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.
|Publisher:||McGraw-Hill Medical Publishing|
About 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.
Table of Contents
Part 1 The Strategic ImperativesChapter 1 Expanding Abroad: Motivations, Means, and MentalitiesCase 1-1 Lincoln ElectricCase 1-2 Jollibee Foods Corporation (A): International ExpansionCase 1-3 Acer, Inc.: Taiwan's Rampaging DragonCase 1-4 Research in Motion: Managing Explosive GrowthReading 1-1 The Tortuous Evolution of the Multinational CorporationReading 1-2 Distance Still Matters: The Hard Reality of Global ExpansionReading 1-3 When You Shouldn't Go GlobalChapter 2 Understanding the International Context: Responding to Conflicting Environmental ForcesCase 2-1 Global Wine Wars 2009: New World versus OldCase 2-2 The Globalization of CEMEXCase 2-3 Mattel and the Toy Recalls (A)Reading 2-1 Culture and OrganizationReading 2-2 Clusters and the New Economics of CompetitionChapter 3 Developing Transnational Strategies: Building Layers of Competitive AdvantageCase 3-1 Marketing the "$100 Laptop" (A)Case 3-2 Global Branding of Stella ArtoisCase 3-3 GE's Imagination Breakthrough: The Evo ProjectReading 3-1 Managing Differences: The Central Challenge of Global StrategyReading 3-2 How Local Companies Keep Multinationals at BayReading 3-3 Regional Strategies for Global LeadershipPart 2: The Organizational ChallengeChapter 4 Developing a Transnational Organization: Managing Integration, Responsiveness, and FlexibilityCase 4-1 Philips versus Matsushita: Competing Strategic and Organizational ChoicesCase 4-2 ECCO A/S - Global Value Chain ManagementCase 4-3 World Vision International's AIDS Initiative: Challenging a Global PartnershipReading 4-1 Managing Multicultural TeamsReading 4-2 Managing Executive Attention in the Global CompanyReading 4-3 Matrix Management: Not a Structure, a Frame of MindChapter 5 Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge ManagementCase 5-1 Siemens AG: Global Development StrategyCase 5-2 P&G Japan: The SK-II Globalization ProjectCase 5-3 McKinsey & Company: Managing Knowledge and LearningReading 5-1 Building Effective R&D Capabilities AbroadReading 5-2 Connect and Develop: Inside Procter & Gamble's New Model for InnovationReading 5-3 Finding, Forming, and Performing: Creating Networks for Discontinuous InnovationChapter 6 Engaging in Cross-Border Collaboration: Managing across Corporate BoundariesCase 6-1 Nora-Sakari: A Proposed JV in Malaysia (Revised)Case 6-2 Mahindra and Mahindra Ltd.Farm Equipment Sector: Acquisition of Jiangling Tractor CompanyCase 6-3 Eli Lilly in India: Rethinking the Joint Venture StrategyReading 6-1 The Design and Management of International Joint VenturesReading 6-2 Collaborate with Your Competitors - and WinPart 3: The Managerial ImplicationsChapter 7 Implementing the Strategy: Building Multidimensional CapabilitiesCase 7-1 ING Insurance in Asia/PacificCase 7-2 BRL Hardy: Globalizing an Australian Wine CompanyCase 7-3 Silvio Napoli at Schindler India (A)Reading 7-1 Local Memoirs of a Global ManagerReading 7-2 Tap Your Subsidiaries for Global ReachChapter 8 The Future of the Transnational: An Evolving Global RoleCase 8-1 Hitting the Wall: Nike and International Labor PracticesCase 8-2 IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor(A)Case 8-3 Killer Coke: Campaign Against Coca-ColaCase 8-4 Genzyme's CSR Dilemma: How to Play its HANDReading 8-1 Values in Tension: Ethics Away From HomeReading 8-2 Serving the World's Poor, Profitably