Transnational Management

Höfundar: Christopher A. Bartlett; Paul W. Beamish; Andrew Delios (Útgáfa: 9)
Transnational Management

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Transnational Management provides an integrated conceptual framework to guide students and instructors through the challenges facing enterprises operating in today's complex worldwide environment. Through text narrative and cases, the authors skillfully examine the development of strategy, organizational capabilities and management roles, and responsibilities for managing effectively across national boundaries.

The key concepts are developed in eight chapters supplemented by practical case studies from world-leading case writers. All chapters have been revised and updated for this ninth edition to reflect the latest thinking in transnational management while retaining the book's strong integrated conceptual framework. Nineteen new cases have been added and thirteen classics are retained. Recommended academic and practitioner readings have been updated for each chapter.

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Útgefandi
Cambridge University Press
ISBN
9781009488594
Print ISBN
9781009488556
Format
ePub
Útgáfa
9
Höfundar
Christopher A. Bartlett; Paul W. Beamish; Andrew Delios
Tungumál
English
Útgefið
2024-11-28
Prent takmörkun á líftíma
10
Prent takmörkun
2
Afritunar takmörkun
2

Kaflar

  • Cover
  • Half title
  • Title page
  • Imprints page
  • Contents
  • Author Biographies
  • Preface
  • Acknowledgments
  • Editorial Advisory Board
  • Introduction: So What Is Transnational Management?
  • Transnational: What Does That Imply?
  • Management: Why This Focus?
  • Text and Cases: How Will We Learn?
  • The Structure
  • The Learning Materials
  • Getting Started
  • Part I The Strategic Imperatives
  • 1 Expanding Abroad
  • The MNE: Definition, Scope, and Influence
  • Definition
  • Scope
  • MNE Influence in the Global Economy
  • The Motivations: Pushes and Pulls to Internationalize
  • Traditional Motivations
  • Emerging Motivations
  • The Means of Internationalization: Prerequisites and Processes
  • Prerequisites for Internationalization
  • The Process of Internationalization
  • The Evolving Mentality: International to Transnational
  • International Mentality
  • Multinational Mentality
  • Global Mentality
  • Transnational Mentality
  • Concluding Comments
  • 2 Understanding the International Context
  • Forces for Global Integration and Coordination
  • Forces of Change: Scale, Scope, and Factor Costs
  • Forces of Change: Free Trade
  • Driving an Expanding Spiral of Globalization
  • Global Competitors as Change Agents
  • Forces for Local Differentiation and Responsiveness
  • Cultural Differences
  • Government Demands
  • Growing Pressures for Localization
  • Forces for Worldwide Innovation and Learning
  • Responding to the Diverse Forces Simultaneously
  • Global, Multinational, and International Industries
  • Transition to Transnationality
  • Concluding Comments
  • 3 Developing Transnational Strategies
  • Worldwide Competitive Advantage: Goals and Means
  • The Goals: Efficiency, Flexibility, and Learning
  • Global Efficiency
  • Multinational Flexibility
  • Worldwide Learning
  • The Means: National Differences, Scale, and Scope Economies
  • National Differences
  • Scale Economies
  • Scope Economies
  • Mapping Ends and Means: Building Blocks for Worldwide Advantage
  • International, Multinational, Global, and Transnational Strategies
  • International Strategy
  • Multinational Strategy
  • Global Strategy
  • Transnational Strategy
  • Worldwide Competitive Advantage: The Strategic Tasks
  • Defending Worldwide Dominance
  • Challenging the Global Leader
  • Protecting Domestic Niches
  • Concluding Comments
  • Part II The Organizational Challenge
  • 4 Developing a Transnational Organization
  • Beyond Structural Fit
  • Challenges of the Matrix
  • Building Organizational Capability
  • Administrative Heritage
  • Decentralized Federation
  • Coordinated Federation
  • Centralized Hub
  • Administrative Heritage Meets Transnational Challenge
  • The Transnational Organization
  • Multidimensional Perspectives
  • Distributed, Interdependent Capabilities
  • Flexible Integrative Process
  • Building a Transnational Organization: Beyond Structure
  • Structuring the Organizational Anatomy
  • Building the Organizational Physiology
  • Developing the Organizational Psychology
  • Managing the Process of Change
  • The Transnational Organization in Transition
  • Disenchantment with Formal Matrix Structures
  • Redefinition of Key Organization Dimensions
  • Changing the Functional Management Role
  • Concluding Comments
  • 5 Creating Worldwide Innovation and Learning
  • Traditional Innovation: Central and Local Models
  • Making Central Innovations Effective
  • Gaining Subsidiary Input: Multiple Linkages
  • Responding to National Needs: Market Mechanisms
  • Managing Responsibility Transfer: Personnel Flow
  • Making Local Innovations Efficient
  • Empowering Local Management
  • Linking Local Managers to Corporate Decision-Making Processes
  • Integrating Subsidiary Functions
  • Transnational Innovation: Locally Leveraged, Globally Linked
  • Making Transnational Processes Feasible
  • From Symmetry to Differentiation
  • From Dependence or Independence to Interdependence
  • From Simple Control to Flexible Coordination
  • Concluding Comments
  • 6 Engaging in Cross-Border Collaboration
  • Why Strategic Alliances?
  • Technology Exchange
  • Global Competition
  • Industry Convergence
  • Economies of Scale and Reduction of Risk
  • Alliance as an Alternative to Merger
  • The Risks and Costs of Collaboration
  • The Risks of Competitive Collaboration
  • The Cost of Strategic and Organizational Complexity
  • Building and Managing Collaborative Ventures
  • Building Cooperative Ventures
  • Partner Selection: Strategic and Organizational Analysis
  • Escalating Commitment: Thrill of the Chase
  • Alliance Scope: Striving for Simplicity and Flexibility
  • Managing Cooperative Ventures
  • Managing the Boundary: Structuring the Interface
  • Managing Knowledge Flows: Integrating the Interface
  • Providing Strategic Direction: The Governance Structure
  • Concluding Comments
  • Easy – But Sometimes Not the Best Solution
  • Alliances Need Not Be Permanent
  • Flexibility Is Key
  • An Internal Knowledge Network: Basis for Learning
  • Part III The Managerial Implications
  • 7 Building New Management Capabilities
  • Global Business Management
  • Global Business Strategist
  • Architect of Asset and Resource Configuration
  • Cross-Border Coordinator
  • Worldwide Functional Management
  • Worldwide Intelligence Scanner
  • Cross-Pollinator of “Best Practices”
  • Champion of Transnational Innovation
  • Geographic Subsidiary Management
  • Bicultural Interpreter
  • National Defender and Advocate
  • Frontline Implementer of Corporate Strategy
  • Top-Level Corporate Management
  • Providing Direction and Purpose
  • Leveraging Corporate Performance
  • Ensuring Continual Renewal
  • Concluding Comments
  • 8 The Future of the Transnational
  • The Growing Discontent
  • The Challenge Facing MNEs
  • Responding to Developing World Needs: Four MNE Postures
  • The Exploitive MNE: Taking Advantage of Disadvantage
  • The Transactional MNE: Doing Deals, Respecting Laws
  • The Responsive MNE: Making a Difference.
  • The Transformative MNE: Leading Broad Change
  • Concluding Comments
  • Index