BOOK REVIEWSS

Gordon, John S. and Jack R. Arnold, Profitable Exporting: A Complete Guide to Marketing Your Products Abroad, New York: John Wiley &; Sons, 1988, vii + 358 pages.

Haggard, Stephan and Chung-in Moon (Eds.), Pacific Dynamics: The International Politics of Industrial Change, Boulder, CO: Westview Press, 1989, ix + 389 pages.

Eichengreen, Barry, and Lindert, Peter H. (Eds.), The International Debt Crisis in Historical Perspective, Cambridge, MA: MIT Press, 1989, 282 pages.

Cohen, Richard, World Trade and Payments Cycles: The Advance and Retreat of the Postwar Order, New York: Praeger Publishers, 1989, xxiii + 229 pages.

Schaffer, Matt, Winning the Countertrade War: New Export Strategies for America, New York: John Wiley and Sons, 1989, xvii + 226 pages.

Grimwade, Nigel, International Trade: New Patterns of Trade Production and Investment, New York: Routledge, 1989, xv + 459 pages.

Salvatore, Dominick, International Economics, 3rd ed. New York: Macmillan Publishing Company, 1990, xxxii + 695 pages.

Hibbert, Edgar P., The Management of International Trade Promotion, London: Routledge, 1990, x + 287 pages.

United Nations Centre on Transnational Corporations, Services and Development: The Role of Foreign Direct Investment and Trade, New York: United Nations, 1989, x + 181 pages.

Friedländer, Michael (Ed.), Foreign Trade in Eastern Europe and the Soviet Union, Boulder, CO: Westview Press, 1990, xiii + 241 pages.

Rollo, J. M. C., The New Eastern Europe: Western Responses, New York: Council on Foreign Relations Press, 1990, 137 pages.

Gill, William J., Trade Wars Against America: A History of United States Trade and Monetary Policy, New York: Praeger, 1990, xvi + 325 pages.

Destler, I. M., and C. Randall Henning, Dollar Politics: Exchange Rate Policy-making in the United States, Washington, DC: Institute for International Economics, 1989, xi + 174 pages.

Schott, Jeffrey J. (Ed.), Completing the Uruguay Round, Washington, DC: Institute for International Economics, 1990, x + 223 pages.     

Management of the political imperative in international business

In this paper we develop a framework for analyzing the political imperative. We argue that the effects of the political imperative on the firm will be a function of industry structure. Strategies that management employs in coping with the political imperative are a function of its impact on the firm and the firm's strategic predisposition. We also speculate on why strategic predisposition may lead firms to employ strategies that are not responsive to the demands of the political imperative.     

Rent seekers in the U.S. international trade commission escape clause investigations

This article addresses the question of the political and economic characteristics of firms that are active in filing escape clause petitions. Filing an escape clause petition is considered to be a part of a political rent seeking strategy of a firm. The sample consists of publicly traded firms in industries in which escape clause petitions were filed 1975–1986. The results of a logit analysis suggest that firms active in the petitioning process tend to be profitable and dependent on the petitioned product. We also find tentative support that these firms are in concentrated industries and have Washington offices. These results raise some questions about the utility of the escape clause in providing aid for those firms that it is intended to help.     

THE POLITICAL EMBEDDEDNESS OF PRIVATE ECONOMIC TRANSACTIONS*

Governments are able to manipulate economic transactions in order to achieve foreign policy goals. This article addresses the question: can managers of multinational enterprises (MNEs) structure economic transactions in ways that will limit the costs resulting from government intervention? Using a transaction cost framework, the efficiency of alternative structures (exporting, joint ventures, licensing, or wholly owned subsidiaries) for protecting a firm's interests are assessed. We argue that the traditional focus on the dyadic relationship between supplier and buyer misses sources of transaction costs; by conceptualizing economic transactions as embedded in a political context, additional sources of transaction costs are revealed. We examine three cases of home government intervention in US MNE transactions with the Soviet Union. We find that the full range of structural alternatives is affected by government sanctions, although sanctions are imposed on exporting relationships first and removed last. We find that MNEs are, therefore, beginning to insulate international transactions by making their overseas subsidiaries more independent of US technology and supplies with the hope that the US government will be less likely to impose its will extraterritorially by intervening in foreign subsidiaries’private economic transactions.     

Global mind-sets and cognitive shift in a complex multinational corporation

This article investigates attitudes that underlie international strategy processes. We propose survey scales of these attitudes and describe tests that support their reliability and validity as measures of constructs—including integration, responsiveness, and coordination—that researchers have used for many years in case analyses of international strategy and organization. We also propose and validate scales to capture the perceived alignment with firms' international objectives of key business policies that affect individuals, including accountability for global results, career opportunity and a globally shared meaning system that informs communication and discussion about change. Our discussion of these tests offers an assessment of how changing patterns of association among the measures over time conform to expectations generated by the case-based empirical literature. We argue that these patterns document a process of organizational learning that can link managers' mind-sets with senior managers' intentions in the course of proactive international strategic change. The analysis relies on survey responses taken in 1992 and 1995 from 370 managers in 13 country affiliates and the head office of a U.S.-based diversified multinational corporation (DMNC). © 1998 John Wiley & Sons, Ltd.