Multinational Strategic Management

Erdener Kaynak, Robert Mockler, Dorothy G. Dologite

• * 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