Transnational Management: Concepts and Cases in Cross-Border Management, Ninth Edition
Christopher A. Bartlett, Paul W. Beamish and Andrew Delios
CONTENTS
Author Biographies page vii
Preface xi
Acknowledgments xiii
Editorial Advisory Board xiv
Introduction: So What Is Transnational Management? 1
Part I The Strategic Imperatives 9
1 Expanding Abroad: Motivations, Means, and Mentalities 11
Cases
1.1 Domino’s Pizza Japan: Fortressing or Market Expansion? 29
1.2 Forbidden City: Launching a Craft Beer in China 39
1.3 Airbnb: Home Sharing in China 48
1.4 Cameron Auto Parts: Early Internationalization 56
2 Understanding the International Context: Responding to Conflicting
Environmental Forces 66
Cases
2.1 Carlsberg Breweries A/S: Facing Political Risk in Russia 87
2.2 Garrard Japan: Global or Local? 101
2.3 Rakuten: To Stay or Not to Stay in the UK? 109
2.4 MTN and the Nigerian Fine 121
3 Developing Transnational Strategies: Building Layers of Competitive
Advantage 137
Cases
3.1 Yushan Bicycles: Learning to Ride Abroad 155
3.2 RoboTech: Storming into the US Market 162
3.3 Larson Inc. in Nigeria 170
3.4 Tim Hortons: Bringing Canada’s Iconic Coffee to China 175
Part II The Organizational Challenge 187
4 Developing a Transnational Organization: Managing Integration,
Responsiveness, and Flexibility 189
Cases
4.1 Toyota Tsusho in the South Pacific 211
4.2 The Global-Local Tension: Vodafone CEO Vittorio Colao Leading with
“International Values and Local Roots” (A) 218
4.3 Kent Chemical: Organizing for International Growth 227
4.4 Philips versus Matsushita: The Competitive Battle Continues 237
5 Creating Worldwide Innovation and Learning: Exploiting Cross-Border
Knowledge Management 256
Cases
5.1 Innovating Tradition at Hosoo 271
5.2 Broad’s Holon Building: Internationalization Strategy 282
5.3 Fujitsu: Co-creating Digital Business 293
5.4 Applied Research Technologies, Inc.: Global Innovation’s Challenges 306
6 Engaging in Cross-Border Collaboration: Managing across Corporate
Boundaries 317
Cases
6.1 Hayco: Moving Manufacturing to Mexico, the Caribbean, or
Central America? 339
6.2 Nora-Sakari: A Proposed JV in Malaysia (Revised) 348
6.3 McDonald’s in India: Not a Happy Meal 360
6.4 Amazon and Future Group: Rethinking the Alliance Strategy 365
Part III The Managerial Implications 379
7 Building New Management Capabilities: Key to Effective Implementation 381
Cases
7.1 Amanda Tremblay at Citrine Software Solutions 401
7.2 CHINT Global Group: Selecting the Next Country Manager 409
7.3 Levendary Café: The China Challenge 417
7.4 Silvio Napoli at Schindler India (A) 428
8 The Future of the Transnational: An Evolving Global Role 446
Cases
8.1 IKEA’s Global Sourcing Challenge: Indian Rugs and Child Labor (A) 468
8.2 Shandong Gold’s Proposed Acquisition of TMAC in the High Arctic 479
8.3 JTD Group in Africa 490
8.4 Unilever’s New Global Strategy: Competing through Sustainability 502
Index 523