Managing the multinational : confronting the global-local dilemma
Author(s)
Bibliographic Information
Managing the multinational : confronting the global-local dilemma
Prentice Hall International, 1993
- : pbk
Available at 35 libraries
  Aomori
  Iwate
  Miyagi
  Akita
  Yamagata
  Fukushima
  Ibaraki
  Tochigi
  Gunma
  Saitama
  Chiba
  Tokyo
  Kanagawa
  Niigata
  Toyama
  Ishikawa
  Fukui
  Yamanashi
  Nagano
  Gifu
  Shizuoka
  Aichi
  Mie
  Shiga
  Kyoto
  Osaka
  Hyogo
  Nara
  Wakayama
  Tottori
  Shimane
  Okayama
  Hiroshima
  Yamaguchi
  Tokushima
  Kagawa
  Ehime
  Kochi
  Fukuoka
  Saga
  Nagasaki
  Kumamoto
  Oita
  Miyazaki
  Kagoshima
  Okinawa
  Korea
  China
  Thailand
  United Kingdom
  Germany
  Switzerland
  France
  Belgium
  Netherlands
  Sweden
  Norway
  United States of America
Note
Includes bibliographical references and index
Description and Table of Contents
Description
This book compares and analyzes how leading American, European and Asian industrial corporations strategically organize and manage their multicontinental enterprises. It focuses on how multinationals are reorganizing their international operations with transcontinental structures, international management staffing and globally shared values - designed to enable their diverse production, function, and territorially driven parts to work together more coherently. The text presents 26 case studies of leading European, American and Asian multinationals, such as Philip Morns, Ford, Exxon, Nestle, Royal Dutch, Shell, FLAT, ICI, BP, Samsung, Toyota, and Sony.
Table of Contents
- Part 1 Organization strategy - for global competitive advantage: strategy and organization - for corporate coherence and advantage
- reshaping organization strategy - for continued growth. Part 2 Management dynamics - to concert differing perspectives: structuring - for multi-continental systems
- staffing - for international general management skills
- sharing values - for unifying styles and spirit. Part 3 Case studies of organizational change and continuity - differing perspectives driving leading multinationals: American corporations - globalizing product perspectives
- European groups - globalizing product perspectives
- Asian keiretsu and chaebol - globalizing function perspectives. Part 4 Reorganization - for managing transcontinental enterprises: leading teams - for strategic corporate coherence.
by "Nielsen BookData"