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
  • 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: IntroductionPart Two: The Strategic ImperativesChapter 1: Expanding Abroad: Motivations, Means, and MentalitiesCase 1 &#8211 : Sher-Wood Hockey Sticks: Global SourcingCase 1 &#8211 : Jollibee Foods Corporation (A): International ExpansionCase 1&#8211 : Mahindra & Mahindra in South AfricaCase 1 &#8211 : Acer, Inc.: Taiwan's Rampaging DragonReading 1 &#8211 : The Global EntrepreneurReading 1 &#8211 : Distance Still MattersReading 1 &#8211 : The Tortuous Evolution of the Multinational CorporationChapter 2: Understanding the International Context: Responding to Conflicting Environmental ForcesCase 2 &#8211 : Global Wine War 2009: New World versus OldCase 2 &#8211 : The Globalisation of CEMEXCase 2 &#8211 : A Speed Race: Benelli and QJ Compete in the International Motorbike ArenaReading 2 &#8211 : Culture and OrganisationReading 2 &#8211 : Clusters and the New Economics of CompetitionReading 2 &#8211 : Managing Risk in an Unstable WorldChapter 3: Developing Transnational Strategies: Building Layers of Competitive AdvantageCase 3 &#8211 : The Global Branding of Stella ArtoisCase 3 &#8211 : United Cereal: Lora Brill's Eurobrand ChallengeCase 3 &#8211 : GE’s Imagination Breakthrough: The Evo ProjectReading 3 &#8211 : Managing Differences: The Central Challenge of Global StrategyReading 3 &#8211 : Capturing the World's Emerging Middle ClassReading 3 &#8211 : New Business Models in Emerging MarketsPart Three: The Organisational ChallengeChapter 4: Developing a Transnational Organisation: Managing Integration, Responsiveness, and FlexibilityCase 4 &#8211 : Philips versus Matsushita: The Competitive Battle ContinuesCase 4 &#8211 : ECCO A/S &#8211 Global Value Chain ManagementCase 4 &#8211 : Lundbeck Korea: Managing an International Growth EngineCase 4 &#8211 : Kent Chemical: Organising for International GrowthReading 4 &#8211 : Organising for an Emerging WorldReading 4 &#8211 : Have You Restructured for Global Success? Reading 4 &#8211 : Matrix Management: Not a Structure, a Frame of MindChapter 5: Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge ManagementCase 5 &#8211 : Applied Research Technologies, Inc.: Global Innovation's ChallengesCase 5 &#8211 : P&G Japan: The SK–II Globalisation ProjectCase 5 &#8211 : McKinsey & Company: Managing Knowledge and LearningReading 5 &#8211 : Building Effective R&D Capabilities AbroadReading 5 &#8211 : How GE is Disrupting ItselfReading 5 &#8211 : How to Build Collaborative AdvantageChapter 6: Engaging in Cross-Border Collaboration: Managing across Corporate BoundariesCase 6 &#8211 : Sharp Corporation: Beyond JapanCase 6 &#8211 : Nora–Sakari: A Proposed JV in Malaysia (Revised) Case 6 &#8211 : Eli Lilly in India: Rethinking the Joint Venture StrategyReading 6 &#8211 : The Design and Management of International Joint VenturesReading 6 &#8211 : How to Manage Alliances Better than One at a TimePart Four: The Managerial ImplicationsChapter 7: Implementing the Strategy: Building Multidimensional CapabilitiesCase 7 &#8211 : Levendary Cafe: The China ChallengeCase 7 &#8211 : Clayton Industries, Inc.: Peter Arnell, Country Manager for ItalyCase 7 &#8211 : Silvio Napoli at Schindler IndiaCase 7 &#8211 : Managing a Global Team: Greg James at Sun Microsystems, Inc. Reading 7 &#8211 : Managing Executive Attention in the Global CompanyReading 7 &#8211 : Tap Your Subsidiaries for Global ReachReading 7 &#8211 : The Collaboration ImperativeChapter 8: The Future of the Transnational: An Evolving Global RoleCase 8 &#8211 : Barrick Gold Corporation – TanzaniaCase 8 &#8211 : IKEA's Global Sourcing Challenge: Indian Rugs and Child LaborCase 8 &#8211 : Genzyme's CSR Dilemma: How to Play its HANDReading 8 &#8211 : A Global Leader’s Guide to Managing Business ConductReading 8 &#8211 : Serving the World's Poor, Pofitably

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