Table of Contents (59.0K)

Introduction: So What Is Transnational Management?

Part One: The Strategic Imperatives

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

Case 1-1: Sher-Wood Hockey Sticks: Global Sourcing

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

Case 1-3: Mahindra & Mahindra in South Africa

Case 1-4: Acer, Inc: Taiwan 's Rampaging Dragon

Reading 1-1: The Global Entrepreneur

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

Reading 1-3: The Tortuous Evolution of the Multinational Corporation

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

Case 2-1: Global Wine War 2009: New World versus Old

Case 2-2: The Globalization of CEMEX

Case 2-3: A Speed Race: Benelli and QJ Compete in the International Motorbike Arena

Reading 2-1: Culture and Organization

Reading 2-2: Clusters and the New Economics of Competition

Reading 2-3: Managing Risk in an Unstable World

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

Case 3-1: The Global Branding of Stella Artois

Case 3-2: United Cereal: Lora Brill's Eurobrand Challenge

Case 3-3: GE's Imagination Breakthrough: The Evo Project

Reading 3-1: Managing Differences: The Central Challenge of Global Strategy

Reading 3-2: Capturing the World's Emerging Middle Class

Reading 3-3: New Business Models in Emerging Markets

Part Two: The Organizational Challenge

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

Case 4-1: Philips versus Matsushita: The Competitive Battle Continues

Case 4-2: ECCO A/S—Global Value Chain Management

Case 4-3: Lundbeck Korea: Managing an International Growth Engine

Case 4-4: Kent Chemical: Organizing for International Growth

Reading 4-1: McKinsey Quartely

Reading 4-2: Have You Restructured for Global Success?

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: Applied Research Technologies, Inc: Global Innovation's Challenges

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: How GE is Disrupting Itself

Reading 5-3: How to Build Collaborative Advantage

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

Case 6-1: Sharp Corporation: Beyond Japan

Case 6-2: Nora-Sakari: A Proposed JV in Malaysia (Revised)

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: How to Manage Alliances Better than One at a Time

Part Three: The Managerial Implications

Chapter 7: Implementing the Strategy: Building Multidimensional Capabilities

Case 7-1: Levendary Café: The China Challenge

Case 7-2: Clayton Industries, Inc: Peter Arnell, Country Manager for Italy

Case 7-3: Silvio Napoli at Schindler India

Case 7-4: Managing a Global Team: Greg James at Sun Microsystems, Inc.

Reading 7-1: Managing Executive Attention in the Global Company

Reading 7-2: Tap Your Subsidiaries for Global Reach

Reading 7-3: The Collaboration Imperative

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

Case 8-1: Barrick Gold Corporation - Tanzania

Case 8-2: IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor

Case 8-3: Genzyme's CSR Dilemma: How to Play its HAND

Reading 8-1: A Global Leader's Guide to Managing Business Conduct

Reading 8-2: Serving the World's Poor, Pofitably

Index