Transnational Management: Text, Cases & Readings in Cross-Border Management

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9780078137112: Transnational Management: Text, Cases & Readings in Cross-Border Management

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 showing 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.

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L'autore:

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.

Contenuti:

Part 1 The Strategic Imperatives

Chapter 1 Expanding Abroad: Motivations, Means, and Mentalities

Case 1-1 Lincoln Electric

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

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

Case 1-4 Research in Motion: Managing Explosive Growth

Reading 1-1 The Tortuous Evolution of the Multinational Corporation

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

Reading 1-3 When You Shouldn't Go Global

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

Case 2-1 Global Wine Wars 2009: New World versus Old

Case 2-2 The Globalization of CEMEX

Case 2-3 Mattel and the Toy Recalls (A)

Reading 2-1 Culture and Organization

Reading 2-2 Clusters and the New Economics of Competition

Chapter 3 Developing Transnational Strategies: Building Layers of Competitive Advantage

Case 3-1 Marketing the "$100 Laptop" (A)

Case 3-2 Global Branding of Stella Artois

Case 3-3 GE's Imagination Breakthrough: The Evo Project

Reading 3-1 Managing Differences: The Central Challenge of Global Strategy

Reading 3-2 How Local Companies Keep Multinationals at Bay

Reading 3-3 Regional Strategies for Global Leadership

Part 2: The Organizational Challenge

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

Case 4-1 Philips versus Matsushita: Competing Strategic and Organizational Choices

Case 4-2 ECCO A/S - Global Value Chain Management

Case 4-3 World Vision International's AIDS Initiative: Challenging a Global Partnership

Reading 4-1 Managing Multicultural Teams

Reading 4-2 Managing Executive Attention in the Global Company

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

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

Case 5-1 Siemens AG: Global Development Strategy

Case 5-2 P&G Japan: The SK-II Globalization Project

Case 5-3 McKinsey & Company: Managing Knowledge and Learning

Reading 5-1 Building Effective R&D Capabilities Abroad

Reading 5-2 Connect and Develop: Inside Procter & Gamble's New Model for Innovation

Reading 5-3 Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation

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

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

Case 6-2 Mahindra and Mahindra Ltd.--Farm Equipment Sector: Acquisition of Jiangling Tractor Company

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

Reading 6-1 The Design and Management of International Joint Ventures

Reading 6-2 Collaborate with Your Competitors - and Win

Part 3: The Managerial Implications

Chapter 7 Implementing the Strategy: Building Multidimensional Capabilities

Case 7-1 ING Insurance in Asia/Pacific

Case 7-2 BRL Hardy: Globalizing an Australian Wine Company

Case 7-3 Silvio Napoli at Schindler India (A)

Reading 7-1 Local Memoirs of a Global Manager

Reading 7-2 Tap Your Subsidiaries for Global Reach

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

Case 8-1 Hitting the Wall: Nike and International Labor Practices

Case 8-2 IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor(A)

Case 8-3 Killer Coke: Campaign Against Coca-Cola

Case 8-4 Genzyme's CSR Dilemma: How to Play its HAND

Reading 8-1 Values in Tension: Ethics Away From Home

Reading 8-2 Serving the World's Poor, Profitably

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