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 Strategyin 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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