Managing Across Borders: The Transnational SolutionHarvard Business Press, 2002 - 391 Seiten Widely acclaimed for its perceptive insights into the management of companies operating in an international environment, "Managing Across Borders" has established itself as a landmark book. Bartlett and Ghoshal describe the emergence of a revolutionary corporate form - the transnational - and reveal how the nature of the global competitive game has fundamentally changed."Highly readable! Valuable lessons for companies in a wide range of industries and sizes-indeed, almost any organization operating several different businesses across borders." - "The Financial Times". "A fascinating book! The conclusions certainly break away from the perceived wisdom about the factors needed for success in global markets." - "Management Today". ""Managing Across Borders" makes clear that success in global strategy is as much a function of the ability to organize and manage as it is the ability to create a sound strategy. Bartlett and Ghoshal make an important and highly practical contribution in a book that represents the leading edge of thinking on this important subject." - Michael E.Porter, Bishop William Lawrence University Professor, Harvard Business School, and author of "Competitive Strategy". |
Inhalt
I | 3 |
II | 21 |
III | 39 |
IV | 65 |
V | 83 |
VII | 85 |
IX | 109 |
X | 131 |
XVII | 203 |
XVIII | 229 |
XX | 231 |
XXI | 251 |
XXIII | 281 |
XXIV | 301 |
XXV | 349 |
| 367 | |
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ability administrative heritage approach Asea Brown Boveri assets and resources Barnevik black hole brand build central challenge Chapter companies we studied company's competitors complex configuration consumer electronics corporate cost create culture decentralized decisions demands described devel differentiated diverse dominant effective Electrolux environment Ericsson European example flexible focused forces formal functional groups GE's global strategy Harvard Business School headquarters implement important industry influence innovations Japan Japanese companies Konosuke Matsushita leverage linked major management processes manufacturing matrix Matsushita ment Mike Heron MNCs multinational national organizations national responsiveness national subsidiaries nization orga organization's organizational capabilities overseas panies parent company percent Percy Barnevik perspectives Philips Philips's Procter & Gamble product divisions relationships roles strategic capabilities structure switch task teletext tion tional top management transfer transnational company transnational organization Unilever Unilever's units vision worldwide companies

