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Transnational Management
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Table of Contents


Transnational Management: Text and Cases, 5/e

Christopher A. Bartlett, Harvard University
Paul W. Beamish, The University of Western Ontario

ISBN: 0073101729
Copyright year: 2008

Table of Contents




Table of Contents:

Part 1: The Strategic Imperatives

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

Cases

1-1 Cameron Auto Parts (A) — Revised

1-2 Jollibee Foods Corporation (A): International Expansion

1-3 Acer, Inc: Taiwan's Rampaging Dragon

Readings

1-1 The Tortuous Evolution of the Multinational Corporation

1-2 Distance Still Matters: The Hard Reality of Global Expansion

1-3 Going Global: Lessons from Late Movers

Chapter 2: Understanding the International Context: Responding to Conflicting Environmental Forces

Cases

2-1 Hitting the Wall: Nike and International Labor Practices

2-2 Global Wine Wars: New World Challenges Old (A)

2-3 HSBC Holdings

Readings

2-1 Culture and Organization

2-2 Clusters and the New Economics of Competition

2-3 Beyond Offshoring: Assess Your Company’s Global Potential

Chapter 3: Developing Transnational Strategies: Building Layers of Competitive Advantage

Cases

3-1 TCL Multimedia

3-2 The Global Branding of Stella Artois

3-3 The Globalization of CEMEX

3-4 General Electric Medical Systems, 2002

Readings

3-1 The Forgotten Strategy

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

3-3 Competition in Global Industries: A Conceptual Framework

Part 2: The Organizational Challenge

Chapter 4: Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility

Cases

4-1 Philips versus Matsushita: A New Century, a New Round

4-2 Rudi Gassner and the Executive Committee of BMG International (B)

4-3 Bombardier Transportation and the Adtranz Acquisition

4-4 World Vision International’s AIDS Initiative: Challenging a Global Partnership

Readings

4-1 Making Global Strategies Work

4-2 Building Ambidexterity into an Organization

4-3 Matrix Management: Not a Structure, a Frame of Mind

Chapter 5: Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge Management

Cases

5-1 Time Warner Inc. and the ORC Patents

5-2 P&G Japan: The SK-II Globalization Project

5-3 McKinsey & Company: Managing Knowledge and Learning

5-4 The Transformation of BP

Readings

5-1 Unleash Innovation in Foreign Subsidiaries

5-2 Connect and Develop: Inside Proctor & Gamble’s New Model for Innovation

5-3 Building Effective R&D Capabilities Abroad

Chapter 6: Engaging in Cross Border Collaboration: Managing across Corporate Boundaries

Cases

6-1 Nora-Sakari: A Proposed JV in Malaysia (Revised)

6-2 Renault/Nissan: The Making of a Global Alliance

6-3 Eli Lilly in India: Rethinking the Joint Venture Strategy

Readings

6-1 The Design and Management of International Joint Ventures

6-2 Collaborate Your Competitors — and Win

Part 3: The Managerial Implications

Chapter 7: Implementing the Strategy: Building Multidimensional Capabilities

Cases

7-1 Larson in Nigeria (Revised)

7-2 BRL Hardy: Globalizing an Australian Wine Company

7-3 Silvio Napoli at Schindler India

7-4 Taming the Dragon: Cummins in China (Condensed)

Readings

7-1 Local Memoirs of a Global Manager

7-2 Tap Your Subsidiaries for Global Reach

Chapter 8: The Future of the Transnational: An Evolving Global Role

Cases

8-1 IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor (A)

8-2 Genzyme’s Gaucher Initiative: Global Risk and Responsibility

Readings

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

8-2 Serving the World’s Poor

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