By Jack Snyder
Overextension is the typical pitfall of empires. Why does it happen? What are the forces that reason the good powers of the commercial period to pursue competitive international rules? Jack Snyder identifies recurrent myths of empire, describes the forms of overextension to which they lead, and criticizes the normal motives provided via historians and political scientists.
He checks 3 competing theories—realism, misperception, and family coalition politics—against 5 distinctive case reports: early twentieth-century Germany, Japan within the interwar interval, nice Britain within the Victorian period, the Soviet Union after global struggle II, and the us throughout the chilly warfare. The ensuing insights run counter to a lot that has been written approximately those it seems that well-known situations of empire building.
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Additional resources for Myths of Empire: Domestic Politics and International Ambition (Cornell Studies in Security Affairs)
Simple” Versus “Complex” Globalization Today’s “Complex Globalization” Cross-border trade in raw materials Yesterday’s “Simple Globalization” Geographic dispersion of internal value chain activities, coupled with cross-border trade in intermediate goods and services Cross-border trade in finished goods Yesterday’s “Simple Globalization” dress, different activities in the value chain are dispersed over several countries, creating a situation wherein trade in intermediate goods and services may well exceed the final trade in finished goods.
How should you reduce the existing suboptimalities? Countries differ in cost structures, in ways of looking at the world, and in the pool of talent and ideas being generated on an ongoing basis. Capturing the comparative advantages of countries effectively and efficiently can create significant competitive advantage for your company. Witness the case of Nike, which must constantly scout for the lowestcost manufacturing locations, and Microsoft, which must constantly scout for the best software talent wherever it may reside.
By definition, tighter integration between a subsidiary and the rest of the global network increases the degree of mutual interdependence between them. In this context of high interdependence, it becomes crucial that the subsidiary and the network pursue shared goals and that the firm be able to reshape the subsidiary according to the changing needs of the rest of the network. Shared ownership of the local subsidiary puts major constraints on the firm’s ability to achieve such congruence in goals and on its freedom to reshape the subsidiary operations when needed.