PAUL W. BEAMISH is Associate Dean - Research and a Professor in International Business at the Richard Ivey School of Business, The University of Western Ontario, London, Canada. During 1993-97 he served as Editor-in-Chief of the Journal of International Business Studies (JIBS). He is the author or co-author of over 100 publications in the international strategy area and series editor of 32 volumes of cases for China. In 1997 he was recognized as one of the top three contributors worldwide to the international strategic management literature in the previous decade. His work has also received awards from the Academy of Management, Academy of International Business, European Foundation for Management Development, and the Administrative Sciences Association of Canada. He is also the founding Director of Ivey's Asian Management Institute.

Part One: IntroductionPart Two: The Strategic Imperatives
Chapter 1: Expanding Abroad: Motivations, Means, and Mentalities
Case 1 - : Sher-Wood Hockey Sticks: Global Sourcing
Case 1 - : Jollibee Foods Corporation (A): International Expansion
Case 1- : Mahindra & Mahindra in South Africa
Case 1 - : Acer, Inc.: Taiwan's Rampaging Dragon
Reading 1 - : The Global Entrepreneur
Reading 1 - : Distance Still Matters
Reading 1 - : The Tortuous Evolution of the Multinational Corporation
Chapter 2: Understanding the International Context: Responding to Conflicting Environmental Forces
Case 2 - : Global Wine War 2009: New World versus Old
Case 2 - : The Globalisation of CEMEX
Case 2 - : A Speed Race: Benelli and QJ Compete in the International Motorbike Arena
Reading 2 - : Culture and Organisation
Reading 2 - : Clusters and the New Economics of Competition
Reading 2 - : Managing Risk in an Unstable World
Chapter 3: Developing Transnational Strategies: Building Layers of Competitive Advantage
Case 3 - : The Global Branding of Stella Artois
Case 3 - : United Cereal: Lora Brill's Eurobrand Challenge
Case 3 - : GE's Imagination Breakthrough: The Evo Project
Reading 3 - : Managing Differences: The Central Challenge of Global Strategy
Reading 3 - : Capturing the World's Emerging Middle Class
Reading 3 - : New Business Models in Emerging Markets
Part Three: The Organisational Challenge
Chapter 4: Developing a Transnational Organisation: Managing Integration, Responsiveness, and Flexibility
Case 4 - : Philips versus Matsushita: The Competitive Battle Continues
Case 4 - : ECCO A/S - Global Value Chain Management
Case 4 - : Lundbeck Korea: Managing an International Growth Engine
Case 4 - : Kent Chemical: Organising for International Growth
Reading 4 - : Organising for an Emerging World
Reading 4 - : Have You Restructured for Global Success?
Reading 4 - : Matrix Management: Not a Structure, a Frame of Mind
Chapter 5: Creating Worldwide Innovation and Learning: Exploiting Cross Border Knowledge Management
Case 5 - : Applied Research Technologies, Inc.: Global Innovation's Challenges
Case 5 - : P&G Japan: The SK-II Globalisation Project
Case 5 - : McKinsey & Company: Managing Knowledge and Learning
Reading 5 - : Building Effective R&D Capabilities Abroad
Reading 5 - : How GE is Disrupting Itself
Reading 5 - : How to Build Collaborative Advantage
Chapter 6: Engaging in Cross-Border Collaboration: Managing across Corporate Boundaries
Case 6 - : Sharp Corporation: Beyond Japan
Case 6 - : Nora-Sakari: A Proposed JV in Malaysia (Revised)
Case 6 - : Eli Lilly in India: Rethinking the Joint Venture Strategy
Reading 6 - : The Design and Management of International Joint Ventures
Reading 6 - : How to Manage Alliances Better than One at a Time
Part Four: The Managerial Implications
Chapter 7: Implementing the Strategy: Building Multidimensional Capabilities
Case 7 - : Levendary Cafe: The China Challenge
Case 7 - : Clayton Industries, Inc.: Peter Arnell, Country Manager for Italy
Case 7 - : Silvio Napoli at Schindler India
Case 7 - : Managing a Global Team: Greg James at Sun Microsystems, Inc.
Reading 7 - : Managing Executive Attention in the Global Company
Reading 7 - : Tap Your Subsidiaries for Global Reach
Reading 7 - : The Collaboration Imperative
Chapter 8: The Future of the Transnational: An Evolving Global Role
Case 8 - : Barrick Gold Corporation - Tanzania
Case 8 - : IKEA's Global Sourcing Challenge: Indian Rugs and Child Labor
Case 8 - : Genzyme's CSR Dilemma: How to Play its HAND
Reading 8 - : A Global Leader's Guide to Managing Business Conduct
Reading 8 - : Serving the World's Poor, Profitably

Transnational Management focuses on the management challenges associated with developing strategies and managing the operations of companies whose activities stretch across national boundaries. The purpose of this book is to provide a conceptual framework showing the interplay between the multinational corporation, the countries in which it does business, and the competitive environment in which it operates. Through text narrative, cases, and readings, the authors skillfully examine the development of strategy, organizational capabilities, and management challenges for operating in the global economy.