Transnational Management

Part 1 The Strategic Imperatives
Chapter 1 Expanding Abroad: Motivations, Means, and Mentalities
Case 1-1 Lincoln Electric
Case 1-2 Jollibee Foods Corporation (A): International Expansion
Case 1-3 Acer, Inc.: Taiwan's Rampaging Dragon
Case 1-4 Research in Motion: Managing Explosive Growth
Reading 1-1 The Tortuous Evolution of the Multinational Corporation
Reading 1-2 Distance Still Matters: The Hard Reality of Global Expansion
Reading 1-3 When You Shouldn't Go Global
Chapter 2 Understanding the International Context: Responding to Conflicting Environmental Forces
Case 2-1 Global Wine Wars 2009: New World versus Old
Case 2-2 The Globalization of CEMEX
Case 2-3 Mattel and the Toy Recalls (A)
Reading 2-1 Culture and Organization
Reading 2-2 Clusters and the New Economics of Competition
Chapter 3 Developing Transnational Strategies: Building Layers of Competitive Advantage
Case 3-1 Marketing the "$100 Laptop" (A)
Case 3-2 Global Branding of Stella Artois
Case 3-3 GE's Imagination Breakthrough: The Evo Project
Reading 3-1 Managing Differences: The Central Challenge of Global Strategy
Reading 3-2 How Local Companies Keep Multinationals at Bay
Reading 3-3 Regional Strategies for Global Leadership
Part 2: The Organizational Challenge
Chapter 4 Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility
Case 4-1 Philips versus Matsushita: Competing Strategic and Organizational Choices
Case 4-2 ECCO A/S - Global Value Chain Management
Case 4-3 World Vision International's AIDS Initiative: Challenging a Global Partnership
Reading 4-1 Managing Multicultural Teams
Reading 4-2 Managing Executive Attention in the Global Company
Reading 4-3 Matrix Management: Not a Structure, a Frame of Mind
Chapter 5 Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge Management
Case 5-1 Siemens AG: Global Development Strategy
Case 5-2 P&G Japan: The SK-II Globalization Project
Case 5-3 McKinsey &

PAUL W. BEAMISH is Associate Dean - Research and a Professor in International Business at the Richard Ivey School of Business, The University of Western Ontario, London, Canada. During 1993-97 he served as Editor-in-Chief of the Journal of International Business Studies (JIBS). He is the author or co-author of over 100 publications in the international strategy area and series editor of 32 volumes of cases for China. In 1997 he was recognized as one of the top three contributors worldwide to the international strategic management literature in the previous decade. His work has also received awards from the Academy of Management, Academy of International Business, European Foundation for Management Development, and the Administrative Sciences Association of Canada. He is also the founding Director of Ivey's Asian Management Institute.