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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 P&G 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 R&D 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
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