m

Transnational Management
TEXT, CASES, AND READINGS IN GROSS-BORDER MANAGEMENT
S E V E N T H E D I T I O N
Christopher A. Bartlett
Harvard Business School
Paul W. Beamish
Ivey Business School
The University of Western Ontario
Me
Gravv
H i l l
McGraw-Hill
Irwin
Contents
Introduction
So What Is Transnational
Management?
PARTi TH E STRATEGIC
IMPERATIV ES
xvii
Chapter 1
Expanding Abroad: Motivations,
Means, and Mentalities
Cases
1-1 Sher-Wood H ockey Sticks: Global
Sourcing
1-2 Jollibee Foods Corporation (A):
International Expansion
1-3 Mahindra & Mahindra in South Africa
1-4 Acer, Inc: Taiwan's Rampaging
Dragon
Readings
1-1 The Global Entrepreneur /
1-2 Distance Still Matters: The H ard
Reality of Global Expansion
1-3 The Tortuous Evolution of the
Multinational Corporation
Chapter?
Understanding the International
Context: Responding to Conflicting
Environmental Forces
Cases
2-1 Global Wine War 2009: New World
versus Old
707
117
2-2 The Globalization of CEMEX
2-3 A Speed Race: Benelli and QJ
Compete in the International
Motorbike Arena
135
154
Readings
1
1
17
26
45
60
75
80
91
2-1 Culture and Organization
2-2 Clusters and the New Economics
of Competition
2-3 Managing Risk in an Unstable
World
Chapter 3
Developing Transnational Strategies
Building Layers of Competitive
Advantage
Cases
3-1 The Global Branding of Stella Artois
3-2 United Cereal: Lora Brill's
Eurobrand Challenge
3-3 GE's Imagination Breakthroughs:
The Evo Project
Readings
3-1 Managing Differences: The Central
Challenge of Global Strategy
3-2 Capturing the World's Emerging
Middle Class
3-3 New Business Models in Emerging
Markets
167
185
199
308
224
239
248
267
279
284
xiv Contents
TH E ORGANIZATIONAL
CH ALLENGE
PART
Chapter 4
Developing a Transnational
Organization: Managing Integration,
Responsiveness, and Flexibility 2,92,
Cases
4-1 Philips versus Matsushita:
The Competitive Battle Continues 311
4-2 ECCO A/SGlobal V alue Chain
Management 328
4-3 Lundbeck Korea: Managing
an International Growth
Engine 346
4-4 Kent Chemical: Organizing for
International Growth 360
5-2
5-3
P&G Japan: The SK-II
Globalization Project
McKinsey & Company:
Managing Knowledge and
Learning
Readings
5-1
5-2
5-3
Building Effective R&D
Capabilities Abroad
H ow GE Is Disrupting Itself
H ow to Build Collaborative
Advantage
412
431
447
458
466
Chapter 6
Engaging in Cross-Border
Collaboration: Managing Across
Corporate Boundaries
Cases
Readings
4-1 Organizing for an Emerging World
4-2 H ave You Restructured for
Global Success?
4-3 Matrix Management: Not
a Structure, a Frame
of Mind
Chapter 5
Creating Worldwide Innovation
and Learning: Exploiting
Cross -Border Knowledge
Management
Cases
5-1 Applied Research Technologies,
Inc.: Global Innovation's
Challenges
370
376
383
3yi
403
6-1
6-2
6-3
-n
Re;
6-1
6-2
Sharp Corporation: Beyond Japan
Nora-Sakari: A Proposed JV
in Malaysia (Revised)
Eli Lilly in India: Rethinking the
Joint V enture Strategy
The Design and Management of
International Joint V entures
H ow to Manage Alliances Better
Than One at a Time
477
494
506
519
534
548
Contents
PART 3 TH E MANAGERIAL
IMPLICATION
558
Chapter 7
Implementing the Strategy: Building
Multidimensional Capabilities
Cases
7-1 Levendary Cafe: The China Challenge
7-2 Clayton Industries: Peter Arnell,
Country Manager for Italy
7-3 Silvio Napoli at Schindler
India (A)
7-4 Managing a Global Team:
Greg James at Sun Microsystems,
Inc. (A)
Readings
7-1 Managing Executive Attention
in the Global Company
7-2 Tap Your Subsidiaries for Global
Reach
7-3 The Collaboration Imperative
572
582
592
608
620
628
636
Chapter 8
The Future of the Transnational:
An Evolving Global Role 642.
Cases
8-1 Barrick Gold CorporationTanzania 659
8-2 - IKEA's Global Sourcing Challenge:
Indian Rugs and Child Labor (A) 670
8-3 Genzyme's CSR Dilemma: H ow to
Play Its H AND 680
Readi ngs
8-1 A Global Leader's Guide to
Managing Business Conduct 697
8-2 Serving the World's Poor, Profitably 703
Index 714