Buch, Englisch, 800 Seiten, Gewicht: 1259 g
Buch, Englisch, 800 Seiten, Gewicht: 1259 g
ISBN: 978-1-259-25376-8
Verlag: Open University Press
Autoren/Hrsg.
Weitere Infos & Material
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