Strategic management in major multinational companies
Author(s)
Bibliographic Information
Strategic management in major multinational companies
（The best of long range planning, no. 8）
Pergamon Press, 1991
- : hard
- : pbk.
Available at 24 libraries
Note
Includes bibliographical references
Description and Table of Contents
Description
As the subject of strategic management grows, so has an awareness that an integrated approach to planning is necessary. Integration is a key theme of this volume, where the authors remind us of the futility of separating technology from human resource strategy or business strategy or vice versa. The strategic management challenge is becoming one of balancing the various perspectives and avoiding simplistic, uniform recipes being applied across the increasingly complex range of business situations. The overriding aspect of this integration is the growing recognition of the importance of the 'people dimension'. The aim of the Best of Long Range Planning series is to bring together the best articles on a particular topic from the Long Range Planning journal so that readers wishing to study a specific aspect of planning can find an authoritative and comprehensive view of the subject.
Table of Contents
Introduction: strategic management in major multinational companies, N J Freedman. Entrepreneurship, Intuition and Planning. Planning global strategies for 3M, C Kennedy. Strategic planning and intuition in Unilever, F A Maljers. Integrating Technology and Business Strategies. Strategic management in major Japanese hightech companies, Gen-Ichi Nakamura. GE's hightech strategy, E Koerner. Strategy Implementation: Making it Happen. Human resource planning for ICL, D F Beattie & F M K Tampoe. Going Global. Going global - global strategies vs national strategies, J Leontiades. National or global? - control vs flexibility, W R Fannin & A F Rodrigues. Pitfalls in planning for multinational operations, W K Brandt et al. A framework for strategic planning in multinational corporations, P Lorange. Country-portfolio analysis - assessing country risk and opportunity, M Perlitz. Managing Interlinkages. Building synergy in the diversified business, C J CLarke & K Brennan. Strategic Alliances. Strategic alliances with Japanese firms, Noritake Konayashi.
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