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Managing the Global Corporation: Case Studies in Strategy and Management
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A unique and one-of-a-kind anthology! This casebook was first published as Davidson/de la Torre, Managing the Global Corporation, in 1989. It was the first modern case anthology for a graduate audience. This edition contains the broadest case collection of companies and countries available in a single anthology. A full 60% of the cases are non-U.S.based firms. Companies in Australia, Hong Kong, China, Mexico, South American, India, South Africa and Europe are featured as case studies. Many of these cases were written in connection with the authors’ own work consulting with the organization, ...
A unique and one-of-a-kind anthology! This casebook was first published as Davidson/de la Torre, Managing the Global Corporation, in 1989. It was the first modern case anthology for a graduate audience. This edition contains the broadest case collection of companies and countries available in a single anthology. A full 60% of the cases are non-U.S.based firms. Companies in Australia, Hong Kong, China, Mexico, South American, India, South Africa and Europe are featured as case studies. Many of these cases were written in connection with the authors’ own work consulting with the organization, making the information in-depth and credible.
Table of contents:
Section I. INTRODUCTION Unit 1. The Globalization Process 1-1 CEMEX (A) 1-2 CEMEX (B) Section II. GLOBAL COMPETITIVE STRATEGIES IN TRANSITION Unit 2. From International to Global Competition 2-1 Pneumatiques Michelin IA 2-2 Pneumatiques Michelin IB 2-3 Pneumatiques Michelin II Unit 3. Global Competition in Fragmented Sectors 3-1 Heineken N.V. 3-2 Heineken - Organizational Issues 3-3 Häagen Dazs and the European Ice-Cream Industry Unit 4. Global Expansion in Service Industries 4-1 Egon Zehnder International: Asian Expansion 4-2 Kenny Rogers Roasters in China (A) 4-3 ENDESA-Chile Unit 5. Global Strategy in Entrepreneurial Firms 5-1 The Australian Motorcycle Company 5-2 ISS - International Service System A/S 5-3 The Acer Group: Building an Asian Multinational Section III. MANAGING THE GLOBALIZATION PROCESS Unit 6. Market Entry Strategies and Managing Political Risks 6-1 Enron Development Corporation 6-2 Deng’s Legacy: China On-Line 6-3 PaintCo Brasileira Ltda. Unit 7. Alliances, Partnerships and Acquisitions 7-1 Northrop Grumman and the Advanced Technology Transit Bus System 7-2 FIAT and Peugeot’s Sevelnord Venture (A) 7-3 General Electric & SNECMA (A) 7-4 Electrolux: The Acquisition and Integration of Zanussi Unit 8. Network Organizations and E-business 8-1 Nexia International 8-2 PixTech 8-3 Aspect Development, Inc. (A) Section IV. MANAGING GLOBAL OPERATIONS Unit 9. Managing the Global Marketing Function 9-1 Procter & Gamble Europe: Ariel Ultra’s European Strategy 9-2 Hewlett-Packard Global: Account Management (A) Unit 10. Managing the Global Finance Function and Risks 10-1 China Southern Airlines 10-2 SouthGold Unit 11. Managing Global Manufacturing and Logistics 11-1 BOK Fibers International 11-2 BMW: Globalizing Manufacturing Operations Unit 12. Managing Research, Knowledge and New Product Development 12-1 Salomon: Strategic Entry into the World Snowboard Market 12-2 Nestlé S.A. 12-3 Managing Knowledge at Booz-Allen & Hamilton Unit 13. Managing People in the Global Company 13-1 Federal Express, Inc. (A) 13-2 Federal Express, Inc. (B) 13-3 Nizhlak: The Top Management Team 13-4 Ciba-Geigy - Management Development Section V. SYNTHESIS AND INTEGRATION Unit 14. Organizational and Strategic Redirection 14-1 AB Thorsten (1) 14-2 Henkel Asia-Pacific 14-3 Alfa Laval Agri (A) 14-4 Rank Xerox (A)
Table of contents:
Section I. INTRODUCTION Unit 1. The Globalization Process 1-1 CEMEX (A) 1-2 CEMEX (B) Section II. GLOBAL COMPETITIVE STRATEGIES IN TRANSITION Unit 2. From International to Global Competition 2-1 Pneumatiques Michelin IA 2-2 Pneumatiques Michelin IB 2-3 Pneumatiques Michelin II Unit 3. Global Competition in Fragmented Sectors 3-1 Heineken N.V. 3-2 Heineken - Organizational Issues 3-3 Häagen Dazs and the European Ice-Cream Industry Unit 4. Global Expansion in Service Industries 4-1 Egon Zehnder International: Asian Expansion 4-2 Kenny Rogers Roasters in China (A) 4-3 ENDESA-Chile Unit 5. Global Strategy in Entrepreneurial Firms 5-1 The Australian Motorcycle Company 5-2 ISS - International Service System A/S 5-3 The Acer Group: Building an Asian Multinational Section III. MANAGING THE GLOBALIZATION PROCESS Unit 6. Market Entry Strategies and Managing Political Risks 6-1 Enron Development Corporation 6-2 Deng’s Legacy: China On-Line 6-3 PaintCo Brasileira Ltda. Unit 7. Alliances, Partnerships and Acquisitions 7-1 Northrop Grumman and the Advanced Technology Transit Bus System 7-2 FIAT and Peugeot’s Sevelnord Venture (A) 7-3 General Electric & SNECMA (A) 7-4 Electrolux: The Acquisition and Integration of Zanussi Unit 8. Network Organizations and E-business 8-1 Nexia International 8-2 PixTech 8-3 Aspect Development, Inc. (A) Section IV. MANAGING GLOBAL OPERATIONS Unit 9. Managing the Global Marketing Function 9-1 Procter & Gamble Europe: Ariel Ultra’s European Strategy 9-2 Hewlett-Packard Global: Account Management (A) Unit 10. Managing the Global Finance Function and Risks 10-1 China Southern Airlines 10-2 SouthGold Unit 11. Managing Global Manufacturing and Logistics 11-1 BOK Fibers International 11-2 BMW: Globalizing Manufacturing Operations Unit 12. Managing Research, Knowledge and New Product Development 12-1 Salomon: Strategic Entry into the World Snowboard Market 12-2 Nestlé S.A. 12-3 Managing Knowledge at Booz-Allen & Hamilton Unit 13. Managing People in the Global Company 13-1 Federal Express, Inc. (A) 13-2 Federal Express, Inc. (B) 13-3 Nizhlak: The Top Management Team 13-4 Ciba-Geigy - Management Development Section V. SYNTHESIS AND INTEGRATION Unit 14. Organizational and Strategic Redirection 14-1 AB Thorsten (1) 14-2 Henkel Asia-Pacific 14-3 Alfa Laval Agri (A) 14-4 Rank Xerox (A)