Test Bank for Transnational Management Text and Cases in Cross-Border Management, 8th Edition Christopher A. Bartlett Paul W. Beamish

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Product details:

• ISBN-10 ‏ : ‎ 1108436692
• ISBN-13 ‏ : ‎ 978-1108436694
• Author: Christopher A. Bartlett; Paul W. Beamish

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.

Table of contents:

1. Part I The Strategic Imperatives
2. 1 Expanding Abroad: Motivations, Means, and Mentalities
3. The MNE: Definition, Scope, and Influence
4. Denition
5. Scope
6. MNE Inuence in the Global Economy
7. The Motivations: Pushes and Pulls to Internationalize
8. Traditional Motivations
9. Emerging Motivations
10. The Means of Internationalization: Prerequisites and Processes
11. Prerequisites for Internationalization
12. The Process of Internationalization
13. The Evolving Mentality: International to Transnational
14. International Mentality
15. Multinational Mentality
16. Global Mentality
17. Transnational Mentality
18. Concluding Comments
19. Chapter 1 Recommended Practitioner Readings
20. 2 Understanding the International Context: Responding to Conflicting Environmental Forces
21. Forces for Global Integration and Coordination
22. Forces of Change: Scale, Scope, and Factor Costs
23. Forces of Change: Free Trade
24. Driving an Expanding Spiral of Globalization
25. Global Competitors as Change Agents
26. Forces for Local Differentiation and Responsiveness
27. Cultural Differences
28. Government Demands
29. Growing Pressures for Localization
30. Forces for Worldwide Innovation and Learning
31. Responding to the Diverse Forces Simultaneously
32. Global, Multinational, and International Industries
33. Transition to Transnationality
34. Concluding Comments
35. Chapter 2 Recommended Practitioner Readings
36. 3 Developing Transnational Strategies: Building Layers of Competitive Advantage
37. Worldwide Competitive Advantage: Goals and Means
38. The Goals: Efficiency, Flexibility, and Learning
39. Global Efficiency
40. Multinational Flexibility
41. Worldwide Learning
42. The Means: National Differences, Scale, and Scope Economies
43. National Differences
44. Market potential varies across countries
45. Scale Economies
46. Scope Economies
47. Mapping Ends and Means: Building Blocks for Worldwide Advantage
48. International, Multinational, Global, and Transnational Strategies
49. International Strategy
50. Multinational Strategy
51. Global Strategy
52. Transnational Strategy
53. Worldwide Competitive Advantage: The Strategic Tasks
54. Defending Worldwide Dominance
55. Challenging the Global Leader
56. Protecting Domestic Niches
57. Concluding Comments
58. Chapter 3 Recommended Practitioner Readings
59. Part II The Organizational Challenge
60. 4 Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility
61. Beyond Structural Fit
62. Challenges of the Matrix
63. Building Organizational Capability
64. Administrative Heritage
65. Decentralized Federation
66. Coordinated Federation
67. Centralized Hub
68. Administrative Heritage Meets Transnational Challenge
69. The Transnational Organization
70. Multidimensional Perspectives
71. Distributed, Interdependent Capabilities
72. Flexible Integrative Process
73. Building a Transnational Organization: Beyond Structure
74. Structuring the Organizational Anatomy
75. Building the Organizational Physiology
76. Developing the Organizational Psychology
77. Managing the Process of Change
78. The Transnational Organization in Transition
79. Disenchantment with Formal Matrix Structures
80. Redenition of Key Organization Dimensions
81. Changing the Functional Management Role
82. Concluding Comments
83. Chapter 4 Recommended Practitioner Readings
84. 5 Creating Worldwide Innovation and Learning: Exploiting Cross-Border Knowledge Management
85. Traditional Innovation: Central and Local Models
86. Making Central Innovations Effective
87. Gaining Subsidiary Input: Multiple Linkages
88. Responding to National Needs: Market Mechanisms
89. Managing Responsibility Transfer: Personnel Flow
90. Making Local Innovations Efficient
91. Empowering Local Management
92. Linking Local Managers to Corporate Decision-Making Processes
93. Integrating Subsidiary Functions
94. Transnational Innovation: Locally Leveraged, Globally Linked
95. Making Transnational Processes Feasible
96. From Symmetry to Differentiation
97. From Dependence or Independence to Interdependence
98. From Simple Control to Flexible Coordination
99. Concluding Comments
100. Chapter 5 Recommended Practitioner Readings
101. 6 Engaging in Cross-Border Collaboration: Managing Across Corporate Boundaries
102. Why Strategic Alliances?
103. Technology Exchange
104. Global Competition
105. Industry Convergence
106. Economies of Scale and Reduction of Risk
107. Alliance as an Alternative to Merger
108. The Risks and Costs of Collaboration
109. The Risks of Competitive Collaboration
110. The Cost of Strategic and Organizational Complexity
111. Building and Managing Collaborative Ventures
112. Building Cooperative Ventures
113. Partner Selection: Strategic and Organizational Analysis
114. Escalating Commitment: Thrill of the Chase
115. Alliance Scope: Striving for Simplicity and Flexibility
116. Managing Cooperative Ventures
117. Managing the Boundary: Structuring the Interface
118. Managing Knowledge Flows: Integrating the Interface
119. Providing Strategic Direction: The Governance Structure
120. Concluding Comments
121. Easy – But Sometimes Not the Best Solution
122. Alliances Need Not Be Permanent
123. Flexibility is Key
124. An Internal Knowledge Network: Basis for Learning
125. Chapter 6 Recommended Practitioner Readings
126. Part III The Managerial Implications
127. 7 Building New Management Capabilities: Key to Effective Implementation
128. Global Business Management
129. Global Business Strategist
130. Architect of Asset and Resource Conguration
131. Cross-Border Coordinator
132. Worldwide Functional Management
133. Worldwide Intelligence Scanner
134. Cross-Pollinator of ‘‘Best Practices’’
135. Champion of Transnational Innovation
136. Geographic Subsidiary Management
137. Bicultural Interpreter
138. National Defender and Advocate
139. Frontline Implementer of Corporate Strategy
140. Top-Level Corporate Management
141. Providing Direction and Purpose
142. Leveraging Corporate Performance
143. Ensuring Continual Renewal
144. Concluding Comments
145. Chapter 7 Recommended Practitioner Readings
146. 8 Shaping the Transnational’s Future: Defining an Evolving Global Role
147. The Growing Discontent
148. The Challenge Facing MNEs
149. Responding to Developing World Needs: Four MNE Postures
150. The Exploitative MNE: Taking Advantage of Disadvantage
151. The Transactional MNE: Doing Deals, Respecting Laws
152. The Responsive MNE: Making a Difference
153. The Transformative MNE: Leading Broad Change
154. Concluding Comments
155. Chapter 8 Recommended Practitioner Readings
156. Transnational Management Index (coded)

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