Efnisyfirlit

• Half-title
• Title page
• Copyright information
• Table of contents
• List of Figures
• List of Tables
• Preface
• Acknowledgments
• Editorial Advisory Board
• Introduction: So What Is Transnational Management?
  • Transnational: What Does That Imply?
  • Management: Why This Focus?
  • Text, Cases, and Readings: How Will We Learn?
    • The Structure
    • The Learning Materials
  • Getting Started
• Part I The Strategic Imperatives
  • 1 Expanding Abroad: Motivations, Means, and Mentalities
    • The MNE: Definition, Scope, and Influence
      • Denition
      • Scope
      • MNE Inuence 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
    • Chapter 1 Recommended Practitioner Readings
  • 2 Understanding the International Context: Responding to Conflicting Environmental Forces
    • 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
    • Chapter 2 Recommended Practitioner Readings
  • 3 Developing Transnational Strategies: Building Layers of Competitive Advantage
    • 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
          • Market potential varies across countries
        • 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
    • Chapter 3 Recommended Practitioner Readings
• Part II The Organizational Challenge
  • 4 Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility
    • 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
      • Redenition of Key Organization Dimensions
      • Changing the Functional Management Role
    • Concluding Comments
    • Chapter 4 Recommended Practitioner Readings
  • 5 Creating Worldwide Innovation and Learning: Exploiting Cross-Border Knowledge Management
    • 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
    • Chapter 5 Recommended Practitioner Readings
  • 6 Engaging in Cross-Border Collaboration: Managing Across Corporate Boundaries
    • 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
    • Chapter 6 Recommended Practitioner Readings
• Part III The Managerial Implications
  • 7 Building New Management Capabilities: Key to Effective Implementation
    • Global Business Management
      • Global Business Strategist
      • Architect of Asset and Resource Conguration
      • 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
    • Chapter 7 Recommended Practitioner Readings
  • 8 Shaping the Transnational’s Future: Defining an Evolving Global Role
    • The Growing Discontent
    • The Challenge Facing MNEs
    • Responding to Developing World Needs: Four MNE Postures
      • The Exploitative 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
    • Chapter 8 Recommended Practitioner Readings
• Transnational Management Index (coded)

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