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 of 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. This
book (a condensed
version of the English
5th edition) contains 8
chapters, 8 cases and 3
readings. Chapter
headings, case titles
and readings titles
follow.
Chapter 1
- Expanding Abroad:
Motivations, Means, and
Mentalities
Case 1
-
Cameron Auto Parts (A)
Reading 1-1 - The
Tortuous Evolution of
the Multinational
Corporation
Chapter 2
-
Understanding the
International Context:
Responding to
Conflicting
Environmental Forces
Chapter 3
-
Developing Transnational
Strategies: Building
Layers of Competitive
Advantage
Case 2
-
Global Branding of
Stella Artois
Chapter 4
-
Developing a
Transnational
Organization: Managing
Integration,
Responsiveness, and
Flexibility
Case 3
-
Bombardier-Adtranz
Chapter 5
-
Creating Worldwide
Innovation and Learning:
Exploiting Cross Border
Knowledge Management
Case 4
-
Time Warner and the ORC
Patents
Chapter 6
-
Engaging in Cross Border
Collaboration: Managing
across Corporate
Boundaries
Case 5
-
Nora Sakari
Case 6
-
Eli Lilly in India
Reading 6-1 - The
Design and Management of
International Joint
Ventures
Chapter 7
-
Implementing the
Strategy: Building
Multidimensional
Capabilities
Case 7
-
Larson in Nigeria
Case 8
-
Cummins in China
(condensed)
Chapter 8
-
The Future of the
Transnational: An
Evolving Global Role
Reading 8-1
-
The Myth of the Generic
Manager: New Personal
Competencies for New
Management Roles
