Part 1 The Strategic ImperativesChapter 1 Expanding Abroad: Motivations, Means, and MentalitiesCase 1-1 Lincoln ElectricCase 1-2 Jollibee Foods Corporation (A): International ExpansionCase 1-3 Acer, Inc.: Taiwan's Rampaging DragonCase 1-4 Research in Motion: Managing Explosive GrowthReading 1-1 The Tortuous Evolution of the Multinational CorporationReading 1-2 Distance Still Matters: The Hard Reality of Global ExpansionReading 1-3 When You Shouldn't Go GlobalChapter 2 Understanding the International Context: Responding to Conflicting Environmental ForcesCase 2-1 Global Wine Wars 2009: New World versus OldCase 2-2 The Globalization of CEMEXCase 2-3 Mattel and the Toy Recalls (A)Reading 2-1 Culture and OrganizationReading 2-2 Clusters and the New Economics of CompetitionChapter 3 Developing Transnational Strategies: Building Layers of Competitive AdvantageCase 3-1 Marketing the "$100 Laptop" (A)Case 3-2 Global Branding of Stella ArtoisCase 3-3 GE's Imagination Breakthrough: The Evo ProjectReading 3-1 Managing Differences: The Central Challenge of Global StrategyReading 3-2 How Local Companies Keep Multinationals at BayReading 3-3 Regional Strategies for Global LeadershipPart 2: The Organizational ChallengeChapter 4 Developing a Transnational Organization: Managing Integration, Responsiveness, and FlexibilityCase 4-1 Philips versus Matsushita: Competing Strategic and Organizational ChoicesCase 4-2 ECCO A/S - Global Value Chain ManagementCase 4-3 World Vision International's AIDS Initiative: Challenging a Global PartnershipReading 4-1 Managing Multicultural TeamsReading 4-2 Managing Executive Attention in the Global CompanyReading 4-3 Matrix Management: Not a Structure, a Frame of MindChapter 5 Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge ManagementCase 5-1 Siemens AG: Global Development StrategyCase 5-2 P&G Japan: The SK-II Globalization ProjectCase 5-3 McKinsey & Company: Managing Knowledge and LearningReading 5-1 Building Effective R&D Capabilities AbroadReading 5-2 Connect and Develop: Inside Procter & Gamble's New Model for InnovationReading 5-3 Finding, Forming, and Performing: Creating Networks for Discontinuous InnovationChapter 6 Engaging in Cross-Border Collaboration: Managing across Corporate BoundariesCase 6-1 Nora-Sakari: A Proposed JV in Malaysia (Revised)Case 6-2 Mahindra and Mahindra Ltd.--Farm Equipment Sector: Acquisition of Jiangling Tractor CompanyCase 6-3 Eli Lilly in India: Rethinking the Joint Venture StrategyReading 6-1 The Design and Management of International Joint VenturesReading 6-2 Collaborate with Your Competitors - and WinPart 3: The Managerial ImplicationsChapter 7 Implementing the Strategy: Building Multidimensional CapabilitiesCase 7-1 ING Insurance in Asia/PacificCase 7-2 BRL Hardy: Globalizing an Australian Wine CompanyCase 7-3 Silvio Napoli at Schindler India (A)Reading 7-1 Local Memoirs of a Global ManagerReading 7-2 Tap Your Subsidiaries for Global ReachChapter 8 The Future of the Transnational: An Evolving Global RoleCase 8-1 Hitting the Wall: Nike and International Labor PracticesCase 8-2 IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor(A)Case 8-3 Killer Coke: Campaign Against Coca-ColaCase 8-4 Genzyme's CSR Dilemma: How to Play its HANDReading 8-1 Values in Tension: Ethics Away From HomeReading 8-2 Serving the World's Poor, Profitably
Christopher A. Bartlett is the Thomas D. Casserly, Jr., Professor Emeritus of Business Administration at Harvard Graduate School of Business Administration. He received an economics degree from the University of Queensland, Australia, and both masters and doctorate degrees in business administration from Harvard University. Prior to his academic career, he was a marketing manager with Alcoa in Australia, a management consultant in McKinsey and Company's London office, and country general manager of Baxter Laboratories' subsidiary company in France. He joined the faculty of Harvard Business School in 1979, and over the following 30 years his interests focused on strategic and organizational challenges confronting managers in multinational corporations and on the process of managing transformational change. While at HBS, he served as faculty chair of the International Senior Management Program, area head of the School's General Management Unit, faculty chairman of the Program for Global Leadership, and as chair of the Humanitarian Leadership Program. He is the author or co-author of nine books, including Managing Across Borders: The Transnational Solution (coauthored with Sumantra Ghoshal), named by Financial Times as one of the 50 most influential business books of the century. The Individualized Corporation, his subsequent major research book with Ghoshal, was the winner of the Igor Ansoff Award for the best new work in strategic management and was named one of the Best Business Books for the Millennium by Strategy+Business magazine. Both books have been translated into over 10 foreign languages. His articles have appeared in journals such as Harvard Business Review, Sloan Management Review, Strategic Management Journal, Academy of Management Review, and Journal of International Business Studies. He has also researched and written over 100 case studies and teaching notes, and their sales of over 3 1/2 million copies make him the best-selling case author ever. He has been elected by his colleagues as a fellow of the Academy of Management, the Academy of International Business, the Strategic Management Society, and the World Economic Forum. Paul W. Beamish is the Donald Triggs Canada Research Chair in International Business at the Ivey Business School, University of Western Ontario. He is the author or coauthor of numerous books, articles, contributed chapters, and teaching cases. His articles have appeared in Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Journal of International Business Studies (JIBS), Organization Science, and elsewhere. He has received best research awards from the Academy of Management and the Academy of International Business (AIB). In 1997 and 2003, he was recognized in the Journal of International Management as one of the top three contributors worldwide to the international strategic management literature in the previous decade. He served as Editor-in-Chief of JIBS from 199397. He worked for Procter & Gamble and Wilfrid Laurier University before joining Ivey's faculty in 1987. He has supervised 25 doctoral dissertations, many involving international joint ventures and alliances. His consulting, management training, and joint venture facilitation activities have been in both the public and private sector. At Ivey, he has taught in a variety of school programs, including the Executive MBA offered at its campus in Hong Kong. From 19992004, he served as Associate Dean of Research. He currently serves as Director of Ivey Publishing, the distributor of Ivey's collection of over 2,400 current cases; Ivey's Asian Management Institute (AMI); and the cross-enterprise center, Engaging Emerging Markets. He is a Fellow of the Academy of International Business, Royal Society of Canada, and Asia Pacific Foundation of Canada.