"Transnational Management" focuses on the management challenges associated with developing strategies and managing the operations of companies whose activities stretch across national boundaries. The purpose of this book is to provide a conceptual framework showing the interplay between the multinational corporation, the countries in which it does business, and the competitive environment in which it operates. Through text narrative, cases, and readings, the authors skillfully examine the development of strategy, organizational capabilities, and management challenges for operating in the global economy.
Table of Contents
Part 1 The Strategic Imperatives Chapter 1 Expanding Abroad: Motivations, Means, and Mentalities Case 1-1 Lincoln Electric Case 1-2 Jollibee Foods Corporation (A): International Expansion Case 1-3 Acer, Inc.: Taiwan's Rampaging Dragon Case 1-4 Research in Motion: Managing Explosive Growth Reading 1-1 The Tortuous Evolution of the Multinational Corporation Reading 1-2 Distance Still Matters: The Hard Reality of Global Expansion Reading 1-3 When You Shouldn't Go Global Chapter 2 Understanding the International Context: Responding to Conflicting Environmental Forces Case 2-1 Global Wine Wars 2009: New World versus Old Case 2-2 The Globalization of CEMEX Case 2-3 Mattel and the Toy Recalls (A) Reading 2-1 Culture and Organization Reading 2-2 Clusters and the New Economics of Competition Chapter 3 Developing Transnational Strategies: Building Layers of Competitive Advantage Case 3-1 Marketing the "$100 Laptop" (A) Case 3-2 Global Branding of Stella Artois Case 3-3 GE's Imagination Breakthrough: The Evo Project Reading 3-1 Managing Differences: The Central Challenge of Global Strategy Reading 3-2 How Local Companies Keep Multinationals at Bay Reading 3-3 Regional Strategies for Global Leadership Part 2: The Organizational Challenge Chapter 4 Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility Case 4-1 Philips versus Matsushita: Competing Strategic and Organizational Choices Case 4-2 ECCO A/S - Global Value Chain Management Case 4-3 World Vision International's AIDS Initiative: Challenging a Global Partnership Reading 4-1 Managing Multicultural Teams Reading 4-2 Managing Executive Attention in the Global Company 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 Siemens AG: Global Development Strategy 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 Connect and Develop: Inside Procter & Gamble's New Model for Innovation Reading 5-3 Finding, Forming, and Performing: Creating Networks for Discontinuous Innovation Chapter 6 Engaging in Cross-Border Collaboration: Managing across Corporate Boundaries Case 6-1 Nora-Sakari: A Proposed JV in Malaysia (Revised) Case 6-2 Mahindra and Mahindra Ltd.--Farm Equipment Sector: Acquisition of Jiangling Tractor Company 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 Collaborate with Your Competitors - and Win Part 3: The Managerial Implications Chapter 7 Implementing the Strategy: Building Multidimensional Capabilities Case 7-1 ING Insurance in Asia/Pacific Case 7-2 BRL Hardy: Globalizing an Australian Wine Company Case 7-3 Silvio Napoli at Schindler India (A) Reading 7-1 Local Memoirs of a Global Manager Reading 7-2 Tap Your Subsidiaries for Global Reach Chapter 8 The Future of the Transnational: An Evolving Global Role Case 8-1 Hitting the Wall: Nike and International Labor Practices Case 8-2 IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor(A) Case 8-3 Killer Coke: Campaign Against Coca-Cola Case 8-4 Genzyme's CSR Dilemma: How to Play its HAND Reading 8-1 Values in Tension: Ethics Away From Home Reading 8-2 Serving the World's Poor, Profitably
Christopher A. Bartlett is the Thomas D. Casserly, Jr., Professor Emeritus of Business Administration at Harvard Graduate School of Business Administration. He received an economics degree from the University of Queensland, Australia, and both masters and doctorate degrees in business administration from Harvard University. Prior to his academic career, he was a marketing manager with Alcoa in Australia, a management consultant in McKinsey and Company's London office, and country general manager of Baxter Laboratories' subsidiary company in France. He joined the faculty of Harvard Business School in 1979, and over the following 30 years his interests focused on strategic and organizational challenges confronting managers in multinational corporations and on the process of managing transformational change. While at HBS, he served as faculty chair of the International Senior Management Program, area head of the School's General Management Unit, faculty chairman of the Program for Global Leadership, and as chair of the Humanitarian Leadership Program. He is the author or co-author of nine books, including Managing Across Borders: The Transnational Solution (coauthored with Sumantra Ghoshal), named by Financial Times as one of the 50 most influential business books of the century. The Individualized Corporation, his subsequent major research book with Ghoshal, was the winner of the Igor Ansoff Award for the best new work in strategic management and was named one of the Best Business Books for the Millennium by Strategy+Business magazine. Both books have been translated into over 10 foreign languages. His articles have appeared in journals such as Harvard Business Review, Sloan Management Review, Strategic Management Journal, Academy of Management Review, and Journal of International Business Studies. He has also researched and written over 100 case studies and teaching notes, and their sales of over 3 1/2 million copies make him the best-selling case author ever. He has been elected by his colleagues as a fellow of the Academy of Management, the Academy of International Business, the Strategic Management Society, and the World Economic Forum. Paul W. Beamish is the Donald Triggs Canada Research Chair in International Business at the Ivey Business School, University of Western Ontario. He is the author or coauthor of numerous books, articles, contributed chapters, and teaching cases. His articles have appeared in Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Journal of International Business Studies (JIBS), Organization Science, and elsewhere. He has received best research awards from the Academy of Management and the Academy of International Business (AIB). In 1997 and 2003, he was recognized in the Journal of International Management as one of the top three contributors worldwide to the international strategic management literature in the previous decade. He served as Editor-in-Chief of JIBS from 1993-97. He worked for Procter & Gamble and Wilfrid Laurier University before joining Ivey's faculty in 1987. He has supervised 25 doctoral dissertations, many involving international joint ventures and alliances. His consulting, management training, and joint venture facilitation activities have been in both the public and private sector. At Ivey, he has taught in a variety of school programs, including the Executive MBA offered at its campus in Hong Kong. From 1999-2004, he served as Associate Dean of Research. He currently serves as Director of Ivey Publishing, the distributor of Ivey's collection of over 2,400 current cases; Ivey's Asian Management Institute (AMI); and the cross-enterprise center, Engaging Emerging Markets. He is a Fellow of the Academy of International Business, Royal Society of Canada, and Asia Pacific Foundation of Canada.