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Transnational Management

New or Used: 8 copies from $103.94
New or Used: 8 copies from $103.94

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Table of Contents

Part One: Introduction Part Two: The Strategic Imperatives Chapter 1: Expanding Abroad: Motivations, Means, and Mentalities Case 1 - : Sher-Wood Hockey Sticks: Global Sourcing Case 1 - : Jollibee Foods Corporation (A): International Expansion Case 1- : Mahindra & Mahindra in South Africa Case 1 - : Acer, Inc.: Taiwan's Rampaging Dragon Reading 1 - : The Global Entrepreneur Reading 1 - : Distance Still Matters Reading 1 - : The Tortuous Evolution of the Multinational Corporation Chapter 2: Understanding the International Context: Responding to Conflicting Environmental Forces Case 2 - : Global Wine War 2009: New World versus Old Case 2 - : The Globalisation of CEMEX Case 2 - : A Speed Race: Benelli and QJ Compete in the International Motorbike Arena Reading 2 - : Culture and Organisation Reading 2 - : Clusters and the New Economics of Competition Reading 2 - : Managing Risk in an Unstable World Chapter 3: Developing Transnational Strategies: Building Layers of Competitive Advantage Case 3 - : The Global Branding of Stella Artois Case 3 - : United Cereal: Lora Brill's Eurobrand Challenge Case 3 - : GE's Imagination Breakthrough: The Evo Project Reading 3 - : Managing Differences: The Central Challenge of Global Strategy Reading 3 - : Capturing the World's Emerging Middle Class Reading 3 - : New Business Models in Emerging Markets Part Three: The Organisational Challenge Chapter 4: Developing a Transnational Organisation: Managing Integration, Responsiveness, and Flexibility Case 4 - : Philips versus Matsushita: The Competitive Battle Continues Case 4 - : ECCO A/S - Global Value Chain Management Case 4 - : Lundbeck Korea: Managing an International Growth Engine Case 4 - : Kent Chemical: Organising for International Growth Reading 4 - : Organising for an Emerging World Reading 4 - : Have You Restructured for Global Success? Reading 4 - : Matrix Management: Not a Structure, a Frame of Mind Chapter 5: Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge Management Case 5 - : Applied Research Technologies, Inc.: Global Innovation's Challenges Case 5 - : P&G Japan: The SK-II Globalisation Project Case 5 - : McKinsey & Company: Managing Knowledge and Learning Reading 5 - : Building Effective R&D Capabilities Abroad Reading 5 - : How GE is Disrupting Itself Reading 5 - : How to Build Collaborative Advantage Chapter 6: Engaging in Cross-Border Collaboration: Managing across Corporate Boundaries Case 6 - : Sharp Corporation: Beyond Japan Case 6 - : Nora-Sakari: A Proposed JV in Malaysia (Revised) Case 6 - : Eli Lilly in India: Rethinking the Joint Venture Strategy Reading 6 - : The Design and Management of International Joint Ventures Reading 6 - : How to Manage Alliances Better than One at a Time Part Four: The Managerial Implications Chapter 7: Implementing the Strategy: Building Multidimensional Capabilities Case 7 - : Levendary Cafe: The China Challenge Case 7 - : Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy Case 7 - : Silvio Napoli at Schindler India Case 7 - : Managing a Global Team: Greg James at Sun Microsystems, Inc. Reading 7 - : Managing Executive Attention in the Global Company Reading 7 - : Tap Your Subsidiaries for Global Reach Reading 7 - : The Collaboration Imperative Chapter 8: The Future of the Transnational: An Evolving Global Role Case 8 - : Barrick Gold Corporation - Tanzania Case 8 - : IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor Case 8 - : Genzyme's CSR Dilemma: How to Play its HAND Reading 8 - : A Global Leader's Guide to Managing Business Conduct Reading 8 - : Serving the World's Poor, Pofitably

About the Author

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.

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