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