Multinational strategic management: an integrative entrepreneurial context-specific process
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
New York [u.a.]
Internat. Business Press
2002
|
| Schlagworte: | |
| Online-Zugang: | Multinational strategic management Inhaltsverzeichnis |
| Beschreibung: | XVII, 442 S. graph. Darst. |
| ISBN: | 0789014750 0789014742 |
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| 650 | 4 | |a International business enterprises |x Management | |
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Datensatz im Suchindex
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|---|---|
| adam_text | CONTENTS
Preface xiii
A Rapidly Changing, Highly Competitive Context xiii
An Integrative, Many Dimensional Process xiv
The Intended Readership xv
Meeting the Challenges of Managing Across National
Boundaries and Cultures xv
Acknowledgments xvii
PART I: INTRODUCTION
Chapter 1. An Integrative Entrepreneurial Process 3
An Entrepreneurial Perspective 3
The Multinational Strategic Leadership and Management
Processes 6
Formulating Strategic Frameworks Within Different Time
Perspectives 12
The Processes at Work: Implementing Strategies 16
Managing Diversity in a Balanced Way 19
The Useful but Limited Role of Adaptive Common
Frameworks 20
Contingency Processes: A Powerful, Widely Used
Common Framework 23
Summary 24
Review Questions 26
Exercises 27
Chapter 2. An Enterprise s Multinational Strategic
Framework 29
Enterprise Wide Situations 31
Strategic Business Unit (SBU) Situations 49
Developing the Specifics of Strategic Frameworks:
The Synthesis 51
Evaluating Alternatives 56
Financial Analysis and Evaluation Techniques and Tools 60
Enabling Functional /Operations Situations 63
Integrative Strategic Management at Toyota 63
Summary 65
Review Questions 65
Exercises 66
Chapter 3. Specific Decisions, Tasks, and Activities 67
The Basic Strategic Decision to Go Multinational 67
Key Marketing and Production/Operations Enabling Tasks 70
Supply Chain Management 75
Strategic Alliances 78
Summary 80
Review Questions 82
Exercises 83
Chapter 4. Structured Analysis of Rapidly Changing
Multinational Situations 85
Critical Factors Affecting the General External
Multinational Environment 86
Critical Factors Affecting Industry and Competitive
Market Environment 97
Critical Factors Affecting the Internal Company
Environment 107
Summary 110
Review Questions 112
Exercises 113
PART II: MAKING STRATEGIES WORK—BUSINESS
PROCESS ENABLERS
Chapter 5. Enabling Multinational Marketing Processes 117
Multinational Marketing 118
Exercise: Identifying Products or Services to Be Offered:
A Short Term Perspective 132
Identifying Products or Services to Be Offered:
A Longer Term Perspective 138
Entry/Operating Method 142
Summary 146
Review Questions 147
Exercises 147
Chapter 6. Enabling Multinational Production/Operations
Processes 149
Multinational Production/Operations 149
Overall Production/Operations Strategies 151
Overall Strategies for Product or Service Design
and Development 156
Designing Production/Operations Systems 157
Planning and Managing Production/Operations 161
Analyzing Situation Factors 161
Exercises: Selected Production/Operations Situations 163
Integrating Functional Strategies, Plans, Programs,
and Budgets 172
Summary 173
Review Questions 175
Exercises 176
Chapter 7. Enabling Advanced Technologies:
Telecommunications and Computer Information
Systems 177
Telecommunications 178
Worldwide Information Systems 183
Diffusion of Technology in Developing Countries 191
Summary 195
Review Questions 197
Exercises 198
Chapter 8. Finance, Accounting, Taxation,
and Control Enablers 199
Finance, Accounting, and Taxation 200
Finance: Management Tasks and Processes 201
Accounting and Taxation: Management Tasks
and Processes 212
Stimulating Innovation and Controlling Performance 221
Summary 225
Review Questions 225
Exercises 226
Chapter 9. Enabling Multinational Organizations:
The New Equation 229
Organization: Structure, Processes, and Culture 230
Structure: The Necessary Evil 232
Creating a Balanced Organization 235
The Human and Business Systems: Collaborative
Infrastructures 238
Creating an Enabling, Supporting, Enterprise Wide
Corporate Culture 245
Summary 250
Review Questions 250
Exercises 251
PART III: ENABLING HUMAN RESOURCES
Chapter 10. Managing Multicultural Diversity:
Interpersonal Interaction 255
Cultural Factors 256
Understanding and Managing Cultural and Personal
Biases and Mental Sets 259
Six Perspectives on Managing Cultural Differences 260
Using Cultural Factor Analysis 272
Managing Cultural Differences: Situation by Situation
Overview 272
Synergistically Managing Cultural Differences 276
Summary 278
Review Questions 279
Exercises 280
Chapter 11. Strategic Leadership and Management:
Emerging New Concepts 281
Strategic Leadership and Management: Some Basic
Distinctions 281
Leadership 282
Situation Application Contingency Guidelines 292
Leading and Managing Teams 295
Summary 300
Review Questions 301
Exercises 302
Chapter 12. Staffing, Training, and Communications 303
Staffing Multinational Operations 304
Training and Development 314
Managing the Staffing, Training, and Development
Processes 317
Communications Across Cultural Boundaries 318
Summary 327
Review Questions 327
Exercises 328
PART IV: INTEGRATIVE PERSPECTIVES
Chapter 13. Enabling Multinational Strategic Alliances 331
Nature of Strategic Alliances: Continuing Partnerships 332
Types of Alliances 333
The Need for and Use of Strategic Alliances 336
Determining Strategic Fit 339
Negotiating Strategic Alliances 343
Selecting Compatible Partners 344
Determining the Type and Structure of Strategic Alliances 346
Making Multinational Strategic Alliances Work:
Managing and Leading 348
Summary 354
Review Questions 354
Exercises 355
Chapter 14. Managing Integratively in a Multinational
Environment 357
Managing Change 358
Managing Crises 361
Improvisation, Situated Action, and Innovation 364
Learning How to Learn: Professional Growth 366
Special Multinational Management Problems for Small
Companies 368
Managing the Long Term Future 369
Summary 370
Review Questions 376
Exercises 377
References 379
Index 419
|
| adam_txt |
CONTENTS
Preface xiii
A Rapidly Changing, Highly Competitive Context xiii
An Integrative, Many Dimensional Process xiv
The Intended Readership xv
Meeting the Challenges of Managing Across National
Boundaries and Cultures xv
Acknowledgments xvii
PART I: INTRODUCTION
Chapter 1. An Integrative Entrepreneurial Process 3
An Entrepreneurial Perspective 3
The Multinational Strategic Leadership and Management
Processes 6
Formulating Strategic Frameworks Within Different Time
Perspectives 12
The Processes at Work: Implementing Strategies 16
Managing Diversity in a Balanced Way 19
The Useful but Limited Role of Adaptive Common
Frameworks 20
Contingency Processes: A Powerful, Widely Used
Common Framework 23
Summary 24
Review Questions 26
Exercises 27
Chapter 2. An Enterprise's Multinational Strategic
Framework 29
Enterprise Wide Situations 31
Strategic Business Unit (SBU) Situations 49
Developing the Specifics of Strategic Frameworks:
The Synthesis 51
Evaluating Alternatives 56
Financial Analysis and Evaluation Techniques and Tools 60
Enabling Functional /Operations Situations 63
Integrative Strategic Management at Toyota 63
Summary 65
Review Questions 65
Exercises 66
Chapter 3. Specific Decisions, Tasks, and Activities 67
The Basic Strategic Decision to Go Multinational 67
Key Marketing and Production/Operations Enabling Tasks 70
Supply Chain Management 75
Strategic Alliances 78
Summary 80
Review Questions 82
Exercises 83
Chapter 4. Structured Analysis of Rapidly Changing
Multinational Situations 85
Critical Factors Affecting the General External
Multinational Environment 86
Critical Factors Affecting Industry and Competitive
Market Environment 97
Critical Factors Affecting the Internal Company
Environment 107
Summary 110
Review Questions 112
Exercises 113
PART II: MAKING STRATEGIES WORK—BUSINESS
PROCESS ENABLERS
Chapter 5. Enabling Multinational Marketing Processes 117
Multinational Marketing 118
Exercise: Identifying Products or Services to Be Offered:
A Short Term Perspective 132
Identifying Products or Services to Be Offered:
A Longer Term Perspective 138
Entry/Operating Method 142
Summary 146
Review Questions 147
Exercises 147
Chapter 6. Enabling Multinational Production/Operations
Processes 149
Multinational Production/Operations 149
Overall Production/Operations Strategies 151
Overall Strategies for Product or Service Design
and Development 156
Designing Production/Operations Systems 157
Planning and Managing Production/Operations 161
Analyzing Situation Factors 161
Exercises: Selected Production/Operations Situations 163
Integrating Functional Strategies, Plans, Programs,
and Budgets 172
Summary 173
Review Questions 175
Exercises 176
Chapter 7. Enabling Advanced Technologies:
Telecommunications and Computer Information
Systems 177
Telecommunications 178
Worldwide Information Systems 183
Diffusion of Technology in Developing Countries 191
Summary 195
Review Questions 197
Exercises 198
Chapter 8. Finance, Accounting, Taxation,
and Control Enablers 199
Finance, Accounting, and Taxation 200
Finance: Management Tasks and Processes 201
Accounting and Taxation: Management Tasks
and Processes 212
Stimulating Innovation and Controlling Performance 221
Summary 225
Review Questions 225
Exercises 226
Chapter 9. Enabling Multinational Organizations:
The New Equation 229
Organization: Structure, Processes, and Culture 230
Structure: The Necessary Evil 232
Creating a Balanced Organization 235
The Human and Business Systems: Collaborative
Infrastructures 238
Creating an Enabling, Supporting, Enterprise Wide
Corporate Culture 245
Summary 250
Review Questions 250
Exercises 251
PART III: ENABLING HUMAN RESOURCES
Chapter 10. Managing Multicultural Diversity:
Interpersonal Interaction 255
Cultural Factors 256
Understanding and Managing Cultural and Personal
Biases and Mental Sets 259
Six Perspectives on Managing Cultural Differences 260
Using Cultural Factor Analysis 272
Managing Cultural Differences: Situation by Situation
Overview 272
Synergistically Managing Cultural Differences 276
Summary 278
Review Questions 279
Exercises 280
Chapter 11. Strategic Leadership and Management:
Emerging New Concepts 281
Strategic Leadership and Management: Some Basic
Distinctions 281
Leadership 282
Situation Application Contingency Guidelines 292
Leading and Managing Teams 295
Summary 300
Review Questions 301
Exercises 302
Chapter 12. Staffing, Training, and Communications 303
Staffing Multinational Operations 304
Training and Development 314
Managing the Staffing, Training, and Development
Processes 317
Communications Across Cultural Boundaries 318
Summary 327
Review Questions 327
Exercises 328
PART IV: INTEGRATIVE PERSPECTIVES
Chapter 13. Enabling Multinational Strategic Alliances 331
Nature of Strategic Alliances: Continuing Partnerships 332
Types of Alliances 333
The Need for and Use of Strategic Alliances 336
Determining Strategic Fit 339
Negotiating Strategic Alliances 343
Selecting Compatible Partners 344
Determining the Type and Structure of Strategic Alliances 346
Making Multinational Strategic Alliances Work:
Managing and Leading 348
Summary 354
Review Questions 354
Exercises 355
Chapter 14. Managing Integratively in a Multinational
Environment 357
Managing Change 358
Managing Crises 361
Improvisation, Situated Action, and Innovation 364
Learning How to Learn: Professional Growth 366
Special Multinational Management Problems for Small
Companies 368
Managing the Long Term Future 369
Summary 370
Review Questions 376
Exercises 377
References 379
Index 419 |
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| index_date | 2024-07-02T17:53:47Z |
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| spelling | Mockler, Robert J. Verfasser aut Multinational strategic management an integrative entrepreneurial context-specific process Robert J. Mockler New York [u.a.] Internat. Business Press 2002 XVII, 442 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Entreprises multinationales - Gestion Planification stratégique Multinationales Unternehmen International business enterprises Management Strategic planning Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Strategisches Management (DE-588)4124261-0 gnd rswk-swf Internationales Management (DE-588)4114040-0 gnd rswk-swf Strategisches Management (DE-588)4124261-0 s Internationales Management (DE-588)4114040-0 s DE-604 DE-188 Multinationales Unternehmen (DE-588)4075092-9 s http://digitool.hbz-nrw.de:1801/webclient/DeliveryManager?application=DIGITOOL-3&owner=resourcediscovery&custom_att_2=simple_viewer&user=GUEST&pid=720129 Multinational strategic management Inhaltsverzeichnis HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=015704126&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Mockler, Robert J. Multinational strategic management an integrative entrepreneurial context-specific process Entreprises multinationales - Gestion Planification stratégique Multinationales Unternehmen International business enterprises Management Strategic planning Multinationales Unternehmen (DE-588)4075092-9 gnd Strategisches Management (DE-588)4124261-0 gnd Internationales Management (DE-588)4114040-0 gnd |
| subject_GND | (DE-588)4075092-9 (DE-588)4124261-0 (DE-588)4114040-0 |
| title | Multinational strategic management an integrative entrepreneurial context-specific process |
| title_auth | Multinational strategic management an integrative entrepreneurial context-specific process |
| title_exact_search | Multinational strategic management an integrative entrepreneurial context-specific process |
| title_exact_search_txtP | Multinational strategic management an integrative entrepreneurial context-specific process |
| title_full | Multinational strategic management an integrative entrepreneurial context-specific process Robert J. Mockler |
| title_fullStr | Multinational strategic management an integrative entrepreneurial context-specific process Robert J. Mockler |
| title_full_unstemmed | Multinational strategic management an integrative entrepreneurial context-specific process Robert J. Mockler |
| title_short | Multinational strategic management |
| title_sort | multinational strategic management an integrative entrepreneurial context specific process |
| title_sub | an integrative entrepreneurial context-specific process |
| topic | Entreprises multinationales - Gestion Planification stratégique Multinationales Unternehmen International business enterprises Management Strategic planning Multinationales Unternehmen (DE-588)4075092-9 gnd Strategisches Management (DE-588)4124261-0 gnd Internationales Management (DE-588)4114040-0 gnd |
| topic_facet | Entreprises multinationales - Gestion Planification stratégique Multinationales Unternehmen International business enterprises Management Strategic planning Strategisches Management Internationales Management |
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