As barriers to international trade and investment have fallen worldwide, multinational enterprises have become the leading engines of economic integration and growth, deploying global strategies to expand their reach. To implement such strategies in an increasingly complex environment, corporations are adopting network forms of organization. This book examines in detail the structures, strategies and processes employed in a variety of global network corporations, offering insight into the demands placed on international managers at every level.Based on the findings of a research project sponsored by the Carnegie Bosch Institute, this is an in depth study of current topics most relevant to international management, with each chapter covering a specific set of issues that confront major corporation managers. Topics include:· Strategic integration and decision making · Structuring of joint ventures · Headquarters -subsidiary relationships and roles · International adaptation of Human Resource Management and Process Reengineering practices· New competences required of international managers and leaders.Featuring contributors from the USA, Europe and Asia, this is a truly international collection that provides detailed analysis of the contemporary multinational enterprise in its global context.
Author(s): Bruce McKern
Publisher: Routledge
Year: 2003
Language: English
Pages: 304
BOOK COVER......Page 1
TITLE......Page 4
COPYRIGHT......Page 5
CONTENTS......Page 6
Notes on contributors......Page 10
Foreword......Page 13
Preface......Page 15
1 Organizational innovation in multinational corporations......Page 16
2 Impact of strategic context and inter unit trust on knowledge flows within the multinational corporation......Page 38
3 Managing international innovation projects why firms do not do the obvious......Page 55
4 The management of joint ventures within international business networks US companies in China......Page 75
5 Innovation goes global a study of foreign affiliated R D laboratories in the USA......Page 96
6 International competition how cognitive maps can help top management......Page 118
7 Managing diversity across modern markets......Page 137
8 Implementing lateral centralization at the foreign subsidiary the role of compensation and reward systems......Page 150
9 Business process re engineering in international network corporations......Page 167
10 After foreign market entry then what Managing the post entry phase of foreign direct investment......Page 200
11 Managing leading edge multinational corporations......Page 216
12 The role of the corporate center in diversified international corporations......Page 235
13 Managing in a transnational network new management roles new personal competencies......Page 275
Index......Page 299
