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

Course Codes : 21591, MGMT6011

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

ISBN 9780078029394
Edition 7
Publication Date
Publisher McGraw Hill Higher Education
Author(s)
Overview

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
Course Codes : 21591, MGMT6011
Overview

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

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