Transnational Management: Text, Cases Readings in Cross-Border Management - Bartlett, Christopher A. / Ghoshal, Sumantra / Beamish, Paul W.
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TRANSNATIONAL MANAGEMENT focuses on the management challenges associated with developing strategies and managing the operations of companies whose activities stretch across national boundaries. The purpose of this book is to provide a conceptual framework of the interplay between the multinational corporation, the countries in which it does business, and the competitive environment in which it operates. Through text narrative, cases, and readings, the authors skillfully examine the development of strategy, organizational capabilities, and management challenges for operating in the global…mehr

Produktbeschreibung
TRANSNATIONAL MANAGEMENT focuses on the management challenges associated with developing strategies and managing the operations of companies whose activities stretch across national boundaries. The purpose of this book is to provide a conceptual framework of the interplay between the multinational corporation, the countries in which it does business, and the competitive environment in which it operates. Through text narrative, cases, and readings, the authors skillfully examine the development of strategy, organizational capabilities, and management challenges for operating in the global economy.

Table of contents:
Part 1: The Strategic Imperatives

Chapter 1: Expanding Abroad: Motivations, Means, and Mentalities

Cases

1-1 Cameron Auto Parts (A) — Revised

1-2 Jollibee Foods Corporation (A): International Expansion

1-3 Acer, Inc: Taiwan's Rampaging Dragon

Readings

1-1 The Tortuous Evolution of the Multinational Corporation

1-2 Distance Still Matters: The Hard Reality of Global Expansion

1-3 Going Global: Lessons from Late Movers

Chapter 2: Understanding the International Context: Responding to Conflicting Environmental Forces

Cases

2-1 Hitting the Wall: Nike and International Labor Practices

2-2 Global Wine Wars: New World Challenges Old (A)

2-3 HSBC Holdings

Readings

2-1 Culture and Organization

2-2 Clusters and the New Economics of Competition

2-3 Beyond Offshoring: Assess Your Company’s Global Potential

Chapter 3: Developing Transnational Strategies: Building Layers of Competitive Advantage

Cases

3-1 TCL Multimedia

3-2 The Global Branding of Stella Artois

3-3 The Globalization of CEMEX

3-4 General Electric Medical Systems, 2002

Readings

3-1 The Forgotten Strategy

3-2 Global Strategy...in a World of Nations?

3-3 Competition in Global Industries: A Conceptual Framework

Part 2: The Organizational Challenge

Chapter 4: Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility

Cases

4-1 Philips versus Matsushita: A New Century, a New Round

4-2 Rudi Gassner and the Executive Committee of BMG International (B)

4-3 Bombardier Transportation and the Adtranz Acquisition

4-4 World Vision International’s AIDS Initiative: Challenging a Global Partnership

Readings

4-1 Making Global Strategies Work

4-2 Building Ambidexterity into an Organization

4-3 Matrix Management: Not a Structure, a Frame of Mind

Chapter 5: Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge Management

Cases

5-1 Time Warner Inc. and the ORC Patents

5-2 PG Japan: The SK-II Globalization Project

5-3 McKinsey Company: Managing Knowledge and Learning

5-4 The Transformation of BP

Readings

5-1 Unleash Innovation in Foreign Subsidiaries

5-2 Connect and Develop: Inside Proctor Gamble's New Model for Innovation

5-3 Building Effective RD Capabilities Abroad

Chapter 6: Engaging in Cross Border Collaboration: Managing across Corporate Boundaries

Cases

6-1 Nora-Sakari: A Proposed JV in Malaysia (Revised)

6-2 Renault/Nissan: The Making of a Global Alliance

6-3 Eli Lilly in India: Rethinking the Joint Venture Strategy

Readings

6-1 The Design and Management of International Joint Ventures

6-2 Collaborate Your Competitors — and Win

Part 3: The Managerial Implications

Chapter 7: Implementing the Strategy: Building Multidimensional Capabilities

Cases

7-1 Larson in Nigeria (Revised)

7-2 BRL Hardy: Globalizing an Australian Wine Company

7-3 Silvio Napoli at Schindler India

7-4 Taming the Dragon: Cummins in China (Condensed) Readings

7-1 Local Memoirs of a Global Manager

7-2 Tap Your Subsidiaries for Global Reach

Chapter 8: The Future of the Transnational: An Evolving Global Role

Cases

8-1 IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor (A)

8-2 Genzyme’s Gaucher Initiative: Global Risk and Responsibility

Readings

8-1 The Myth of the Generic Manager: New Personal Competencies for New Management Roles

8-2 Serving the World’s Poor
Autorenporträt
PAUL W. BEAMISH is Associate Dean – Research and a Professor in International Business at the Richard Ivey School of Business, The University of Western Ontario, London, Canada. During 1993-97 he served as Editor-in-Chief of the Journal of International Business Studies (JIBS). He is the author or co-author of over 100 publications in the international strategy area and series editor of 32 volumes of cases for China. In 1997 he was recognized as one of the top three contributors worldwide to the international strategic management literature in the previous decade. His work has also received awards from the Academy of Management, Academy of International Business, European Foundation for Management Development, and the Administrative Sciences Association of Canada. He is also the founding Director of Ivey’s Asian Management Institute.