Transnational Management : Text and Cases

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  • Edition: 4th
  • Format: Hardcover
  • Copyright: 2003-07-28
  • Publisher: McGraw-Hill/Irwin
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Transnational Management: Text and Cases, 4e, by Bartlett/Ghoshal/Birkinshaw, combines text material, Harvard and London Business School cases, and readings to present the best of current research and thought on the global business environment. Now in its 4th edition, Julian Birkinshaw joins Bartlett and Ghoshal, recognized as leading scholars on global strategy and organization, as a co-author. Transnational Management focuses on management's challenge associated with developing strategies, designing organizations and managing operations of companies whose activities stretch across national boundaries. Bartlett, Ghoshal and Birkinshaw make a distinction between "Transnational Management" and International or Multinational Management.

Table of Contents

Part 1. The Strategic Imperatives

Chapter 1. Expanding Abroad: Motivations, Means, and Mentalities

Case 1-1 Jollibee Foods Corporations: International Expansion

Case 1-2 Acer Inc.: Taiwan’s Rampaging Dragon

Case 1-3 Icon Medialab

Reading 1-1 The Tortuous Evolution of the Multinational Corporation

Reading 1-2 Managing in a Borderless World

Reading 1-3 Going Global: Lessons from Late Movers

Chapter 2. Managing Conflicting Demands: Global Integration, Local Responsiveness, and Worldwide Learning

Case 2-1 Toys "R" Us Japan

Case 2-2 Global Wine Wars

Case 2-3 Hitting the Wall: Nike and International Labor Practices

Reading 2-1 Culture and Organization

Reading 2-2 Clusters and the New Economics of Competition

Reading 2-3 The End of Corporate Imperialism

Chapter 3. Developing Strategic Capabilities: Building Layers of Competitive Advantage

Case 3-1 Caterpillar Tractor Co.

Case 3-2 Komatsu Limited

Case 3-3 BskyB

Case 3-4 General Electric Medical Systems

Reading 3-1 The globalization of markets

Reading 3-2 Global Strategy…in a World of Nations

Reading 3-3 Competition in Global Industries: A Conceptual Framework

Part 2. The Organizational Challenge

Chapter 4. Developing Coordination and Control: The Organizational Challenge

Case 4-1 Philips & Matsushita 1998: Growth of Two Global Companies

Case 4-2 Becton Dickinson: Worldwide Blood Collection Team

Case 4-3 Schneider Electric Global Account Management

Case 4-4 ABB Relays Business: Building and Managing a Global Matrix

Reading 4-1 Tap Your Subsidiaries for Global Reach

Reading 4-2 Making Global Strategies Work

Reading 4-3 Can Selling Be Globalized? The Pitfalls of Global Account Management

Chapter 5. Creating and Leveraging Knowledge: The Worldwide Learning Challenge

Case 5-1 P&G Japan: The SK-ll Globalization Project

Case 5-2 McKinsey & Company: Managing Knowledge and Learning

Case 5-3 Skandia AFS: Developing Intellectual Capital Globally

Case 5-4a Meridian Magnesium: International Technology Transfer

Case 5-4b Meridian Magnesium: The American People

Case 5-4c Meridian Magnesium: The Canadian Perspective

Case 5-4d Meridian Magnesium: The Italian Perspective

Reading 5-1 Unleash Innovation in Foreign Subsidiaries

Reading 5-2 Integrating the Enterprise

Reading 5-3 The Knowledge-Creating Company

Chapter 6. Managing across Boundaries: The Collaborative Challenge

Case 6-1 Xerox and Fuji-Xerox

Case 6-2 Renault-Nissan

Case 6-3 Star Alliance

Reading 6-1 The Global Logic of Strategic Alliances

Reading 6-2 Collaborate with Your Competitors – and Win!

Part 3. The Managerial Implications

Chapter 7. Building Multidimensional Capabilities: The Management Challenge

Case 7-1 BRL Hardy:Globalizing an Australian Wine Company

Case 7-2 Silvio Napoli at Schindler India

Case 7-3 The GE Energy Management Initiative (A)

Case 7-4 Genzyme's Gaucher Initiative: Global Risk and Responsibility

Reading 7-1 Local Memories of a Global Manager

Reading 7-2 Subsidiary Initiative to Develop New Markets

Chapter 8. Preparing for the Future: Evolution of the Transnational

Case 8-1 The Transformation of BP

Case 8-2 GE’s Two-Decade Transformation: Jack Welch’s Leadership

Reading 8-1 The Myth of the Generic Manager: New Personal Competencies for New Management Roles

Reading 8-2 The New Global Game: How Your Company Can Win in the Knowledge Economy

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