Transnational management : text and cases in cross-border management / Christopher A. Bartlett, Harvard University, Massachusetts, Paul W. Beamish, University of Western Ontario.

Machine generated contents note: pt. I The Strategic Imperatives -- 1.Expanding Abroad: Motivations, Means, and Mentalities Cases -- 1.1.Sher-Wood Hockey Sticks: Global Sourcing -- 1.2.Cameron Auto Parts: Early Internationalization -- 1.3.Mabe: Learning to be a Multinational (A) -- 2.Understanding the International Context: Responding to Conflicting Environmental Forces Cases -- 2.1.Global Wine War 2015: New World Versus Old -- 2.2.MTN and the Nigerian Fine -- 2.3.IMAX: Expansion in BRIC Economies (Revised) -- 2.4.Mahindra ft Mahindra in South Africa -- 3.Developing Transnational Strategies: Building Layers of Competitive Advantage Cases -- 3.1.United Cereal: Lora Brill's Eurobrand Challenge -- 3.2.Yushan Bicycles: Learning to Ride Abroad -- 3.3.Beer for All: SABMiller in Mozambique -- 3.4.GE's Imagination Breakthroughs: The Evo Project -- pt. II The Organizational Challenge

Note continued: 4.Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility Cases -- 4.1.Kent Chemical: Organizing for International Growth -- 4.2.Lundbeck Korea: Managing an International Growth Engine -- 4.3.Philips versus Matsushita: The Competitive Battle Continues -- 4.4.Beiersdorf AG: Expanding Nivea's Global Reach -- 5.Creating Worldwide Innovation and Learning: Exploiting Cross-Border Knowledge Management Cases -- 5.1.PEtG Japan: The SK-II Globalization Project -- 5.2.Applied Research Technologies, Inc.: Global Innovation's Challenges -- 5.3.Cisco India (A): Innovation in Emerging Markets -- 6.Engaging in Cross-Border Collaboration: Managing Across Corporate Boundaries Cases -- 6.1.Nora-Sakari: A Proposed JV in Malaysia (Revised) -- 6.2.Eli Lilly in India: Rethinking the Joint Venture Strategy -- 6.3.Amazon and Future Group: Rethinking the Alliance Strategy -- pt. III The Managerial Implications

Note continued: 7.Building New Management Capabilities: Key to Effective Implementation Cases -- 7.1.Levendary Cafe: The China Challenge -- 7.2.Unilever's Lifebuoy in India: Implementing the Sustainability Plan -- 7.3.Silvio Napoli at Schindler India (A) -- 7.4.Larson Inc. in Nigeria -- 8.Shaping the Transnational's Future: Defining an Evolving Global Role Cases -- 8.1.IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor (A) -- 8.2.Barrick Gold Corporation -- Tanzania -- 8.3.Unilever's New Global Strategy: Competing Through Sustainability.

Transnational Management provides an integrated conceptual framework to guide students and instructors through the challenges facing today's multinational enterprises. Through text narrative and cases, the authors skilfully examine the development of strategy, organizational capabilities, and management roles and responsibilities for operating in the global economy. The key concepts are developed in eight chapters that are supplemented by carefully selected practical case studies from world-leading case writers. All chapters have been revised and updated for this eighth edition to reflect the latest thinking in transnational management while retaining the book's strong integrated conceptual framework. Ten new cases have been added, and four others updated. A full range of online support materials are available, including detailed case teaching notes, almost 200 PowerPoint slides, and a test bank. Suitable for MBA, executive education, and senior undergraduate students studying international management, international business, or global strategy courses, Transnational Management offers a uniquely global perspective on the subject.

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