Transnational Management: Text, Cases and Readings in Cross-Border Management (Int'l Ed)

7. Auflage 2013
ISBN: 978-1-259-25376-8
Verlag: Open University Press

Buch, Englisch, 800 Seiten, Gewicht: 1259 g

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.

Autoren/Hrsg.

Bartlett, Christopher A.

Beamish, Paul W.

Fachgebiete

• Wirtschaftswissenschaften Betriebswirtschaft Betriebswirtschaft: Theorie & Allgemeines

Inhaltsverzeichnis

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

Über Autor(innen)

Bartlett, Christopher A.
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 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.

Beamish, Paul W.
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.