Multinational Strategic Management An Integrative Entrepreneurial Context-Specific Process

• Preface
• A Rapidly Changing, Highly Competitive Context
• An Integrative, Many-Dimensional Process
• The Intended Readership
• Meeting the Challenges of Managing Across National Boundaries and Cultures
• Acknowledgments
• Part I: Introduction
• Chapter 1. An Integrative Entrepreneurial Process
• An Entrepreneurial Perspective
• The Multinational Strategic Leadership and Management Processes
• Formulating Strategic Frameworks Within Different Time Perspectives
• The Processes at Work: Implementing Strategies
• Managing Diversity in a Balanced Way
• The Useful but Limited Role of Adaptive Common Frameworks
• Contingency Processes: A Powerful, Widely Used Common Framework
• Summary
• Review Questions
• Exercises
• Chapter 2. An Enterprise’s Multinational Strategic Framework
• Enterprise-Wide Situations
• Strategic Business Unit (SBU) Situations
• Developing the Specifics of Strategic Frameworks: The Synthesis
• Evaluating Alternatives
• Financial Analysis and Evaluation Techniques and Tools
• Enabling Functional/Operations Situations
• Integrative Strategic Management at Toyota
• Summary
• Review Questions
• Exercises
• Chapter 3. Specific Decisions, Tasks, and Activities
• The Basic Strategic Decision to Go Multinational
• Key Marketing and Production/Operations Enabling Tasks
• Supply Chain Management
• Strategic Alliances
• Summary
• Review Questions
• Exercises
• Chapter 4. Structured Analysis of Rapidly Changing Multinational Situations
• Critical Factors Affecting the General External Multinational Environment
• Critical Factors Affecting Industry and Competitive Market Environment
• Critical Factors Affecting the Internal Company Environment
• Summary
• Review Questions
• Exercises
• Part II: Making Strategies Work—Business Process Enablers
• Chapter 5. Enabling Multinational Marketing Processes
• Multinational Marketing
• Exercise: Identifying Products or Services to Be Offered: A Short-Term Perspective
• Identifying Products or Services to Be Offered: A Longer-Term Perspective
• Entry/Operating Method
• Summary
• Review Questions
• Exercises
• Chapter 6. Enabling Multinational Production/Operations Processes
• Multinational Production/Operations
• Overall Production/Operations Strategies
• Overall Strategies for Product or Service Design and Development
• Designing Production/Operations Systems
• Planning and Managing Production/Operations
• Analyzing Situation Factors
• Exercises: Selected Production/Operations Situations
• Integrating Functional Strategies, Plans, Programs, and Budgets
• Summary
• Review Questions
• Exercises
• Chapter 7. Enabling Advanced Technologies: Telecommunications and Computer Information Systems
• Telecommunications
• Worldwide Information Systems
• Diffusion of Technology in Developing Countries
• Summary
• Review Questions
• Exercises
• Chapter 8. Finance, Accounting, Taxation, and Control Enablers
• Finance, Accounting, and Taxation
• Finance: Management Tasks and Processes
• Accounting and Taxation: Management Tasks and Processes
• Stimulating Innovation and Controlling Performance
• Summary
• Review Questions
• Exercises
• Chapter 9. Enabling Multinational Organizations: The New Equation
• Organization: Structure, Processes, and Culture
• Structure: The Necessary Evil
• Creating a Balanced Organization
• The Human and Business Systems: Collaborative Infrastructures
• Creating an Enabling, Supporting, Enterprise-Wide Corporate Culture
• Summary
• Review Questions
• Exercises
• Part III: Enabling Human Resources
• Chapter 10. Managing Multicultural Diversity: Interpersonal Interaction
• Cultural Factors
• Understanding and Managing Cultural and Personal Biases and Mental Sets
• Six Perspectives on Managing

Biography

Erdener Kaynak, Robert Mockler, Dorothy G. Dologite