1st Edition

Multinational Strategic Management
An Integrative Entrepreneurial Context-Specific Process

ISBN 9780789014757
Published July 17, 2002 by Routledge
466 Pages

USD $81.95

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Book Description

Build the skills needed to compete in the highly competitive global business environment!

This incisive book is a comprehensive introduction to contemporary multinational strategic leadership and management. A vital guide to business policy, Multinational Strategic Management: An Integrative Entrepreneurial Context-Specific Process combines basic strategic management with a distinctive international business perspective. The result is invaluable as a preparatory overview for novices and as a guidebook for business practitioners.

Mixing basic management and leadership perspectives with a study of international business, Multinational Strategic Management takes a comprehensive approach to subjects that traditionally require multiple texts. Designed for use as a textbook for undergraduate and graduate course work, the book fills an educational void in a rapidly growing field. The in-depth text provides you with a thorough understanding of how to lead and manage enterprises that operate within and across national borders.

Multinational Strategic Management helps professionals, students, and educators:

  • acquire and enhance skills in entrepreneurial contingency thinking and action
  • integrate those skills to creatively handle specific situations
  • learn more about management processes (and possibly develop new ones)
Ideal for use in support of executive training workshops and as a text in advanced university business programs, Multinational Strategic Management introduces you to all levels of integrative decision-making from the entrepreneurial perspective of the leading multinational firms like General Electric and Intel. Perfect for educational use, the book provides more than the standard textbook descriptions and case studies. It will inspire the kind of creative entrepreneurial thought and action needed to compete in today’s highly competitive global environment.

Table of Contents

  • 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

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