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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.
Table of Contents
|The Strategic Imperatives|
|Expanding Abroad: Motivations, Means, and Mentalities|
|Jollibee Foods Corporation (A): International Expansion|
|Acer, Inc.: Taiwan's Rampaging Dragon|
|Research in Motion: Managing Explosive Growth|
|The Tortuous Evolution of the Multinational Corporation|
|Distance Still Matters: The Hard Reality of Global Expansion|
|When You Shouldn't Go Global|
|Understanding the International Context: Responding to Conflicting Environmental Forces|
|Global Wine Wars 2009: New World versus Old|
|The Globalization of CEMEX|
|Mattel and the Toy Recalls (A)|
|Culture and Organization|
|Clusters and the New Economics of Competition|
|Developing Transnational Strategies: Building Layers of Competitive Advantage|
|Marketing the "$100 Laptop" (A)|
|Global Branding of Stella Artois|
|GE's Imagination Breakthrough: The Evo Project|
|Managing Differences: The Central Challenge of Global Strategy|
|How Local Companies Keep Multinationals at Bay|
|Regional Strategies for Global Leadership|
|The Organizational Challenge|
|Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility|
|Philips versus Matsushita: Competing Strategic and Organizational Choices|
|ECCO A/S - Global Value Chain Management|
|World Vision International's AIDS Initiative: Challenging a Global Partnership|
|Managing Multicultural Teams|
|Managing Executive Attention in the Global Company|
|Matrix Management: Not a Structure, a Frame of Mind|
|Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge Management|
|Siemens AG: Global Development Strategy|
|P&G Japan: The SK-II Globalization Project|
|McKinsey & Company: Managing Knowledge and Learning|
|Building Effective R&D Capabilities Abroad|
|Connect and Develop: Inside Procter & Gamble's New Model for Innovation|
|Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation|
|Engaging in Cross-Border Collaboration: Managing across Corporate Boundaries|
|Nora-Sakari: A Proposed JV in Malaysia (Revised)|
|Mahindra and Mahindra Ltd.--Farm Equipment Sector: Acquisition of Jiangling Tractor Company|
|Eli Lilly in India: Rethinking the Joint Venture Strategy|
|The Design and Management of International Joint Ventures|
|Collaborate with Your Competitors - and Win|
|The Managerial Implications|
|Implementing the Strategy: Building Multidimensional Capabilities|
|ING Insurance in Asia/Pacific|
|BRL Hardy: Globalizing an Australian Wine Company|
|Silvio Napoli at Schindler India (A)|
|Local Memoirs of a Global Manager|
|Tap Your Subsidiaries for Global Reach|
|The Future of the Transnational: An Evolving Global Role|
|Hitting the Wall: Nike and International Labor Practices|
|IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor(A)|
|Killer Coke: Campaign Against Coca-Cola|
|Genzyme's CSR Dilemma: How to Play its HAND|
|Values in Tension: Ethics Away From Home|
|Serving the World's Poor, Profitably|
|Table of Contents provided by Publisher. All Rights Reserved.|