Transnational Management
Concepts and Cases in Cross-Border Management

Transnational Management offers a unique cross-border focus on strategic development, organizational capabilities, and management challenges.

Christopher A. Bartlett (Author), Paul W. Beamish (Author), Andrew Delios (Author)

9781009488587, Cambridge University Press

Paperback / softback, published 28 November 2024

544 pages
25.3 x 17.8 x 2.7 cm, 0.96 kg

'The book is an excellent accompaniment to texts dealing with the politics of diplomacy, bringing in the corporate aims and challenges to working transnationally. The case studies are nicely varied and not too US-centric, which is very welcome.' Carly Beckerman, University of Durham

Transnational Management provides an integrated conceptual framework to guide students and instructors through the challenges facing enterprises operating in today's complex worldwide environment. Through text narrative and cases, the authors skillfully examine the development of strategy, organizational capabilities and management roles, and responsibilities for managing effectively across national boundaries. The key concepts are developed in eight chapters supplemented by practical case studies from world-leading case writers. All chapters have been revised and updated for this ninth edition to reflect the latest thinking in transnational management while retaining the book's strong integrated conceptual framework. Nineteen new cases have been added and thirteen classics are retained. Recommended academic and practitioner readings have been updated for each chapter. A full range of online support materials include detailed case teaching notes, comprehensive lecture slides and a test bank. Suitable for MBA, executive education, and senior undergraduate students studying courses such as international management, international business or global strategy.

Introduction: so what is transnational management?
Part I. The Strategic Imperatives: 1. Expanding abroad: motivations, means and mentalities
2. Understanding the international context: responding to conflicting environmental forces
3. Developing transnational strategies: building layers of competitive advantage
Part II. The Organizational Challenge: 4. Developing a transnational organization: managing integration, responsiveness and flexibility
5. Creating worldwide innovation and learning: exploiting cross-border knowledge management
6. Engaging in cross-border collaboration: managing across corporate boundaries
Part III. The Managerial Implications: 7. Building new management capabilities: key to effective implementation
8. Shaping the transnational's future: defining an evolving global role.

Subject Areas: International business [KJK]