Transnational Management: Text, Cases & Readings in Cross-Border Management - Bartlett, Christopher A.; Beamish, Paul W.
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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 th 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 globa…mehr

Produktbeschreibung

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.
  • Produktdetails
  • Verlag: Mcgraw-Hill Higher Education
  • 6th Ed.
  • Seitenzahl: 778
  • 2011
  • Ausstattung/Bilder: 6th Ed. 2010. 800 p.
  • Englisch
  • Abmessung: 234mm x 188mm x 33mm
  • Gewicht: 1320g
  • ISBN-13: 9780078137112
  • ISBN-10: 007813711X
  • Best.Nr.: 29932122

Autorenporträt

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.

Inhaltsangabe

Part 1 The Strategic Imperatives
Chapter 1 Expanding Abroad: Motivations, Means, and Mentalities
Case 1-1 Lincoln Electric
Case 1-2 Jollibee Foods Corporation (A): International Expansion
Case 1-3 Acer, Inc.: Taiwan's Rampaging Dragon
Case 1-4 Research in Motion: Managing Explosive Growth
Reading 1-1 The Tortuous Evolution of the Multinational Corporation
Reading 1-2 Distance Still Matters: The Hard Reality of Global Expansion
Reading 1-3 When You Shouldn't Go Global
Chapter 2 Understanding the International Context: Responding to Conflicting Environmental Forces
Case 2-1 Global Wine Wars 2009: New World versus Old
Case 2-2 The Globalization of CEMEX
Case 2-3 Mattel and the Toy Recalls (A)
Reading 2-1 Culture and Organization
Reading 2-2 Clusters and the New Economics of Competition
Chapter 3 Developing Transnational Strategies: Building Layers of Competitive Advantage
Case 3-1 Marketing the "$100 Laptop" (A)
Case 3-2 Global Branding of Stella Artois
Case 3-3 GE's Imagination Breakthrough: The Evo Project
Reading 3-1 Managing Differences: The Central Challenge of Global Strategy
Reading 3-2 How Local Companies Keep Multinationals at Bay
Reading 3-3 Regional Strategies for Global Leadership
Part 2: The Organizational Challenge
Chapter 4 Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility
Case 4-1 Philips versus Matsushita: Competing Strategic and Organizational Choices
Case 4-2 ECCO A/S - Global Value Chain Management
Case 4-3 World Vision International's AIDS Initiative: Challenging a Global Partnership
Reading 4-1 Managing Multicultural Teams
Reading 4-2 Managing Executive Attention in the Global Company
Reading 4-3 Matrix Management: Not a Structure, a Frame of Mind
Chapter 5 Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge Management
Case 5-1 Siemens AG: Global Development Strategy
Case 5-2 P&G Japan: The SK-II Globalization Project
Case 5-3 McKinsey & Company: Managing Knowledge and Learning
Reading 5-1 Building Effective R&D Capabilities Abroad
Reading 5-2 Connect and Develop: Inside Procter & Gamble's New Model for Innovation
Reading 5-3 Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation
Chapter 6 Engaging in Cross-Border Collaboration: Managing across Corporate Boundaries
Case 6-1 Nora-Sakari: A Proposed JV in Malaysia (Revised)
Case 6-2 Mahindra and Mahindra Ltd.--Farm Equipment Sector: Acquisition of Jiangling Tractor Company
Case 6-3 Eli Lilly in India: Rethinking the Joint Venture Strategy
Reading 6-1 The Design and Management of International Joint Ventures
Reading 6-2 Collaborate with Your Competitors - and Win
Part 3: The Managerial Implications
Chapter 7 Implementing the Strategy: Building Multidimensional Capabilities
Case 7-1 ING Insurance in Asia/Pacific
Case 7-2 BRL Hardy: Globalizing an Australian Wine Company
Case 7-3 Silvio Napoli at Schindler India (A)
Reading 7-1 Local Memoirs of a Global Manager
Reading 7-2 Tap Your Subsidiaries for Global Reach
Chapter 8 The Future of the Transnational: An Evolving Global Role
Case 8-1 Hitting the Wall: Nike and International Labor Practices
Case 8-2 IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor(A)
Case 8-3 Killer Coke: Campaign Against Coca-Cola
Case 8-4 Genzyme's CSR Dilemma: How to Play its HAND
Reading 8-1 Values in Tension: Ethics Away From Home
Reading 8-2 Serving the World's Poor, Profitably