Transnational Management: Text and Cases in Cross-Border Management 8th Edition

1 1 1 Chapter 1 Expanding abroad: Motivations, means, and mentalities True/False 1. The largest MNEs are equivalent in their economic importance to less developed economies such as Nigeria, Moldova, or Jamaica. Answer: False (Sales of the largest MNEs exceed the GDPs of less developed countries.)

1 1 1 Chapter 2 Understanding the international context: Responding to conflicting environmental forces True/False 1. MNEs from emerging markets seem to be more poorly equipped to compete in other emerging markets when compared to their counterparts from developed markets. Answer: False (Increasingly, it is MNEs

1 1 1 Chapter 3 Developing Transnational Strategies: Building Layers of Competitive Advantage True/ False 1. MNEs can maximize each of the following objectives independently: global scale efficiency, multinational flexibility and innovation development. Answer: False; These objectives are different and, at times, conflicting. Therefore, a company can

1 Chapter 4 Developing a Transnational Organization: Managing Integration, Responsiveness, and Flexibility True/ False 1. Installing a matrix structure is the most effective way to transition from an organization based on multiple regional divisions to one able to manage both geographic and product diversity. Answer: False

1 Chapter 5 Creating Worldwide Innovation and Learning: Exploiting Cross-Border Knowledge Management True/False 1. The innovation process described as local-for-local implies the decentralization of R&D activities in multiple countries. Answer: True (Local-for-local innovation relies on subsidiary-based knowledge development. Responding to perceived local opportunities, subsidiaries use

1 1 1 Chapter 6 Engaging in Cross-Border Collaboration: Managing across Corporate Boundaries True/False 1. Entering collaborative relationships with other firms is one way for firms to meet the needs of an increasingly complex environment. Answer: True; In the international business environment of

1 Chapter 7 Implementing the Strategy: Building Multidimensional Capabilities True/False 1. To respond to the heightened complexity and diversity associated with managing global operations in the 21st century, MNEs can be expected to increasingly adopt organizational forms characterized by hierarchical structures which emphasize either-or choices in

1 1 1 Chapter 8 The Future of the Transnational: An Evolving Global Role True/False 1. The World Bank estimates that approximately one-tenth of the worlds population subsides on less than $2 per day. Answer: True (The World Bank indicates that the percentage of the

AMAZON AND FUTURE GROUP: RETHINKING THE ALLIANCE STRATEGY SYNOPSIS The Amazon and Future Group case takes place in 20142016 and documents the environment (social, political, and competitive) faced by companies in the global and Indian retail industry. The case highlights the friction between online and offline

BARRICK GOLD CORPORATION - TANZANIA SYNOPSIS The case examines a Canadian mining corporation, Barrick Gold Corporation (Barrick), whose business in Tanzania has been called African Barrick Gold plc (ABG) since 2009, and the way it engages in sustainable community development surrounding its mining activities in Tanzania.

BEER FOR ALL: SABMILLER IN MOZAMBIQUE SYNOPSIS SABMiller, the second largest brewer in the world after Anheuser Busch InBev, has developed a business model in Mozambique that represents a radical departure from the organizations traditional approach to beer production. SABMiller, a multinational company with well-developed global supply

Page 12 8B14M026 Prahalad and Hart 69 Firms can do well and do good at the same time by creating buying power and increasing the earning levels of those who are living in poverty. Finally, on the far left of the scale in terms of the

BEIERSDORF AG: EXPANDING NIVEAS GLOBAL REACH SYNOPSIS By 2010, the German skin care producer Beiersdorf had experienced decreasing margins due to fierce competition, a challenging economic environment, and an internationalization strategy that caused parts of the companys main brand (NIVEA) to proliferate beyond the efficiency

CAMERON AUTO PARTS: EARLY INTERNATIONALIZATION SYNOPSIS The Cameron Auto Parts: Early Internationalization case deals with a relatively small domestic auto parts supplier trying to diversify away from its dependence on the North American auto industry. The company develops a new product line with broader

ELI LILLY IN INDIA: RETHINKING THE JOINT VENTURE STRATEGY CASE SYNOPSIS Eli Lilly in India documents the evolution of an international joint venture (IJV) over a 10-year period (1991 to 2001) between Eli Lilly, a leading U.S. pharmaceutical company and Ranbaxy, the Indian partner that

IMAX: EXPANSION IN BRIC ECONOMIES SYNOPSIS IMAX Corporation (IMAX), a company based in Mississauga, Canada, is synonymous with large-format, high-quality cinematic experiences. It started in the 1970s by making and exhibiting nature documentaries shown on a few large screens located in museums. Following four decades of

LARSON INC. IN NIGERIA SYNOPSIS David Larson, vice-president of international operations for Larson Inc., must decide whether to continue to operate or to abandon the companys Nigerian joint venture. Although the expatriate general manager of the Nigerian operation delivered a very pessimistic report, Larsons own hunch was

LUNDBECK KOREA: MANAGING AN INTERNATIONAL GROWTH ENGINE SYNOPSIS In 2005, Michael Andersen, vice president of Lundbeck, needed to decide what to do with one of his most promising subsidiaries, Lundbeck Korea. Over its short lifetime, under the leadership of the country manager, Jin-Ho Jun, and

MABE: LEARNING TO BE A MULTINATIONAL (A) SYNOPSIS Mabe was a Mexico-based multimillion-dollar family business that manufactured stoves and refrigerators. In 1987, GE acquired 48 per cent of the business. Due to this infusion of both capital and knowledge, Mabe became the market leader in appliances in Mexico

MAHINDRA & MAHINDRA IN SOUTH AFRICA SYNOPSIS The case describes the managerial dilemmas facing Pravin Shah, chief executive, International Operations (Automotive and Farm Equipment Sectors) at Mahindra & Mahindra Ltd. (M&M), an Indian multinational headquartered in Mumbai, India. Shahs dilemmas pertain to the course of action with

MTN AND THE NIGERIAN FINE SYNOPSIS The case deals with the fine that the Nigerian authorities imposed in 2015 on MTN, the large South African telecommunications (telecom) operator. The initial fine of US$5.2 billion 1 was at the time of the case the largest ever imposed on a

NORA-SAKARI: A PROPOSED JV IN MALAYSIA (REVISED) SYNOPSIS This case presents the perspective of a Malaysian company, Nora Holdings Sdn Bhd (Nora), which was in the process of trying to establish a joint-venture (JV) company with a Finnish company, Sakari Oy (Sakari). The rationale for the

SHER-WOOD HOCKEY STICKS: GLOBAL SOURCING SYNOPSIS The Sher-Wood Hockey Sticks case examines from a global sourcing perspective how an iconic Canadian hockey equipment company confronted a drastic drop in its hockey stick sales in 2010. Suspecting that the sales drop was caused in part