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McGraw-Hill Higher Education
Transnational Management: Text, Cases & Readings in Cross-Border Management / Edition 7

Transnational Management: Text, Cases & Readings in Cross-Border Management / Edition 7

by Christopher A. Bartlett, Paul W. Beamish
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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.

Product Details

ISBN-13: 9780078029394
Publisher: McGraw-Hill Higher Education
Publication date: 03/15/2013
Edition description: List
Pages: 752
Sales rank: 705,493
Product dimensions: 7.40(w) x 9.20(h) x 1.30(d)
Age Range: 18 Years

About the Author

Christopher A. Bartlett is the Thomas D. Casserly, Jr., Professor Emeritus of Business Administration at Harvard Graduate School of Business Administration. He received an economics degree from the University of Queensland, Australia, and both masters and doctorate degrees in business administration from Harvard University. Prior to his academic career, he was a marketing manager with Alcoa in Australia, a management consultant in McKinsey and Company's London office, and country general manager of Baxter Laboratories' subsidiary company in France.

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


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.

Paul W. Beamish is the Donald Triggs Canada Research Chair in International Business at the Ivey Business School, University of Western Ontario. He is the author or coauthor of numerous books, articles, contributed chapters, and teaching cases. His articles have appeared in Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Journal of International Business Studies (JIBS), Organization Science, and elsewhere. He has received best research awards from the Academy of Management and the Academy of International Business (AIB). In 1997 and 2003, he was recognized in the Journal of International Management as one of the top three contributors worldwide to the international strategic management literature in the previous decade. He served as Editor-in-Chief of JIBS from 1993–97. He worked for Procter & Gamble and Wilfrid Laurier University before joining Ivey's faculty in 1987.

He has supervised 25 doctoral dissertations, many involving international joint ventures and alliances. His consulting, management training, and joint venture facilitation activities have been in both the public and private sector.

At Ivey, he has taught in a variety of school programs, including the Executive MBA offered at its campus in Hong Kong. From 1999–2004, he served as Associate Dean of Research. He currently serves as Director of Ivey Publishing, the distributor of Ivey's collection of over 2,400 current cases; Ivey's Asian Management Institute (AMI); and the cross-enterprise center, Engaging Emerging Markets.

He is a Fellow of the Academy of International Business, Royal Society of Canada, and Asia Pacific Foundation of Canada.

Table of Contents

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

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

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

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

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

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

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