreign Exchange 208 Internationalizing the Entrepreneurial Firm 305
What Determines Foreign Exchange Rates? 210 Debates and Extensions 309
Evolution of the International Monetary Management Savvy 312

System 219 Chapter 10: Entering Foreign Markets 318
Strategic Responses to Foreign Exchange Overcoming the Liability of Foreignness 320
Movements 223 Where to Enter? 321
Debates and Extensions 225 When to Enter? 325
Management Savvy 229 How to Enter? 327
Chapter 8: Capitalizing on Global Debates and Extensions 334
and Regional Integration 236 Management Savvy 336
Global Economic Integration 238
Chapter 11: Managing Global Competitive
Organizing World Trade 240 Dynamics 342
Regional Economic Integration 244 Competition, Cooperation, and Collusion 345
Regional Economic Integration in Europe 246 Institutions Governing Domestic and
Regional Economic Integration in the International Competition 350
Americas 252 Resources Influencing Competitive Dynamics 353
Regional Economic Integration in the Attack, Counterattack, and Signaling 356
Asia Pacific 254
Local Firms versus Multinational Enterprises 358
Regional Economic Integration in Africa 257
Management Savvy 364
Chapter 12: Making Alliances and
Part 2 PengAtlas 266 Acquisitions Work 372
Part 2 Integrative Cases 272 Defining Alliances and Acquisitions 374
2.1 Brazil’s Quest for Comparative Institutions, Resources, Alliances,
Advantage 272 and Acquisitions 376
2.2 Twelve Recommendations to Enhance Formation of Alliances 383
UK Export Competitiveness 274
Evolution and Dissolution of Alliances 385
2.3 Would You Invest in Turkey? 281
Performance of Alliances 387
2.4 The Myth Behind China’s Outward
Motives for Acquisitions 388
Foreign Direct Investment 284
Performance of Acquisitions 389
2.5 The Korea-US Free Trade Agreement
(KORUS) 288 Debates and Extensions 392
viii Table of Contents
Chapter 13: Strategizing, Structuring, Compensation and Performance Appraisal 490

and Learning Around the World 402 Labor Relations 494
Multinational Strategies and Structures 404 Institutions, Resources, and Human
How Institutions and Resources Affect Resource Management 495
Multinational Strategies, Structures, Debates and Extensions 499
and Learning 412
Worldwide Learning, Innovation, and
Chapter 16: Financing and Governing
Knowledge Management 417
the Corporation Globally 508
Financing Decisions 511
Owners 512
Part 3 PengAtlas 432
Managers 514
Part 3 Integrative Cases 436
Board of Directors 517
3.1 Farmacias Similares: Innovating in the
Governance Mechanisms As a Package 519
Mexican Healthcare Industry 436
A Global Perspective 522
3.2 Wikimart: Building a Russian Version of
Institutions, Resources, and Corporate
Amazon 441
Finance and Governance 523
3.3 Business Jet Makers Eye China 444
3.4 The Antitrust Case on the AT&T–
T-Mobile Merger 446
3.5 Teliasonera’s Alliances and Acquisitions Chapter 17: Managing Corporate Social
in Eurasia 449 Responsibility Globally 536
3.6 China Merchants Group’s Acquisition A Stakeholder View of the Firm 539
of the Newcastle Port 451 Institutions, Resources, and Corporate
3.7 Japanese Multinationals in Emerging Social Responsibility 546
Economies 453 Debates and Extensions 553
Part 4 Building Functional Excellence 455
Part 4 PengAtlas 562
Chapter 14: Competing on Marketing
Part 4 Integrative Cases 566
and Supply Chain Management 456
4.1 ESET: From a “Living-Room” Firm to a
Three of the Four Ps in Marketing 459
Global Player in the Antivirus Software
From Distribution Channel to Supply Chain
Industry 566
Management 464
4.2 Employee Retention and Institutional
Triple As in Supply Chain Management 465
Change at PIGAMU 570
How Institutions and Resources Affect
4.3 Sino Iron: Engaging Stakeholders
Marketing and Supply Chain Management 468
in Australia 578
Glossary 585
Name Index 595
Chapter 15: Managing Human Resources
Globally 482 Organization Index 604
Staffing 484 Subject Index 607
Training and Development 488
Preface
The first three editions of Global Business aspired to set a chapters.1 It is this relentless focus on our big question
new standard for international business (IB) textbooks. and core perspectives that enables this book to engage
They have been widely used in Australia, Austria, Brazil, a variety of topics in an integrated fashion. This pro-
Britain, Canada, China, Denmark, Egypt, France, Hong vides unparalleled continuity in the learning process.
Kong, India, Indonesia, Ireland, Israel, Lithuania, Global Business further engages readers through an
Macau, Malaysia, Mexico, the Netherlands, Nether- evidence-based approach. I have endeavored to draw on
lands Antilles, New Zealand, Puerto Rico, Russia, Slove- the latest research, as opposed to the latest fads. As an
nia, South Africa, South Korea, Spain, Sweden, Switzer- active researcher myself, I have developed the unified
land, Taiwan, Thailand, and the United States. Based framework not because it just popped up in my head
on the enthusiastic support from more than 30 coun- when I wrote the book. Rather, this is an extension of
tries, the first three editions achieved unprecedented my own research that consistently takes on the big ques-
success. Available in Chinese and Spanish, Global Busi- tion and leverages the two core perspectives.2
ness has also launched a European adaptation (with Another vehicle to engage students is debates.
Klaus Meyer) and an Indian adaptation (with Deepak Most textbooks present knowledge “as is” and ignore
Srivastava). In short, Global Business is global. debates. But, obviously, our field has no shortage of
The fourth edition endeavors to achieve even more. debates. It is the responsibility of textbook authors to
It continues the market-winning framework centered engage students by introducing cutting-edge debates.
on one big question and two core perspectives, and has Thus, I have written a beefy “Debates and Extensions”
been thoroughly updated to capture the rapidly mov- section for every chapter.
ing recent research and events. Written for undergrad-
uate and MBA students around the world, the fourth
edition will continue to make IB teaching and learning
More Comprehensive
(1) more engaging, (2) more comprehensive, (3) more Global Business offers the most comprehensive and
fun, and (4) more relevant. innovative coverage of IB topics available on the market.
Unique chapters not found in other IB textbooks are:
Chapter 9 (entrepreneurship and small firms’ interna-
More Engaging tionalization), Chapter 11 (global competitive dynamics),
and Chapter 16 (corporate finance and governance).
As an innovation in IB textbooks, a unified frame- The most comprehensive topical coverage is made
work integrates all chapters. Given the wide range of possible by drawing on the latest and most comprehensive
topics in IB, most textbooks present the discipline in range of the research literature. I have accelerated my own
a fashion that “Today is Tuesday, it must be Luxem-
bourg.” Very rarely do authors address: “Why Luxem- 1
On the integration of these two perspectives, see K. Meyer, S. Estrin,
bourg today?” More important, why IB? What is the S. Bhaumik, & M. W. Peng, 2009, Institutions, resources, and entry strategies in
emerging economies, Strategic Management Journal, 30(1): 61–80; D. Zoogah,
big question in IB? Our unified framework suggests M. W. Peng, & H. Woldu, 2015, Institutions, resources, and organizational effec-
that the discipline can be united by one big question tiveness in Africa, Academy of Management Perspectives, 29(1): 7–31.
and two core perspectives. The big question is: What 2

For the big question, see M. W. Peng, 2004, Identifying the big question in
international business research, Journal of International Business Studies,
determines the success and failure of firms around 35(2): 99–108. For the institution-based view, see M. W. Peng, D. Wang, and
the globe? To address this question, Global Business Y. Jiang, 2008, An institution-based view of international business strategy: A
focus on emerging economies, Journal of International Business Studies, 39(5):
introduces two core perspectives—(1) the institution- 920–936. For the resource-based view, see M. W. Peng, 2001, The resource-
based view and (2) the resource-based view—in all based view and international business, Journal of Management, 27(6): 803–829.
ix
x Preface
research, publishing a total of 30 articles after I finished into the text. Non-traditional (“outside-the-box”) ex-
the third edition.3 Some of these recent articles appear in amples range from ancient Chinese military writings to
top-tier outlets in IB, such as the Academy of Management mutually assured destruction (MAD) strategy during
Journal (2012), Journal of International Business Studies (2014 the Cold War, from LEGO toys to Tolstoy’s Anna Kar-
and 2016), Journal of Management Studies (2012, 2013, and enina. Check out the following fun-filled features that
2015), Journal of World Business (2012, 2014, and 2015), and spice up the book:
Strategic Management Journal (2013, 2015, and 2016). Writ-
The rebirth of the East India Company (Chapter 1
ing Global Business has also enabled me to broaden the
Opening Case)
scope of my research, publishing recently in top-tier jour-
Testing the Dell theory of peace in East Asia (Emerg-
nals in operations (Journal of Operations Management), eth-
ing Markets 2.2)
ics (Journal of Business Ethics), entrepreneurship (Journal
LEGO’s secrets (Chapter 4 Opening Case)
of Business Venturing and Entrepreneurship Theory and Prac-
ANA: Refreshing the parts other airlines cannot
tice), and human resources (International Journal of Human
reach (In Focus 4.1)
Resource Management). In addition to my own work, I have
Why are US exports so competitive? (Chapter 5
also drawn on the latest research of numerous colleagues.
Closing Case)
The end result is the unparalleled, most comprehensive
One multinational versus many national companies
set of evidence-based insights on the IB market. While
(In Focus 6.1)
citing every article is not possible, I am confident that I
Sriracha spices up American food (Chapter 9 Open-
have left no major streams of research untouched. Feel
ing Case)
free to check the Name Index to verify this claim. (Unfor-
Mickey goes to Shanghai (Chapter 10 Closing Case)
tunately, a number of older references have to be deleted
Patent wars and shark attacks (Chapter 11
to make room for more recent research.)
Opening Case)
Finally, the fourth edition of Global Business contin-
Is a diamond (cartel) forever? (In Focus 11.1)
ues to have a global set of cases contributed by scholars
Can mergers of equals work? (In Focus 12.2)
around the world—an innovation on the IB market.
Marketing Aflac in the United States and Japan
Virtually all other IB textbooks have cases written
(Chapter 14 Opening Case)
by book authors. In comparison, this book has been
Dallas versus Delhi (Chapter 15 Closing Case)
blessed by a global community of case contributors who
High drama at Hewlett-Packard (HP) (Chapter 16
are based in Australia, Austria, Canada, China, Mexico,
Opening Case)
and the United States. Many are experts who are located
Professor Michael Jensen as an outside director
in or are from the countries in which the cases take
(In Focus 16.2)
place. For example, we now have a Mexico case penned
Global warming and Arctic boom (In Focus 17.1)
by two Mexico-based authors (see Integrative Case on
Farmacias Similares), and a China case written by a Finally, the PengAtlas allows you to conduct IB
China-based author (see Integrative Case on Ostnor). research using informative maps and other geographic
This edition also features a Russia case contributed by tools to enhance your learning. In addition, a series of
the world’s top two leading experts on Russian manage- new videos enhance the multi-media, fun aspects of
ment (see Integrative Case on Wikimart). learning (see below).
More Fun More Relevant

If you fear this book must be boring because it draws so So what? Most textbooks leave students to figure out
heavily on latest research, you are wrong. I have used a the crucial “so what?” question for themselves. In con-
clear, engaging, conversational style to tell the “story.” trast, I conclude every chapter with an action-packed
Relative to rival books, my chapters are shorter and section titled “Management Savvy.” Each section has
more lively. Some earlier users commented that read- at least one table (or slide) to summarize key learning
ing Global Business is like reading a “good magazine.” A points from a practical standpoint. No other IB book is
large number of interesting anecdotes have been woven so savvy and so relevant.
3
All my articles are listed at www.mikepeng.com and www.utdallas.edu
As a theme, ethics cuts through the book, with at least
/~mikepeng. Go to “Journal Articles.” one “Ethical Dilemma” feature and a series of Critical
Preface xi
Discussion Questions on ethics in each chapter. Finally, and other leading publications, as well as videos from
many chapters offer career advice for students. For sources such as the BBC and CBS and access to additional
example, Chapter 4 develops a resource-based view of the information from Business Insights. More information on
individual—that is, about you, the student. The upshot? the MindTap product is discussed later in this Preface.
You want to make yourself into an “untouchable,” some- Finally, I have directly drawn on my recent consult-
one who adds valuable, rare, and hard-to-imitate capa- ing experience to inject new insights. Chapter 1 Clos-
bilities indispensable to an organization. In other words, ing Case (“Two Scenarios of the Global Economy in
you want to make sure your job cannot be outsourced. 2050”) is adapted from a major consulting engagement
I completed for the UK Government Office for Science
as part of its two-year Future of Manufacturing project.
What’s New in the Integrative Case 2.2 (“Twelve Recommendations to
Fourth Edition? Enhance UK Export Competitiveness”) is a direct
excerpt from the final report submitted (coauthored
In addition to the completely updated content, the with Klaus Meyer). Table 3.4 (“Texas Instruments
fourth edition has (1) created a new video package, Guidelines on Gifts in China,” which is in the public
(2) dedicated more space to emerging economies, domain) is shared with me by a consulting client at TI.
(3) enhanced the quantity and variety of cases, and Overall, I am confident that students can directly bene-
(4) drawn directly on the author’s consulting experience. fit from such new insights gained from my consulting
First, a new video package has been created that is engagements with multinationals and governments.
tightly coupled with the content of the Opening and
Closing Cases for every chapter. Instructors can ask
students to watch such videos before class and answer
questions online, or to watch videos as a way to open or
MindTap
close class sessions. In short, students can “watch TV” Online resources are transforming many aspects of
and gain knowledge. everyday life and learning is not immune to the impact
Second, this edition builds on Global Business’ previ- of technology. Rather than simply take the book pages of
ous strengths by more prominently highlighting emerg- Global Business and place them on a screen to be accessed
ing economies. At least one Emerging Markets feature is via a PC, tablet, or smartphone, we have reset the con-
launched in every chapter. Many of the Integrative Cases tent and have adapted it to fully utilize the potential that
deal with emerging economies, such as Brazil, China, the medium allows. Students can highlight passages, take
Cuba, Mexico, Russia, Slovakia, Thailand, and Turkey. notes in the MindTap content, and compile their notes for
Numerous in-chapter features (Opening/Closing Cases, review in the EverNotes app. We have embedded assess-
In Focus, and Emerging Markets) deal with emerg- ments for each chapter as well as provide Flash Cards
ing economies other than those mentioned previously, for all of the key terms that provide feedback to students
such as the Czech Republic, Greenland, Guinea, India, and provide guidance so that they can address gaps in
Kenya, Liberia, Nigeria, Poland, Senegal, Sierra Leone, the course requirements. Faculty can use the results from
South Africa, Taiwan, Tanzania, and the United Arab the quizzes as well as using the Media Cases for assign-
Emirates. ments (see above) and utilize the assigned student work
Third, in response to students’ and instructors’ outside the classroom to benefit from a “flipped learn-
enthusiasm about the wide-ranging and globally relevant ing” approach that can result in more favorable outcomes
cases in previous editions, the fourth edition has further and more rewarding experiences for students and faculty.
enhanced the quantity and variety of cases. The variety Additional apps such as ConnectYard allow faculty to
has also been enhanced not only in terms of the geo- integrate social media capabilities into their course and
graphic diversity noted above, but also in terms of the are especially useful in online and hybrid course delivery.
mix of longer cases and shorter cases. In addition, I have As part of the MindTap product, we are not limited
pushed myself to more actively participate in case writ- to the page length limitation of a physical book.
ing. Finally, users of the online MindTap version of the Students certainly don’t enjoy carrying 1,000-page vol-
product will have access to Media Cases that pair the umes, and are also frustrated when material included
Opening and Closing chapter cases with news articles in the book is not assigned by the instructor. Since we
from sources such as the New York Times, The Economist, are not limited by length online, faculty will also have
xii Preface
access to numerous additional cases that they can kudos to these colleagues who have made Global Business
select and add to their course. We have also included more global.
additional homework assessments and unique pre- and At the Jindal School at UT Dallas, I appreciate
postcourse Global Literacy assessments that can be Naveen Jindal’s generous support to fund the Jindal
used to demonstrate student awareness of global busi- Chair. I thank my colleagues Shawn Carraher, Larry
ness knowledge. We want to thank Anne Magi of the Chasteen, Emily Choi, Tev Dalgic, Van Dam, Greg
University of Illinois at Chicago for her work on the Dess, Dave Ford, Richard Harrison, Maria Hasenhuttl,
homework and Global Literacy assessments. Charlie Hazzard, Jeff Hicks, Shalonda Hill, Seung-Hyun
Finally, users of MindTap will also have access to Lee, Sheen Levin, John Lin, Ginny Lopez-Kidwell, Livia
Business Insights: Global from Gale, which provides a Markóczy, Toyah Miller, Joe Picken, Orlando Richard,
rich online research tool. Jane Salk, Rajiv Shah, Eric Tsang, Habte Woldu, and
Jun Xia—as well as Hasan Pirkul (dean) and Varghese
Jacob (associate dean). I also thank my PhD students
Support Materials (Sergey Lebedev, Canan Mutlu, and Cristina Vlas) for
A full set of support materials is available for students their assistance. One colleague (Charlie Hazzard),
and adopting instructors: three PhD students (Pawinee Changphao, Sergey
●● Product Support Website Lebedev, and Canan Mutlu), and an EMBA student
●● Instructor’s Manual (Nagaraj Savithri) contributed excellent case materials.
●● Test Bank At Cengage Learning, I thank the “Peng team”
●● PowerPoint Slides that not only publishes Global Business, but also Global
●● MindTap (see above) Strategy: Erin Joyner, Vice President, Social Sciences
●● Peng DVD and Qualitative Business; Jason Fremder, Product
Director; Mike Roche, Senior Product Manager; John
Sarantakis, Content and Media Developer; Kristen
Acknowledgments Hurd, Marketing Director; Emily Horowitz, Market-
ing Manager; Chris Walz, Marketing Coordinator; Kim
As Global Business celebrates the launch of its fourth edi-
Kusnerak, Senior Content Production Manager.
tion, I first want to thank all the customers—instructors
In the academic community, I appreciate the metic-
and students around the world who have made the
ulous and excellent comments from the reviewers and
book’s success possible. A special thank you goes to
many colleagues and students who provided informal
Klaus Meyer (China Europe International Business
feedback to me on the book. It is especially gratifying
School, China) and Deepak Srivastava (Nirma Univer-
to receive unsolicited correspondence from students.
sity, India), who respectively spearheaded the adapta-
Space constraints force me to only acknowledge those
tion of the European, Middle Eastern, and African
who wrote me since the third edition, since those who
(EMEA) edition and the Indian edition. In China, a big
wrote me earlier were thanked in earlier editions.
thanks goes to Liu Yi (Shanghai Jiao Tong University),
(If you wrote me but I failed to mention your name
Xie En and Wang Longwei (Xi’an Jiaotong University),
here, my apologies—blame this on the volume of such
and Yi Jingtao (Renmin University of China). In
emails.)
Mexico, my heart-felt appreciation goes to two groups
of colleagues: (1) professional translators Ma. del Pilar Rosemary Bernal (Del Mar College, USA)
Carril Villarreal and Magda Elizabeth Treviño Rosales Santanu Borah (University of North Alabama, USA)
and (2) faculty colleagues who engaged in some tech- Thierry Brusselle (Chaffey Community College, USA)
nical revisions Claudia P. Gutiérrez Rojas (Tecnológico Lauren Carey (University of Miami, USA)
de Monterrey, Campus Estado de México), Mercedes Limin Chen (Wuhan University, China)
Muñoz (Tecnológico de Monterrey, Campus Santa Fe John Clarry (Rutgers University, USA)
y Estado de México), and Enrique Benjamín Franklin Ping Deng (Cleveland State University, USA)
Fincowski (Facultad de Contaduría y Administración, Robert Eberhart (Santa Clara University, USA)
Universidad Nacional Autónoma de México). They Gwyneth Edwards (HEC Montréal, Canada)
loved the book so much that they were willing to endure Felipe Fiuza (Florida Gulf Coast University, USA)
the pain of translating it into Chinese and Spanish. My Kenneth Fox (The Citadel, USA)
Preface xiii
Mike Geringer (Ohio University, USA) For the fourth edition, my gratitude goes to 23
C. Gopinath (O. P. Jindal Global University, India) colleagues who graciously contributed excellent case
Steve Hurst (Mount Hood Community College, USA) materials:
Anisul Islam (University of Houston, USA)
Ruth Ann Althaus (Ohio University, USA)
Michael Jacobsen (Copenhagen Business School,
Dirk Michael Boehe (University of Adelaide, Australia)
Denmark)
Charles Byles (Virginia Commonwealth Univer-
Sajal Kabiraj (Dongbei University of Finance and
sity, USA)
Economics, China)
Mauricio Cervantes (Tecnológico de Monterrey,
Ann Langlois (Palm Beach Atlantic University, USA)
Mexico)
Yumei Li (Southwest University, China)
Pawinee Changphao (University of Texas at Dallas,
Lianlian Lin (California State Polytechnic University,
USA)
USA)
Zhu Chen (SIA Energy, China)
Leonid Lisenco (University of Southern Denmark,
Charles Hazzard (University of Texas at Dallas, USA)
Denmark)
Sergey Lebedev (University of Texas at Dallas, USA)
Dong Liu (Georgia Institute of Technology, USA)
Daniel McCarthy (Northeastern University, USA)
David Liu (George Fox University, USA)
Klaus Meyer (China Europe International Business
Donna Lubrano (Newbury College, USA)
School, China)—two cases
David Lucero (Yantai University, China)
Miguel Montoya (Tecnológico de Monterrey, Mexico)
Charles Mambula (Langston University, USA)
Canan Mutlu (Kennesaw State University, USA)
Asmat Nizam (Universiti Utara, Malaysia)
Sheila Puffer (Northeastern University, USA)
Eydis Olsen (Drexel University, USA)
Alfred Rosenbloom (Dominican University, USA)
Jung-Min Park (University of Ulsan, South Korea)
Nagaraj Savithri (University of Texas at Dallas, USA)
Gongming Qian (Chinese University of Hong Kong,
Arnold Schuh (Vienna University of Economics and
China)
Business, Austria)
Surekha Rao (Indiana University Northwest, USA)
Weilei (Stone) Shi (Baruch College, City University
Pradeep Ray (University of New South Wales,
of New York, USA)
Australia)
Pek-Hooi Soh (Simon Fraser University, Canada)
Daniel Rottig (Florida Gulf Coast University, USA)
Sunny Li Sun (University of Missouri at Kansas City,
Henryk Sterniczuk (University of New Brunswick,
USA)
Canada)
Hao Tan (University of Newcastle, Australia)
David Stiles (University of Canterbury, New Zealand)
Yanli Zhang (Montclair State University, USA)
Anne Smith (University of Tennessee, USA)
Yanmei Zhu (Tongji University, China)
Clyde Stoltenberg (Wichita State University, USA)
David Zoogah (Morgan State University, USA)
Steve Strombeck (Azusa Pacific University, USA)
Vas Taras (University of North Carolina at Greens- Last, but by no means least, I thank my wife Agnes,
boro, USA) my daughter Grace, and my son James—to whom this
Rajaram Veliyath (Kennesaw State University, USA) book is dedicated. When the first edition was conceived,
Jose Vargas-Hernandez (Universidad de Guadala- Grace was three and James one. Now my 13-year-old
jara, Mexico) Grace is already a voracious reader and a prolific writer
Loren Vickery (Western Oregon University, USA) of young-adult novels, and my 11-year-old James can
George White (University of Michigan at Flint, USA) beat me in chess. Both are competitive swimmers and
Phil Wilton (University of Liverpool, UK) world travelers, having been to more than 30 countries.
Xiaohua Yang (University of San Francisco, USA) As a third- generation professor in my family, I can’t
Andrey Yukhanaev (Northumbria University, UK) help but wonder whether one (or both) of them will
Wu Zhan (University of Sydney, Australia) become a fourth- generation professor. To all of you, my
Man Zhang (Bowling Green State University, USA) thanks and my love.
About the Author
Mike W. Peng is the than 30 pieces in nonrefereed outlets, and five books.
Jindal Chair of Global Since the launch of Global Business’ third edition, he
Business Strategy at the has not only published in top IB journals, such as the
Jindal School of Manage- Academy of Management Journal, Journal of International
ment, University of Texas Business Studies, Journal of World Business, and Strate-
at Dallas. He is also a Na- gic Management Journal, but also in leading outlets in
tional Science Foundation entrepreneurship (Entrepreneurship Theory and Practice),
courtesy of Mike Peng
(NSF) CAREER Award ethics (Journal of Business Ethics), and human resources
winner and a Fellow of the (International Journal of Human Resource Management).
Academy of International Used in more than 30 countries, Professor Peng’s
Business (AIB). At UT best-selling textbooks, Global Business, Global Strategy,
Dallas, he has been the and GLOBAL, are global market leaders that have been
number-one contributor to the list of 45 top journals translated into Chinese, Portuguese, and Spanish.
tracked by Financial Times, which consistently ranks A European adaptation (with Klaus Meyer) and an
UT Dallas as a top 20 school in research worldwide. Indian adaptation (with Deepak Srivastava) have been
Professor Peng holds a bachelor’s degree from successfully launched.
Winona State University, Minnesota, and a PhD degree Truly global in scope, Professor Peng’s research
from the University of Washington, Seattle. He had pre- has investigated firm strategies in Africa, Asia Pacific,
viously served on the faculty at the Ohio State University, Central and Eastern Europe, and North America. He
University of Hawaii, and Chinese University of Hong is best known for his development of the institution-
Kong. He has taught in five states in the United States based view of strategy and his insights about the rise of
(Hawaii, Ohio, Tennessee, Texas, and Washington), as emerging economies such as China in global business.
well as in China, Hong Kong, and Vietnam. He has also With more than 18,000 Google citations and an H-index
held visiting or courtesy appointments in Australia, of 57, he is listed among The World’s Most Influential
Britain, China, Denmark, Hong Kong, and the United Scientific Minds (compiled by Thomson Reuters based
States, and lectured around the world. on citations covering 21 fields)—in the field of eco-
Professor Peng is one of the most-prolific and most- nomics and business, he is one of the only 95 world-class
influential scholars in international business (IB). scholars listed and the only IB textbook author listed.
Both the United Nations and the World Bank have Professor Peng is active in leadership positions. He
cited his work. During the decade 1996–2006, he was has served on the editorial boards of the AMJ, AMP,
the top seven contributor to IB’s number-one premier AMR, JIBS, JMS, JWB, and SMJ; and guest-edited a spe-
outlet: Journal of International Business Studies. In 2015, cial issue for the JMS. At AIB, he co-chaired the AIB/
he received the Journal of International Business Studies JIBS Frontiers Conference in San Diego (2006), guest-
Decade Award. A Journal of Management article found edited a JIBS special issue (2010), chaired the Emerging
him to be among the top 65 most widely cited manage- and Transition Economies track for the Nagoya confer-
ment scholars, and an Academy of Management Perspectives ence (2011), and chaired the Richard Farmer Best Dis-
study reported that he is the fourth most-influential sertation Award Committee for the Washington con-
management scholar among professors who obtained ference (2012). At the Strategic Management Society
their PhD since 1991. Overall, Professor Peng has pub- (SMS), he was elected to be the Global Strategy Interest
lished more than 120 articles in leading journals, more Group Chair (2008). He also co-chaired the SMS Special
xiv
About the Author xv
Conferences in Shanghai (2007) and in Sydney (2014). of Government, National Science Foundation of the
He served one term as Editor-in-Chief of the Asia Pacific United States, and Natural Science Foundation of
Journal of Management. He managed the successful bid to China), and national and international organizations
enter the Social Sciences Citation Index (SSCI), which (such as the UK Government Office for Science, US-
reported APJM’s first citation impact to be 3.4 and rated China Business Council, US Navy, and World Bank).
it as the top 18 among 140 management journals (by Professor Peng has received numerous honors,
citation impact factor) for 2010. In recognition of his sig- including an NSF CAREER Grant ($423,000), a US
nificant contributions, APJM has named its best paper Small Business Administration Best Paper Award, a
award the Mike Peng Best Paper Award. Currently, he is JIBS Decade Award, a (lifetime) Distinguished Scholar
a Senior Editor at the Journal of World Business. Award from the Southwestern Academy of Manage-
Professor Peng is also an active consultant, trainer, ment, a (lifetime) Scholarly Contribution Award from
and keynote speaker. He has provided on-the-job the International Association for Chinese Management
training to more than 400 professors. He has con- Research (IACMR), and a Best Paper Award named
sulted and been a keynote speaker for multinational after him. He has been quoted by The Economist, News-
enterprises (such as AstraZeneca, Berlitz, Nationwide, week, Dallas Morning News, Smart Business Dallas, Atlanta
SAFRAN, and Texas Instruments), nonprofit organi- Journal-Constitution, The Exporter Magazine, The World
zations (such as World Affairs Council of Dallas-Fort Journal, Business Times (Singapore), CEO-CIO (Beijing),
Worth), educational and funding organizations (such Sing Tao Daily (Vancouver), and Brasil Econômico (São
as Canada Research Chair, Harvard Kennedy School Paulo), as well as on the Voice of America.
© Lonely/Shutterstock.com
pa r t
1 Laying Foundations
iStockphoto.com/Harvepino
Chapters
1 Globalizing Business
2 Understanding Formal Institutions: Politics,

Laws, and Economics
3 Emphasizing Informal Institutions: Cultures,

Ethics, and Norms
4 Leveraging Resources and Capabilities
Chapter
1
The East India Company Limited
Learning Objectives
After studying this chapter, you should be able to
●● explain the concepts of international business
and global business, with a focus on emerging
economies.
●● give three reasons why it is important to study
global business.
●● articulate one fundamental question and
two core perspectives in the study of global
business.
●● identify three ways of understanding what
globalization is.
●● state the size of the global economy and its
broad trends, and understand your likely bias
in the globalization debate.
Globalizing Business
O p e n i n g C a s e Ethical
Dilemma
EmErging markEts: The Rebirth of the east india Company
Before picking up this book, the majority of readers are premium coffees and teas, artisan sweet and savory
likely to have already heard of the East India Company. biscuits, an exquisite range of chocolates, and gour-
Yes, we are talking about the East India Company, the met salts and sugars. While the old company obviously
colonial trading company that created British India, never had a website, the new one proudly announced
founded Hong Kong and Singapore, and introduced on its website:
tea, coffee, and chocolate to Britain and large parts of We see our role as bringing together the best the
the world. Wait a minute—as you scratch your head world has to offer; to create unique goods that
over your rusty memory from history books—wasn’t help people to explore and experience what’s out
the company dead? Yes, it was dead—or, technically, there. Products that help people see their world in
dissolved or nationalized in 1874 by the British govern- a different and better light. Products that have the
ment. But, no, it was not dead. power to amaze and astonish . . . The East India
After a hiatus of more than 130 years, the East Company made a wide range of elusive, exclusive,
India Company was reborn and relaunched in 2005 by and exotic ingredients familiar, affordable, and avail-
a visionary and entrepreneurial Indian businessman, able to the world; ingredients which today form
Sanjiv Mehta. With permissions granted by the UK part of our daily and national cuisines. Today we
Treasury for an undisclosed sum of money, Mumbai- continue to develop and market unique and innova-
born Mehta became the sole owner, chairman, and tive products that breathe life into the history of
CEO of the new East India Company, with the rights to the Company. We trade foods crafted by artisans
use the name and original trademarks. His goals were and specialists from around the world, with care-
to unlock and strengthen the potential value of the fully sourced ingredients, unique recipes, and dis-
world’s first multinational and the world’s first global tinguished provenances.
brand. In 2010, with much fanfare, the East India Com- Just like the old East India Company, the new
pany launched its first luxury fine foods store in the company is a “born global” enterprise, which immedi-
prestigious Mayfair district of London. In 2014, the East ately declared its intention to expand globally upon its
India Company set up a new boutique inside London’s launch. By 2014, it had expanded throughout Europe
most prestigious department store, Harrods—a format (Austria, Finland, France, Germany, the Netherlands,
called “store in store.” The initial products included Norway, and Spain), Asia Pacific (Australia, China,
4 Part One Laying Foundations
Hong Kong, Japan, Malaysia, and South Korea), and India. Granted a royal charter by Queen Elizabeth I in
the Middle East (Kuwait and Qatar). Its online store 1600, the old East India Company certainly benefitted
can deliver anywhere worldwide. Overall, in the first from formal backing of the state. Informally, the
five years since 2005, the East India Company spent brand still resonates with the 2.5 billion people in the
US$15 million to develop its new business. In 2011, British Commonwealth, especially Indians. Mehta
the Mahindra Group, one of India’s most respected was tremendously moved by the more than 14,000
business houses, acquired a minority stake in the East e-mails from Indians all over the world wishing him
India Company. After receiving capital injection from well when he announced the acquisition. In his own
Mahindra, the East India Company announced that it words: “I have not created the brand, history has cre-
would invest US$100 million in the next five years to ated it. I am just the curator of it.”
grow the iconic brand. Blending continuity and change, the saga of the
What had made the (old) East India Company East India Company continues. Mehta said he believed
such a household name? Obviously, the products the East India Company was the Google of its time.
it traded had to deliver value to be appreciated by But one reporter suggested, “Google is in fact the
customers around the world. At its peak, the com- East India Company of its modern era. Let’s see if
pany employed a third of the British labor force, con- Google is still around and having the same impact in
trolled half of the world’s trade, issued its own coins, 400 years’ time.”
managed an army of 200,000, and ruled 90 million
Sources: Based on (1) Arabian Business, 2014, The empire strikes
Indians. Its organizational capabilities were awe- back, October 4, www.arabianbusiness.com; (2) East India Company,
some. Equally important were its political abilities to 2014, EIC today, www.theeastindiacompany.com; (3) East India
Company, 2014, History, www.theeastindiacompany.com; (4) East
leverage and control the rules of the game around India Company, 2014, Press, www.theeastindiacompany.com; (5) East
India Company, 2014, History of fine foods, www.eicfinefoods.com;
the world, ranging from managing politicians back
(6) Economist, 2011, The Company that ruled the waves, December 17;
home in the UK to manipulating political intrigues in (7) Economist, 2014, Hidden gems, April 12.
How do firms such as the old and the new East India Company compete around the
world? How do they deal with the various rules of the game? What capabilities do they
have? How do they enter new markets? What determines their success and failure?
This book will address these and other important questions.
Learning Objective
Explain the concepts of
international business and
1-1 What Is Global Business?
global business, with a focus on 1-1a Defining International Business and Global Business
emerging economies.
Traditionally, international business (IB) is defined as a business (firm) that engages
International business (IB)
in international (cross-border) economic activities. It can also refer to the action
(1) A business (firm) that
engages in international (cross- of doing business abroad. The previous generation of IB textbooks almost always
border) economic activities, takes the foreign entrant’s perspective. Consequently, such books deal with issues
and/or (2) the action of doing such as how to enter foreign markets and how to select alliance partners. The most
business abroad. frequently discussed foreign entrant is the multinational enterprise (MNE), defined as
Multinational enterprise (MNE) a firm that engages in foreign direct investment (FDI) by directly investing in, control-
A firm that engages in foreign ling, and managing value-added activities in other countries.1 Of course, MNEs and
direct investment. their cross-border activities are important. But they only cover one aspect of IB—the
Foreign direct investment (FDI)
foreign side. Students educated by these books often come away with the impression
Investment in, controlling, and
that the other aspect of IB—namely, domestic firms—does not exist. Obviously, this
managing value-added activities is not true. Domestic firms do not just sit around in the face of foreign entrants. They
in other countries. often actively compete and/or collaborate with foreign entrants in their markets.
Chapter 1 Globalizing Business 5
Sometimes, strong domestic firms have also gone overseas themselves. Overall, focus-
ing on the foreign entrant side captures only one side of the coin at best.2
There are two key words in IB: international (I) and business (B).3 However,
many previous textbooks focus on the international aspect (the foreign entrant)
to such an extent that the business part (which also includes domestic business)
almost disappears. This is unfortunate, because IB is fundamentally about B (busi-
ness) in addition to being I. To put it differently, the IB course in the undergradu-
ate and MBA curricula at numerous business schools is probably the only one with
the word “business” in its title. All other courses are labeled management, mar-
keting, finance, and so on, representing one functional area but not the overall
picture of business. Does it matter? Of course! It means that your IB course is an
integrative course that can provide you with an overall business perspective (rather
than a functional view) grounded in a global environment. Therefore, it makes
sense that your textbook should give you both the I and B parts, not just the I part.
To cover both the I and the B parts, global business is defined in this book as
business around the globe—thus, the title of this book is Global Business (not IB).
In other words, global business includes both (1) international (cross-border) busi-
ness activities covered by traditional IB books and (2) domestic business activities.
Such deliberate blurring of the traditional boundaries separating international
and domestic business is increasingly important today, because many previously
domestic markets are now globalized.
Consider the competition in college textbooks, such as this Global Business book
you are studying now. Not long ago, competition among college business textbook
publishers was primarily on a nation-by-nation basis. The Big Three—Cengage
Learning (our publisher, which is the biggest in the college business textbook mar-
ket), Prentice Hall, and McGraw-Hill—primarily competed in the United States.
A different set of publishers competed in other countries. As a result, most text-
books studied by British students would be authored by British professors and pub-
lished by British publishers, most textbooks studied by Brazilian students would be
authored by Brazilian professors and published by Brazilian publishers, and so on.
Now Cengage Learning (under British and Canadian ownership), Pearson Prentice
Hall (under British ownership), and McGraw-Hill (under US ownership) have sig-
nificantly globalized their competition, thanks to the rising demand for high-quality
business textbooks in English. Around the globe, they are competing against each
other in many markets, publishing in multiple languages and versions. For instance,
Global Business and its sister books, Global Strategy, Global (paperback), and Interna-
tional Business (an adaptation for the European market), are published by different
subsidiaries in Chinese, Spanish, and Portuguese in addition to English, reaching
customers in more than 30 countries. Despite such worldwide spread of competition,
in each market—down to each school—textbook publishers have to compete locally.
Since no professor teaches globally and all students study locally, this means Global
Business has to win adoption every class, every semester. Overall, it becomes difficult
to tell in this competition what is international and what is domestic. Thus, “global”
seems to be a better word to capture the essence of this competition.
Global business
Business around the globe.
1-1b Global Business and Emerging Economies
Emerging economy
Global Business also differs from other books on IB because most of them focus A term that has gradually
on competition in developed economies. Here, by contrast, we devote extensive replaced the term “developing
space to competitive battles waged throughout emerging economies, a term that country” since the 1990s.
6 Part One Laying Foundations
has gradually replaced the term “developing countries” since the 1990s. Another
commonly used term is emerging markets (see PengAtlas Map 1). How important
Emerging market
are emerging economies? Collectively, they command 48% of world trade, attract
A term that is often used
interchangeably with “emerging
60% of FDI inflows, and generate 40% FDI outflows. Overall, emerging econo-
economy.” mies contribute approximately 50% of the global gross domestic product (GDP).4
In 1990, they accounted for less than one-third of a much smaller world GDP.
Purchasing power parity (PPP)
Note that this percentage is adjusted for purchasing power parity (PPP), which is
A conversion that determines
the equivalent amount of goods
an adjustment to reflect the differences in cost of living (see In Focus 1.1). Using
and services that different official (nominal) exchange rates without adjusting for PPP, emerging economies
currencies can purchase. contribute about 30% of the global GDP. Why is there such a huge difference
IN Focus 1.1
Setting the termS Straight
GDP, GNP, GNI, PPP—there is a bewildering vari- (see Chapter 7 for details). According to the Interna-
ety of acronyms that are used to measure economic tional Monetary Fund (IMF), the Swiss per capita GDP
development. It is useful to set these terms straight is US$81,276 based on official (nominal) exchange
before proceeding. Gross domestic product (GDP) is rates—a lot higher than the official US per capita GDP
measured as the sum of value added by resident of US$53,001. However, everything is more expen-
firms, households, and governments operating in an sive in Switzerland. A Big Mac costs US$6.83 in Swit-
economy. For example, the value added by foreign- zerland versus US$4.80 in the United States. Thus,
owned firms operating in Mexico would be counted Switzerland’s per capita GDP based on PPP shrinks to
as part of Mexico’s GDP. However, the earnings of US$53,977—only slightly higher than the US per capita
non-resident sources that are sent back to Mexico GDP based on PPP of US$53,001 (the IMF uses the
(such as earnings of Mexicans who do not live and United States as a benchmark in PPP calculation, which
work in Mexico, and dividends received by Mexicans does not change from the nominal number).
who own non-Mexican stocks) are not included in One of the most recent and probably most important
Mexico’s GDP. One measure that captures this is debates concerns the size of the Chinese GDP. Calcula-
gross national product (GNP). Recently, the World Bank tions based on the nominal exchange rates would find
and other international organizations have used a new China’s GDP to be 47% of the US GDP. But new calcula-
term, gross national income (GNI), to supersede GNP. tions based on PPP released by the World Bank in 2014
Conceptually, there is no difference between GNI and reported China’s GDP to be 87% as large as the US GDP.
GNP. What exactly is GNI/GNP? It comprises GDP Given that the Chinese economy grows a lot more quickly
plus income from non-resident sources abroad. than the US economy, some experts believe that China
While GDP, GNP, and now GNI are often used may become the world’s largest economy by the time
as yardsticks of economic development, differences you read this book—as opposed to in the next decade
in cost of living make such a direct comparison less or so (see the Closing Case). Overall, when you read sta-
meaningful. A dollar of spending in Thailand can buy tistics about GDP, GNP, and GNI, always pay attention to
a lot more than in Japan. Therefore, conversion based whether these numbers are based on official exchange
on purchasing power parity (PPP) is often necessary. rates or PPP, which can make a huge difference.
The PPP between two countries is the rate at which
Sources: Based on (1) Bloomberg Businessweek, 2014, Recognizing
the currency of one country needs to be converted into
China’s clout, May 12: 14; (2) Economist, 2014, Calculating European
that of a second country to ensure that a given amount GDP, August 23: 68–69; (3) Economist, 2014, The dragon takes wing,
May 3: 65; (3) Economist, 2014, The Big Mac index, July 26: 61; (4)
of the first country’s currency will purchase the same International Monetary Fund, 2014, Report for Selected Countries and
volume of goods and services in the second country Subjects (PPP Valuation of Country GDP), October, Washington, DC.
Chapter 1 Globalizing Business 7
between the two measures? Because the cost of living (such as housing and hair-
cuts) in emerging economies tends to be lower than that in developed economies.
For instance, US$1 spent in Mexico can buy a lot more than US$1 spent in the
United States.
Of many emerging economies, Brazil, Russia, India, and China—commonly
referred to as BRIC—command more attention. With the addition of South Africa,
BRIC becomes BRICS. As a group, BRICS countries have 40% of the world’s popu- atlas
lation, cover a quarter of the world’s land area, and contribute more than 25%
of global GDP (on a PPP basis). In addition to BRICS, other interesting terms
include BRICM (BRIC 1 Mexico), BRICET (BRIC 1 Eastern Europe and Turkey),
and Next Eleven (N-11—consisting of Bangladesh, Egypt, Indonesia, Iran, Korea,
Mexico, Nigeria, Pakistan, the Philippines, Turkey, and Vietnam).
Does it make sense to group together as “emerging economies” so many
countries with tremendous diversity in terms of history, geography, politics,
and economics? As compared to developed economies, the label of “emerging
economies,” rightly or wrongly, has emphasized the presumably homogenous
nature of so many different countries. While this single label has been useful,
more recent research has endeavored to enrich it. Specifically, the two dimen-
sions illustrated in Figure 1.1 can help us differentiate various emerging econ-
omies. 5 Vertically, the development of market-supporting political, legal, and
economic institutions has been noted as a crucial dimension of institutional
transitions. Horizontally, the development of infrastructure and factor markets
is also crucial.
Traditional (or stereotypical) emerging economies suffer from both the lack of
institutional development and the lack of infrastructure and factor market devel-
opment. Most emerging economies 20 years ago would have fit this description.
Today, some emerging economies still have made relatively little progress along
these two dimensions (such as Belarus and Zimbabwe).
However, much has changed. A great deal of institutional development and infra-
structure and factor market development has taken place. Such wide-ranging devel-
opment has resulted in the emergence of a class of mid-range emerging economies Gross domestic product (GDP)
The sum of value added by
resident firms, households, and
Figure 1.1 a typology of emerging economies governments operating in an
economy.
Gross national product (GNP)

Newly
Strong
Mid-Range GDP plus income from non-

Emerging Developed
Institutional Development
Economies resident sources abroad.

Economies
(e.g., INDIA) (e.g., SOUTH
Mid-Range KOREA) Gross national income (GNI)
Emerging
Economies
GDP plus income from non-
(e.g., BRAZIL, resident sources abroad. GNI
RUSSIA) is the term used by the World
Traditional Mid-Range
Bank and other international
Weak
Emerging Emerging
Economies Economies organizations to supersede the
(e.g., BELARUS) (e.g., CHINA) term GNP.
BRIC
Less More Brazil, Russia, India, and China.
Infrastructure and Factor Market Development
BRICS
Source: Adapted from R. Hoskisson, M. Wright, I. Filatotchev, & M. W. Peng, 2013, Emerging multinationals from
mid-range economies: The influence of institutions and factor markets (p. 1297), Journal of Management Studies, 50: Brazil, Russia, India, China, and
1295–1321. South Africa.
Another random document with
no related content on Scribd:
New-York, 6 décembre.
Toujours ici en expectative. J’ai déjà vu la plus grande partie des

monuments, établissements publics et privés de New-York et
recueilli une foule de renseignements sur toutes choses ; mais je n’ai
ni le temps ni le désir de décrire une cité tant de fois décrite.
Je dirai seulement quelques mots du monde américain, sur
lequel, soit dit en passant, on a généralement des idées assez
fausses chez nous, et que le grand succès de l’Oncle Sam de
Victorien Sardou a été loin de redresser.
Le moment actuel est la pleine saison des bals, soirées,
réunions, réceptions, et tout autant, sinon plus qu’à Paris, l’hiver à
New-York est mondain à l’extrême. Mais ici n’est pas mondain qui
veut.
Nous nous imaginons volontiers que, dans cette société ultra-
démocratique par ses principes avoués, ce qu’on nomme en France
« le monde » est un mélange confus de tout ce qui a de l’argent ou
une situation, que les salons sont des caravansérails, où l’on entre
et d’où l’on sort à son gré, que chacun se meut à la seule règle de
sa fantaisie, ainsi que la foule sur une place publique un jour de fête.
Jamais préjugé ne fut aussi peu fondé, car, plus que dans tout
autre pays, les castes aux États-Unis sont tranchées, les détails des
origines de chaque famille étudiés et commentés, et nulle part,
j’entends au point de vue des relations, les nuances ne sont plus
sensibles et la fusion des groupes difficile, lors même que la
puissance incontestable du « dieu dollar » veut établir l’égalité
sociale entre les gens « comme il faut » et ceux qui ne le sont pas.
Le critérium le plus important de ces degrés d’aristocratie
mondaine est l’ancienneté des familles. On tient compte,
assurément, des traditions qui s’y sont perpétuées ou éteintes, du
rôle que ses membres ont joué, des situations qu’ils ont occupées ;
mais, en principe, les descendants des signataires de la déclaration
d’indépendance sont du « grand monde », comme diraient nos
bourgeois, et les descendants d’un émigré de la veille, s’il ne s’est
allié à l’une de ces familles qui prennent rang au-dessus des autres,
ne sont pas du monde du tout.
En un mot, politiquement et civilement, tous les Américains sont
égaux, mais socialement ils ne le sont pas ; aussi faut-il le tremplin
de bien des millions pour franchir les barrières qui marquent les
différents niveaux de castes très jalouses de leurs théoriques
privilèges.
On s’est beaucoup émerveillé chez nous, — et beaucoup amusé,
— des coutumes américaines qui permettent tant de liberté aux
jeunes gens des deux sexes dans leurs rapports mutuels. Cette
liberté, assure-t-on ici, ne dépasse jamais les bornes de la plus
stricte convenance. « Jamais » est probablement beaucoup dire, les
exemples cependant ne prouvent rien, étant susceptibles de
confirmer les exceptions aussi bien que les règles, suivant la
manière dont on les choisit. Il est certain qu’à New-York, comme
dans toute l’Amérique, une jeune fille peut sortir seule, aller d’un
bout de la ville à l’autre, sans qu’un regard impertinent, une parole
offensante la fasse rougir.
C’est affaire d’habitude. Au Japon, les Européens se plaisent à
aller dans les bains publics regarder les dames qui se baignent
toutes nues ; ils en rient à gorge déployée, et pendant ce temps-là
les Japonais et les Japonaises rient d’aussi bon cœur de notre
étonnement, parce qu’ils ne le comprennent pas et qu’ils le trouvent
ridicule.
Les coutumes sociales, dans tous les pays, sont basées sur un
certain nombre de « telle chose ne se fait pas », qui deviennent bien
vite pour tout le monde, et à tous les degrés, la loi et les prophètes.
A New-York, on rencontre à chaque instant des jeunes femmes et
des jeunes filles seules, occupées à faire des emplettes ou des
visites ; on trouve cela tout naturel parce qu’on y est habitué, et on
se garde de les importuner parce que « cela ne se fait pas. » Et c’est
la meilleure des raisons. Cette liberté, qui nous semble
extraordinaire, a pour conséquences des usages bien éloignés des
nôtres. Telles sont les soirées données ailleurs que chez soi : les
maisons américaines étant petites et le nombre des amis étant
parfois considérable, si on a cependant assez de fortune pour
pouvoir donner un bal, on invite son monde chez Delmonico, — le
Bignon de New-York ; — on y trouve un superbe appartement,
musique, souper, service, une entrée privée où, pour ce jour-là, vos
amis seuls ont accès. Quand on a bien dansé, causé et flirté, chacun
prend sa voiture, la maîtresse de la maison comme les autres, et on
rentre tranquillement chez soi.
Votre cercle de relations est-il très étendu, vous faites mieux
encore : la jeunesse seule est invitée ; les papas et les mamans,
débarrassés de l’insupportable corvée qu’ils font en France avec tant
de résignation, restent paisiblement au logis ; mademoiselle va au
bal avec son frère, si elle en a un ; sinon, une femme de chambre
l’accompagne jusqu’au vestiaire et elle trouve toujours là quelque
jeune femme de ses amies avec laquelle elle fait son entrée.
La saison des bals commence après le jour du « Thanks giving »,
qui est ordinairement le dernier jeudi du mois de novembre. L’ancien
usage, encore très suivi, veut qu’en ce jour chaque famille se
réunisse au complet, après avoir rendu grâce à Dieu pour les
bonnes récoltes et les bienfaits reçus pendant l’année. Alors se
succèdent les réceptions d’après-midi, les grands dîners et les bals,
et cela dure jusqu’au carême.
Un trait assez remarquable de la société de New-York est la
coutume des soirées « par abonnement. » Des invitations anonymes,
au moins dans la forme, sont adressées portant les mystiques
initiales F. C. D. C. (Family Circle Dancing Class), et la famille qui les
reçoit souscrit ou ne souscrit pas à quatre réunions dansantes, dans
lesquelles on est sûr de ne trouver que des gens du meilleur monde.
Un autre jour, c’est le Common sense qui envoie des cartes : encore
un bal par souscription. Quelquefois, c’est une réunion de skating,
toujours organisée d’après le même système.
Cela est bizarre, j’en conviens ; mais le premier résultat de ces
habitudes est d’amener les jeunes gens à aller davantage dans le
monde, de s’y faire plus facilement connaître et apprécier, de s’y
créer plus jeunes des relations et d’y tenir déjà une place à un âge
où nous ne les comptons pour rien, ce qui les ennuie et par
conséquent les éloigne.
Parmi les plus célèbres bals fondés à New-York, on cite ceux des
« Patriarches ». Ce sont trente pères de famille qui souscrivent une
certaine somme et ont chacun la disposition de sept billets à
distribuer entre leurs amis. Les bals des Patriarches sont donnés
chez Delmonico ; ce sont les plus élégants et les plus recherchés. Il
y en a trois par saison.
Inutile de parler des modes. On ne connaît ici que les nôtres. Les
belles Américaines y ajoutent un caractère de hardiesse fantaisiste,
qui fait de leurs toilettes des chefs-d’œuvre de grâce, quand une
mauvaise inspiration ne les amène pas au ridicule.
La vie des clubs à New-York est à peu près la même que dans
les grandes villes européennes. Le plus beau de tous est le Union
Club ; c’est le rendez-vous des fashionables et des knickerbockers,
fils des premiers colons de la ville, très fiers des droits qu’ils ont sur
le sol natal, et grands gastronomes, à en juger par la respectable
réputation culinaire du Union Club. Le Loyal League est un club
presque exclusivement politique, hanté par l’élément républicain, en
opposition avec le Manhattan, club des démocrates. Il faut citer
aussi le Century, qui a beaucoup d’analogie avec notre cercle des
Mirlitons ; c’est une réunion purement littéraire et artistique, dans
laquelle l’admission est fort difficile. J’en passe un grand nombre
plus ou moins importants, mais qui ne viennent qu’en seconde ligne
après ceux-ci.
La saison des bals est aussi celle des expositions ; j’en ai vu une
ces jours-ci dans laquelle les noms de Dupré, de Jacques, de Vibert,
de Bouguereau, de Cot tenaient la première place, et dont le produit
était destiné à subventionner une école d’art décoratif, qui, fondée
depuis deux ans seulement, paraît avoir donné d’assez beaux
résultats.
. . . . . . . . . . . . . . . . . . . .
A bord du Labrador, 10 janvier 1879.
Nos craintes se sont, hélas ! réalisées. Notre voyage est

interrompu, et cette belle expédition, si intéressante et si heureuse
jusqu’à ce jour, ne se continue pas. La Junon, toujours à Panama,
alors que nous la croyions en route pour San-Francisco, où nous
devions l’y rejoindre, vient d’être rendue à ses propriétaires. Elle va
refaire, sans nous, le chemin que nos jeunes enthousiasmes avaient
tant égayé.
Les compagnons du tour du monde sont déjà dispersés ;
quelques-uns ont continué leur voyage par les voies ordinaires ;
d’autres ont déjà regagné la France, où le Labrador me ramène en
ce moment.
La Société des voyages d’études a été gravement atteinte par les
manœuvres de la compagnie à laquelle elle avait affrété la Junon.
Notre expédition avait été cependant organisée par des hommes de
haute valeur et d’une honorabilité indiscutable ; dans tous les pays
que nous avons traversés, elle avait recueilli les plus sincères et les
plus vifs témoignages de sympathie ; mais partout des annonces
ambiguës, insérées par les armateurs dans les journaux locaux, des
bruits malveillants répandus, des demandes d’arrêt du navire
expédiées en réponse aux protestations de la Société, devaient lui
porter un grand préjudice. Le dommage ne tarda pas à se traduire
par des pertes d’argent ; car, même dans les ports où le mouvement
commercial était le plus actif, la Junon ne put prendre de fret.
Nous l’avons vue, à Montevideo, par exemple, venant de se voir
retirer un chargement promis, obligée d’acheter des pierres pour
lester le navire, et perdant par cela même, avec les recettes
légitimement espérées, le crédit auquel elle avait droit.
Quand nous atteignîmes Panama, cette situation était devenue
trop grave pour pouvoir se prolonger. La Société des voyages, à
découvert d’une somme de plus de 200,000 francs remise aux
armateurs, se résolut à leur rendre le navire, en les déclarant
responsables des conséquences.
Quels motifs ont pu dicter la conduite des propriétaires de la
Junon ? N’y aurait-il donc là qu’un esprit de mercantilisme exagéré,
une appréciation étroite et fausse des éléments matériels et moraux
de l’entreprise ?… Il nous est impossible de trouver d’autres raisons.
Quelles qu’elles soient, il est triste de penser que c’est seulement de
notre pays que sont survenus les obstacles.
J’ai ici le droit et le devoir de constater les efforts loyaux et
énergiques de notre commandant pour faire cesser une persécution
à laquelle il n’a jamais fourni aucun prétexte et qui a commencé
avec le voyage lui-même. Je dois également rendre hommage à ses
solides qualités de marin, à celles du personnel qu’il avait choisi.
Nous leur devons d’avoir fait 5,000 lieues dans les parages les plus
variés, parfois les plus difficiles, sans une avarie, sans un accident et
sans perdre un seul homme.
. . . . . . . . . . . . . . . . . . . .
Donc, lecteur, pardonnez-moi si je manque à ma promesse. Je
m’étais engagé à vous faire faire le tour du monde. Hélas ! nous n’en
avons fait qu’un peu plus du tiers, et parmi mes voyages à travers
trois autres continents, c’est le premier où il m’arrive de ne point
atteindre le port… Infidèle Junon !
En ce moment, le magnifique Labrador roule et bondit sur les
vagues du fougueux Atlantique. Sa mâture « chante » sous les
efforts de la tempête ; son large pont est balayé par les eaux, des
stalactites de glace pendent à tous les agrès, et de violentes rafales
de neige ajoutent encore à la difficulté des manœuvres… Mais, bah !
nous en avons vu bien d’autres.
Encore huit jours de patience et nous allons revoir la patrie, nos

familles, nos amis. — C’est égal, je n’en reviens pas encore… d’en
revenir sitôt !
TABLE
Pages
De Marseille à Gibraltar 1
Gibraltar 17
Les îles Madère 29
De Madère à Rio-de-Janeiro 49
Rio-de-Janeiro 85
Rio-de-Janeiro. (Suite.) 107
Montevideo 133
Buenos-Ayres 159
Le détroit de Magellan 189
Les canaux latéraux des côtes de la Patagonie 215
Au Chili. Valparaiso et Santiago 239
Au Pérou. Le Callao et Lima 275
Au Pérou. Le Callao et Lima. (Suite.) 299
Panama 321
New-York 341
Paris. — Imp. Ve P. Larousse et Cie, rue Montparnasse, 19.

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Preface ix Chapter 4: Leveraging Resources

An Institution-Based View of Global 1.5 Bank Scandals: Bad Apples versus

Political Systems 44 1.6 Occidental Petroleum (Oxy): From

Ownership Advantages 188 Part 3 Strategizing Around

Evolution of the International Monetary Management Savvy 312

Chapter 13: Strategizing, Structuring, Compensation and Performance Appraisal 490

and two core perspectives. The big question is: What 2

More Fun More Relevant

2 Understanding Formal Institutions: Politics,

3 Emphasizing Informal Institutions: Cultures,

4 Leveraging Resources and Capabilities

Gross national product (GNP)

Mid-Range GDP plus income from non-

Economies resident sources abroad.

Toujours ici en expectative. J’ai déjà vu la plus grande partie des

Nos craintes se sont, hélas ! réalisées. Notre voyage est

Encore huit jours de patience et nous allons revoir la patrie, nos

Paris. — Imp. Ve P. Larousse et Cie, rue Montparnasse, 19.

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Creating the works from print editions not protected by U.S.

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