跨國管理

前言

　　This fifth edition of Transnational Management is dedicated to Sumantra Ghoshal， alongtime friend， colleague， and coauthor whose name has been on the cover of thisbook since it was first published more than 15 years ago. During our 20-year researchand writing partnership， Sumantra was always concerned about how to bring knowl-edge into the classroom. In our field research， he wanted to ensure that we could cre-ate powerful teaching material out of the data and stories we were uncovering and theconclusions we were reaching. Indeed， he believed that it was impossible to unravelthe twin strands of teaching and learning， claiming that together they created a muchstronger cord of knowledge. To Sumantra， discussion in the classroom raised ques-tions that drove him into the field， and the findings from the field created teachingmaterials that did much more than provide insight for students; they provoked morequestions for research.　　To the outside world， the numerous awards Sumantra won as an outstanding teacherand case material developer were a testimony to his lifelong commitment to the class-room. But for those of us fortunate enough to have worked with him personally， whetheras a student， a colleague， or a consulting client， Sumantra was much more than a giftedteacher. His brilliant questioning and insightful challenges pushed us to think harder anddeeper but were complemented by his bold imagination and supportive encouragementthat gave us the courage to take risks. Although he passed away in 2004， we list him asa coauthor in this new edition not only to honor his memory but also to reflect the sig-nificant and lasting contribution he made to the concepts， perspectives， and materialsthat are at the core of this book.

內(nèi)容概要

本書是本公認(rèn)的優(yōu)秀教科書，是跨國公司總裁們案頭上的必備書籍。本書的最大特色就在于其內(nèi)容緊貼當(dāng)代跨國管理的理論和實(shí)踐的最前沿。此外，本書在體例安排上也頗具特色。全書共分8章，每章討論一個專題，每章在內(nèi)容上由教程、案例和閱讀材料組成，但后者在篇幅和內(nèi)容上遠(yuǎn)遠(yuǎn)超過教程本身。在書中，作者從沒有企圖向讀者灌輸一種標(biāo)準(zhǔn)化的、放之四海皆準(zhǔn)的理論，也沒有傾向性地選擇有利于作者觀點(diǎn)的案例和閱讀材料，而是將讀者直接置身于各種復(fù)雜的跨國管理實(shí)踐和叢林般的理論及觀點(diǎn)之中，啟發(fā)讀者自己建立起時間與理論之間的橋梁。

作者簡介

克里斯托弗·巴特利特，哈佛商學(xué)院研究生院小托馬斯。D.卡斯里工商管理教授。巴特利特教授于1964年和1979年在哈佛大學(xué)獲得工商管理碩士和博士學(xué)位，1979年巴特利特執(zhí)教于哈佛商學(xué)院。他的主要研究領(lǐng)域是跨國公司的管理者在戰(zhàn)略上和組織上所面臨的挑戰(zhàn)，以及公司轉(zhuǎn)型時期

書籍目錄

第1章  跨國界管理：動因、方式與意識  1.1  跨國公司：定義、范圍和影響  1.2  動因：國際化的推動力和牽引力  1.3  國際化的方式：前提條件和進(jìn)程  1.4  意識的進(jìn)化：國際化到跨國化  1.5  結(jié)論  案例1-1  卡麥隆汽車配件  閱讀材料1-1  跨國公司的曲折演變第2章  了解國際化的環(huán)境：應(yīng)對沖突環(huán)境的壓力(參見第四版的第四章)  2.1  推動全球整合和合作的因素  2.2  導(dǎo)致當(dāng)?shù)夭町惢晚憫?yīng)的因素  2.3  全球性創(chuàng)新技術(shù)和競爭力量  2.4  對同時來自多方面壓力的反應(yīng)  2.5  結(jié)論：戰(zhàn)略和組織的挑戰(zhàn)  Case 2-1  碰壁：耐克的國際勞動力實(shí)踐第3章  發(fā)展跨國戰(zhàn)略：建立梯級的競爭優(yōu)勢  3.1  全球競爭優(yōu)勢：目標(biāo)和方法  3.2  多國的、國際的全球的和跨國經(jīng)營戰(zhàn)略  3.3  全球范圍的競爭優(yōu)勢：戰(zhàn)略任務(wù)  3.4  結(jié)論  Case 3-1  Stella Artois啤酒的全球品牌戰(zhàn)略第4章  發(fā)展一個跨國組織：管理整合、響應(yīng)機(jī)制和靈活性  4.1  結(jié)構(gòu)不適應(yīng)  4.2  管理傳統(tǒng)  4.3  跨國公司的骨架、生理機(jī)制和心理機(jī)制  4.4  管理變革過程  4.5  變革中的跨國組織  4.6  結(jié)論  Case 4-1  龐巴迪運(yùn)輸及對Adtranz公司的收購第5章  創(chuàng)造全球性的創(chuàng)新和學(xué)習(xí)：開發(fā)跨邊界的知識管理  5.1  中心式、地區(qū)式和跨國式創(chuàng)新  5.2  使中心創(chuàng)新活動富有成效  5.3  使地區(qū)性活動富有效率  5.4  使跨國創(chuàng)新模式成為可行  5.5  結(jié)論  Case 5-1  時代華納與光學(xué)記錄公司(ORC)專利權(quán)第6章  參與跨國合作：企業(yè)的邊界管理  6.1  為什么建立戰(zhàn)略聯(lián)盟  6.2  合作的風(fēng)險和成本  6.3  建立和管理合作企業(yè)  6.4  結(jié)論  Case 6-1  Nora-Sakari：一家擬在馬來西亞成立合資企業(yè)的公司  Case 6-2  Eli Lilly印度分工司：重新思考合資企業(yè)戰(zhàn)略  Readings 6-1  國際合資企業(yè)的設(shè)計與管理第7章  執(zhí)行戰(zhàn)略：構(gòu)建跨國經(jīng)營能力  7.1  全球業(yè)務(wù)管理  7.2  全球職能管理  7.3  地區(qū)子公司管理  7.4  公司高層管理  7.5  結(jié)論  Case 7-1  Larson尼日利亞分公司  Case 7-2  康明斯中國戰(zhàn)略第8章  跨國管理的未來：一個進(jìn)化的全球角色  8.1  日益增長的不滿  8.2  跨國企業(yè)面臨的挑戰(zhàn)  8.3  回應(yīng)全球發(fā)展的需要：跨國企業(yè)的四種姿態(tài)  8.4  結(jié)論  Readings 8-1  普通經(jīng)理揭秘：勝任新管理崗位的個人能力

章節(jié)摘錄

　　From Dependence or Independence to Interdependence　　As we described in Chapter 4, national subsidiaries in decentralized federation organi-zations enjoyed considerable independence from the headquarters, whereas those incentralized hub organizations remained strongly dependent on the parent company forresources and capabilities. But the emerging strategic demands make organizationalmodels based on such simple interunit dependence or independence inappropriate.　　　Independent units risk being picked offone by one by competitors whose coordinatedglobal approach gives them two important strategic advantages: the ability to integratescale-efficient operations and the opportunity to cross-subsidize the losses from battles inone market with funds generated by profitable operations in others. However, foreign op-erations that depend totally on a central unit run the risk of being unable to respond effec-tively to strong national competitors or to sense potentially important local market or tech-nical intelligence.　　　But it is not easy to change relationships of dependence or independence that havebeen built over a long history. Most companies found that attempts to improve interunitcollaboration by adding layer upon layer of administrative mechanisms to foster greatercooperation were disappointing. Independent units feigned compliance while fiercelyprotecting their independence, and dependent units discovered that the new cooperativespirit bestowed little more than the right to agree with those on whom they depended.　　　To create an effective interdependent organization, two requirements must be met.First, the company must develop a configuration of resources that is neither centralizednor decentralized but is both dispersed and specialized. Such a configuration lies at theheart of the transnational companys integrated network mode of operations, as wealready discussed in Chapter 4.

編輯推薦

　　本書是“工商管理高等院校雙語教學(xué)適用教材”之一，全書共分8個章節(jié)，將讀者直接置身于各種復(fù)雜的跨國管理實(shí)踐和叢林般的理論及觀點(diǎn)之中，以每章討論一個專題為主，啟發(fā)讀者自己建立起時間與理論之間的橋梁。具體內(nèi)容包括了解國際化的環(huán)境、發(fā)展一個跨國組織、創(chuàng)造全球性的創(chuàng)新和學(xué)習(xí)等。該書可供各大專院校作為教材使用，也可供從事相關(guān)工作的人員作為參考用書使用。

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