Multinational Strategic Management

* 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 Enterpriseâs 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 Workâ"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