Transnational Management: Text, Cases & Readings in Cross-Border Management / Edition 6

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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 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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Product Details

  • ISBN-13: 9780078137112
  • Publisher: McGraw-Hill Higher Education
  • Publication date: 3/2/2010
  • Edition description: Older Edition
  • Edition number: 6
  • Pages: 800
  • Sales rank: 905,002
  • Product dimensions: 7.40 (w) x 9.30 (h) x 1.30 (d)

Meet the Author

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.
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Table of Contents

Part One: Introduction

Part Two: The Strategic Imperatives

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

Case 1 &#8211 : Sher-Wood Hockey Sticks: Global Sourcing

Case 1 &#8211 : Jollibee Foods Corporation (A): International Expansion

Case 1&#8211 : Mahindra & Mahindra in South Africa

Case 1 &#8211 : Acer, Inc.: Taiwan's Rampaging Dragon

Reading 1 &#8211 : The Global Entrepreneur

Reading 1 &#8211 : Distance Still Matters

Reading 1 &#8211 : The Tortuous Evolution of the Multinational Corporation

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

Case 2 &#8211 : Global Wine War 2009: New World versus Old

Case 2 &#8211 : The Globalisation of CEMEX

Case 2 &#8211 : A Speed Race: Benelli and QJ Compete in the International Motorbike Arena

Reading 2 &#8211 : Culture and Organisation

Reading 2 &#8211 : Clusters and the New Economics of Competition

Reading 2 &#8211 : Managing Risk in an Unstable World

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

Case 3 &#8211 : The Global Branding of Stella Artois

Case 3 &#8211 : United Cereal: Lora Brill's Eurobrand Challenge

Case 3 &#8211 : GE’s Imagination Breakthrough: The Evo Project

Reading 3 &#8211 : Managing Differences: The Central Challenge of Global Strategy

Reading 3 &#8211 : Capturing the World's Emerging Middle Class

Reading 3 &#8211 : New Business Models in Emerging Markets

Part Three: The Organisational Challenge

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

Case 4 &#8211 : Philips versus Matsushita: The Competitive Battle Continues

Case 4 &#8211 : ECCO A/S &#8211 Global Value Chain Management

Case 4 &#8211 : Lundbeck Korea: Managing an International Growth Engine

Case 4 &#8211 : Kent Chemical: Organising for International Growth

Reading 4 &#8211 : Organising for an Emerging World

Reading 4 &#8211 : Have You Restructured for Global Success?

Reading 4 &#8211 : Matrix Management: Not a Structure, a Frame of Mind

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

Case 5 &#8211 : Applied Research Technologies, Inc.: Global Innovation's Challenges

Case 5 &#8211 : P&G Japan: The SK–II Globalisation Project

Case 5 &#8211 : McKinsey & Company: Managing Knowledge and Learning

Reading 5 &#8211 : Building Effective R&D Capabilities Abroad

Reading 5 &#8211 : How GE is Disrupting Itself

Reading 5 &#8211 : How to Build Collaborative Advantage

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

Case 6 &#8211 : Sharp Corporation: Beyond Japan

Case 6 &#8211 : Nora–Sakari: A Proposed JV in Malaysia (Revised)

Case 6 &#8211 : Eli Lilly in India: Rethinking the Joint Venture Strategy

Reading 6 &#8211 : The Design and Management of International Joint Ventures

Reading 6 &#8211 : How to Manage Alliances Better than One at a Time

Part Four: The Managerial Implications

Chapter 7: Implementing the Strategy: Building Multidimensional Capabilities

Case 7 &#8211 : Levendary Cafe: The China Challenge

Case 7 &#8211 : Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy

Case 7 &#8211 : Silvio Napoli at Schindler India

Case 7 &#8211 : Managing a Global Team: Greg James at Sun Microsystems, Inc.

Reading 7 &#8211 : Managing Executive Attention in the Global Company

Reading 7 &#8211 : Tap Your Subsidiaries for Global Reach

Reading 7 &#8211 : The Collaboration Imperative

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

Case 8 &#8211 : Barrick Gold Corporation – Tanzania

Case 8 &#8211 : IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor

Case 8 &#8211 : Genzyme's CSR Dilemma: How to Play its HAND

Reading 8 &#8211 : A Global Leader’s Guide to Managing Business Conduct

Reading 8 &#8211 : Serving the World's Poor, Pofitably

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