Transnational Management: Text, Cases & Readings in Cross-Border Management Book

Part One: IntroductionPart Two: The Strategic ImperativesChapter 1: Expanding Abroad: Motivations, Means, and MentalitiesCase 1-1: Sher-Wood Hockey Sticks: Global SourcingCase 1-2: Jollibee Foods Corporation (A): International ExpansionCase 1-3: Mahindra & Mahindra in South AfricaCase 1-4: Acer, Inc.: Taiwan’s Rampaging DragonReading 1-1: The Global EntrepreneurReading 1-2: Distance Still MattersReading 1-3: The Tortuous Evolution of the Multinational CorporationChapter 2: Understanding the International Context: Responding to Conflicting Environmental ForcesCase 2-1: Global Wine War 2009: New World versus OldCase 2-2: The Globalization of CEMEXCase 2-3: A Speed Race: Benelli and QJ Compete in the International Motorbike ArenaReading 2-1: Culture and OrganizationReading 2-2: Clusters and the New Economics of CompetitionReading 2-3: Managing Risk in an Unstable WorldChapter 3: Developing Transnational Strategies: Building Layers of Competitive AdvantageCase 3-1: The Global Branding of Stella ArtoisCase 3-2: United Cereal: Lora Brill’s Eurobrand ChallengeCase 3-3: GE’s Imagination Breakthrough: The Evo ProjectReading 3-1: Managing Differences: The Central Challenge of Global StrategyReading 3-2: Capturing the World’s Emerging Middle ClassReading 3-3: New Business Models in Emerging MarketsPart Three: The Organizational ChallengeChapter 4: Developing a Transnational Organization: Managing Integration, Responsiveness, and FlexibilityCase 4-1: Philips versus Matsushita: The Competitive Battle ContinuesCase 4-2: ECCO A/S – Global Value Chain ManagementCase 4-3: Lundbeck Korea: Managing an International Growth EngineCase 4-4: Kent Chemical: Organizing for International GrowthReading 4-1: Organizing for an Emerging WorldReading 4-2: Have You Restructured for Global Success? Reading 4-3: Matrix Management: Not a Structure, a Frame of MindChapter 5: Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge ManagementCase 5-1: Applied Research Technologies, Inc.: Global Innovation’s ChallengesCase 5-2: P&G Japan: The SK-II Globalization ProjectCase 5-3: McKinsey & Company: Managing Knowledge and LearningReading 5-1: Building Effective R&D Capabilities AbroadReading 5-2: How GE is Disrupting ItselfReading 5-3: How to Build Collaborative AdvantageChapter 6: Engaging in Cross-Border Collaboration: Managing across Corporate BoundariesCase 6-1: Sharp Corporation: Beyond JapanCase 6-2: Nora-Sakari: A Proposed JV in Malaysia (Revised) Case 6-3: Eli Lilly in India: Rethinking the Joint Venture StrategyReading 6-1: The Design and Management of International Joint VenturesReading 6-2: How to Manage Alliances Better than One at a TimePart Four: The Managerial ImplicationsChapter 7: Implementing the Strategy: Building Multidimensional CapabilitiesCase 7-1: Levendary Café: The China ChallengeCase 7-2: Clayton Industries, Inc.: Peter Arnell, Country Manager for ItalyCase 7-3: Silvio Napoli at Schindler IndiaCase 7-4: Managing a Global Team: Greg James at Sun Microsystems, Inc. Reading 7-1: Managing Executive Attention in the Global CompanyReading 7-2: Tap Your Subsidiaries for Global ReachReading 7-3: The Collaboration ImperativeChapter 8: The Future of the Transnational: An Evolving Global RoleCase 8-1: Barrick Gold Corporation - TanzaniaCase 8-2: IKEA's Global Sourcing Challenge: Indian Rugs and Child LaborCase 8-3: Genzyme’s CSR Dilemma: How to Play its HANDReading 8-1: A Global Leader’s Guide to Managing Business ConductReading 8-2: Serving the World’s Poor, Pofitably