Transnational management : text, cases, and readings in cross-border management / Christopher A. Bartlett, Paul W. Beamish.

Includes bibliographical references and index.

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 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: New versus Old World Battle Continues Case 2-2 The Globalization of CEMEX Case 2-3 Mattel and the Toy Recalls (A) Reading 2-1 Culture and Organization (Condensed) 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: The Competitive Battle Continues 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 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 Case 6-2 Mahindra and Mahindra Ltd. Case 6-3 Eli Lilly in India 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: (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