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He joined the faculty of Harvard Business School in 1979, and over the following 30 years his interests focused on strategic and organizational challenges confronting managers in multinational corporations and on the process of managing transformational change. While at HBS, he served as faculty chair of the International Senior Management Program, area head of the School's General Management Unit, faculty chairman of the Program for Global Leadership, and as chair of the Humanitarian Leadership Program.
He is the author or co-author of nine books, including Managing Across Borders: The Transnational Solution (coauthored with Sumantra Ghoshal), named by Financial Times as one of the 50 most influential business books of the century. The Individualized Corporation, his subsequent major research book with Ghoshal, was the winner of the Igor Ansoff Award for the best new work in strategic management and was named one of the Best Business Books for the Millennium by Strategy+Business magazine. Both books have been translated into over 10 foreign languages. His articles have appeared in journals such as Harvard Business Review, Sloan Management Review, Strategic Management Journal, Academy of Management Review, and Journal of International Business Studies. He has also researched and written over 100 case studies and teaching notes, and their sales of over 3 1/2 million copies make him the best-selling case author ever. He has been elected by his colleagues as a fellow of the Academy of Management, the Academy of International Business, the Strategic Management Society, and the World Economic Forum.
Part One: Introduction
Part Two: The Strategic Imperatives
Chapter 1: Expanding Abroad: Motivations, Means, and Mentalities
Case 1 – : Sher-Wood Hockey Sticks: Global Sourcing
Case 1 – : Jollibee Foods Corporation (A): International Expansion
Case 1– : Mahindra & Mahindra in South Africa
Case 1 – : Acer, Inc.: Taiwan's Rampaging Dragon
Reading 1 – : The Global Entrepreneur
Reading 1 – : Distance Still Matters
Reading 1 – : The Tortuous Evolution of the Multinational Corporation
Case 2 – : Global Wine War 2009: New World versus Old
Case 2 – : The Globalisation of CEMEX
Case 2 – : A Speed Race: Benelli and QJ Compete in the International Motorbike Arena
Reading 2 – : Culture and Organisation
Reading 2 – : Clusters and the New Economics of Competition
Reading 2 – : Managing Risk in an Unstable World
Case 3 – : The Global Branding of Stella Artois
Case 3 – : United Cereal: Lora Brill's Eurobrand Challenge
Case 3 – : GE’s Imagination Breakthrough: The Evo Project
Reading 3 – : Managing Differences: The Central Challenge of Global Strategy
Reading 3 – : Capturing the World's Emerging Middle Class
Reading 3 – : New Business Models in Emerging Markets
Part Three: The Organisational Challenge
Chapter 4: Developing a Transnational Organisation: Managing Integration, Responsiveness, and FlexibilityCase 4 – : Philips versus Matsushita: The Competitive Battle Continues
Case 4 – : ECCO A/S – Global Value Chain Management
Case 4 – : Lundbeck Korea: Managing an International Growth Engine
Case 4 – : Kent Chemical: Organising for International Growth
Reading 4 – : Organising for an Emerging World
Reading 4 – : Have You Restructured for Global Success?
Reading 4 – : Matrix Management: Not a Structure, a Frame of Mind
Case 5 – : Applied Research Technologies, Inc.: Global Innovation's Challenges
Case 5 – : P&G Japan: The SK–II Globalisation Project
Case 5 – : McKinsey & Company: Managing Knowledge and Learning
Reading 5 – : Building Effective R&D Capabilities Abroad
Reading 5 – : How GE is Disrupting Itself
Reading 5 – : How to Build Collaborative Advantage
Case 6 – : Sharp Corporation: Beyond Japan
Case 6 – : Nora–Sakari: A Proposed JV in Malaysia (Revised)
Case 6 – : Eli Lilly in India: Rethinking the Joint Venture Strategy
Reading 6 – : The Design and Management of International Joint Ventures
Reading 6 – : How to Manage Alliances Better than One at a Time
Part Four: The Managerial Implications
Chapter 7: Implementing the Strategy: Building Multidimensional CapabilitiesCase 7 – : Levendary Cafe: The China Challenge
Case 7 – : Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy
Case 7 – : Silvio Napoli at Schindler India
Case 7 – : Managing a Global Team: Greg James at Sun Microsystems, Inc.
Reading 7 – : Managing Executive Attention in the Global Company
Reading 7 – : Tap Your Subsidiaries for Global Reach
Reading 7 – : The Collaboration Imperative
Case 8 – : Barrick Gold Corporation – Tanzania
Case 8 – : IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor
Case 8 – : Genzyme's CSR Dilemma: How to Play its HAND
Reading 8 – : A Global Leader’s Guide to Managing Business Conduct
Reading 8 – : Serving the World's Poor, Profitably
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