Erdener Kaynak, Robert Mockler, Dorothy G. Dologite

* Preface
* A Rapidly Changing, Highly Competitive Context
* An Integrative, Many-Dimensional Process
* The Intended Readership
* Meeting the Challenges of Managing Across National Boundaries and Cultures
* Acknowledgments
* Part I: Introduction
* Chapter 1. An Integrative Entrepreneurial Process
* An Entrepreneurial Perspective
* The Multinational Strategic Leadership and Management Processes
* Formulating Strategic Frameworks Within Different Time Perspectives
* The Processes at Work: Implementing Strategies
* Managing Diversity in a Balanced Way
* The Useful but Limited Role of Adaptive Common Frameworks
* Contingency Processes: A Powerful, Widely Used Common Framework
* Summary
* Review Questions
* Exercises
* Chapter 2. An Enterprise's Multinational Strategic Framework
* Enterprise-Wide Situations
* Strategic Business Unit (SBU) Situations
* Developing the Specifics of Strategic Frameworks: The Synthesis
* Evaluating Alternatives
* Financial Analysis and Evaluation Techniques and Tools
* Enabling Functional/Operations Situations
* Integrative Strategic Management at Toyota
* Summary
* Review Questions
* Exercises
* Chapter 3. Specific Decisions, Tasks, and Activities
* The Basic Strategic Decision to Go Multinational
* Key Marketing and Production/Operations Enabling Tasks
* Supply Chain Management
* Strategic Alliances
* Summary
* Review Questions
* Exercises
* Chapter 4. Structured Analysis of Rapidly Changing Multinational Situations
* Critical Factors Affecting the General External Multinational Environment
* Critical Factors Affecting Industry and Competitive Market Environment
* Critical Factors Affecting the Internal Company Environment
* Summary
* Review Questions
* Exercises
* Part II: Making Strategies Work-Business Process Enablers
* Chapter 5. Enabling Multinational Marketing Processes
* Multinational Marketing
* Exercise: Identifying Products or Services to Be Offered: A Short-Term Perspective
* Identifying Products or Services to Be Offered: A Longer-Term Perspective
* Entry/Operating Method
* Summary
* Review Questions
* Exercises
* Chapter 6. Enabling Multinational Production/Operations Processes
* Multinational Production/Operations
* Overall Production/Operations Strategies
* Overall Strategies for Product or Service Design and Development
* Designing Production/Operations Systems
* Planning and Managing Production/Operations
* Analyzing Situation Factors
* Exercises: Selected Production/Operations Situations
* Integrating Functional Strategies, Plans, Programs, and Budgets
* Summary
* Review Questions
* Exercises
* Chapter 7. Enabling Advanced Technologies: Telecommunications and Computer Information Systems
* Telecommunications
* Worldwide Information Systems
* Diffusion of Technology in Developing Countries
* Summary
* Review Questions
* Exercises
* Chapter 8. Finance, Accounting, Taxation, and Control Enablers
* Finance, Accounting, and Taxation
* Finance: Management Tasks and Processes
* Accounting and Taxation: Management Tasks and Processes
* Stimulating Innovation and Controlling Performance
* Summary
* Review Questions
* Exercises
* Chapter 9. Enabling Multinational Organizations: The New Equation
* Organization: Structure, Processes, and Culture
* Structure: The Necessary Evil
* Creating a Balanced Organization
* The Human and Business Systems: Collaborative Infrastructures
* Creating an Enabling, Supporting, Enterprise-Wide Corporate Culture
* Summary
* Review Questions
* Exercises
* Part III: Enabling Human Resources
* Chapter 10. Managing Multicultural Diversity: Interpersonal Interaction
* Cultural Factors
* Understanding and Managing Cultural and Personal Biases and Mental Sets
* Six Perspectives on Managing