國際企業

Transnational Management provides an integrated conceptual framework to guide students and instructors through the challenges facing enterprises operating in today's complex worldwide environment. Through text narrative and cases, the authors skillfully examine the development of strategy, organizational capabilities and management roles, and responsibilities for managing effectively across national boundaries. The key concepts are developed in eight chapters supplemented by practical case studies from world-leading case writers. All chapters have been revised and updated for this ninth edition to reflect the latest thinking in transnational management while retaining the book's strong integrated conceptual framework. Nineteen new cases have been added and thirteen classics are retained. Recommended academic and practitioner readings have been updated for each chapter. A full range of online support materials include detailed case teaching notes, comprehensive lecture slides and a test bank. Suitable for MBA, executive education, and senior undergraduate students studying courses such as international management, international business or global strategy.

●An integrated research-based conceptual framework links strategy, organization, and management to help students develop a clear and consistent view of the integrated agenda of transnational management
●Conceptual frameworks and theoretical models are linked to practical application through carefully selected and relevant practical case materials
●Concepts and cases represent the strategic, organizational, and management challenges of firms in both developed and developing countries, providing students with a geocentric rather than ethnocentric world perspective

Christopher A. Bartlett, Harvard Business School
Paul W. Beamish, University of Western Ontario
Andrew Delios, National University of Singapore

Part I. The Strategic Imperatives:
1. Expanding abroad: motivations, means and mentalities
2. Understanding the international context: responding to conflicting environmental forces
3. Developing transnational strategies: building layers of competitive advantage
Part II. The Organizational Challenge:
4. Developing a transnational organization: managing integration, responsiveness and flexibility
5. Creating worldwide innovation and learning: exploiting cross-border knowledge management
6. Engaging in cross-border collaboration: managing across corporate boundaries
Part III. The Managerial Implications:
7. Building new management capabilities: key to effective implementation
8. The future of the transnational: An evolving global role.