Part 1. The Strategic Imperatives

Chapter 1. Expanding Abroad: Motivations, Means, and Mentalities

Case 1-1 Jollibee Foods Corporations: International Expansion

Case 1-2 Acer Inc.: Taiwan's Rampaging Dragon

Case 1-3 Icon Medialab

Reading 1-1 The Tortuous Evolution of the Multinational Corporation

Reading 1-2 Managing in a Borderless World

Reading 1-3 Going Global: Lessons from Late Movers

Chapter 2. Managing Conflicting Demands: Global Integration, Local Responsiveness, and Worldwide Learning

Case 2-1 Toys "R" Us Japan

Case 2-2 Global Wine Wars

Case 2-3 Hitting the Wall: Nike and International Labor Practices

Reading 2-1 Culture and Organization

Reading 2-2 Clusters and the New Economics of Competition

Reading 2-3 The End of Corporate Imperialism

Chapter 3. Developing Strategic Capabilities: Building Layers of Competitive Advantage

Case 3-1 Caterpillar Tractor Co.

Case 3-2 Komatsu Limited

Case 3-3 BskyB

Case 3-4 General Electric Medical Systems

Reading 3-1 The globalization of markets

Reading 3-2 Global Strategyin a World of Nations

Reading 3-3 Competition in Global Industries: A Conceptual Framework

Part 2. The Organizational Challenge

Chapter 4. Developing Coordination and Control: The Organizational Challenge

Case 4-1 Philips & Matsushita 1998: Growth of Two Global Companies

Case 4-2 Becton Dickinson: Worldwide Blood Collection Team

Case 4-3 Schneider Electric Global Account Management

Case 4-4 ABB Relays Business: Building and Managing a Global Matrix

Reading 4-1 Tap Your Subsidiaries for Global Reach

Reading 4-2 Making Global Strategies Work

Reading 4-3 Can Selling Be Globalized? The Pitfalls of Global Account Management

Chapter 5. Creating and Leveraging Knowledge: The Worldwide Learning Challenge

Case 5-1 P&G Japan: The SK-ll Globalization Project

Case 5-2 McKinsey & Company: Managing Knowledge and Learning

Case 5-3 Skandia AFS: Developing Intellectual Capital Globally

Case 5-4a Meridian Magnesium: International Technology Transfer

Case 5-4b Meridian Magnesium: The American People

Case 5-4c Meridian Magnesium: The Canadian Perspective

Case 5-4d Meridian Magnesium: The Italian Perspective

Reading 5-1 Unleash Innovation in Foreign Subsidiaries

Reading 5-2 Integrating the Enterprise

Reading 5-3 The Knowledge-Creating Company

Chapter 6. Managing across Boundaries: The Collaborative Challenge

Case 6-1 Xerox and Fuji-Xerox

Case 6-2 Renault-Nissan

Case 6-3 Star Alliance

Reading 6-1 The Global Logic of Strategic Alliances

Reading 6-2 Collaborate with Your Competitors ­ and Win!

Part 3. The Managerial Implications

Chapter 7. Building Multidimensional Capabilities: The Management Challenge

Case 7-1 BRL Hardy:Globalizing an Australian Wine Company

Case 7-2 Silvio Napoli at Schindler India

Case 7-3 The GE Energy Management Initiative (A)

Case 7-4 Genzyme's Gaucher Initiative: Global Risk and Responsibility

Reading 7-1 Local Memories of a Global Manager

Reading 7-2 Subsidiary Initiative to Develop New Markets

Chapter 8. Preparing for the Future: Evolution of the Transnational

Case 8-1 The Transformation of BP

Case 8-2 GE's Two-Decade Transformation: Jack Welch's Leadership

Reading 8-1 The Myth of the Generic Manager: New Personal Competencies for New Management Roles

Reading 8-2 The New Global Game: How Your Company Can Win in the Knowledge Economy