This is the first book to specifically address the subsidiary development process--a phenomenon by which multinational company subsidiaries enhance their resources and capabilities. It shows how this process is integral to multinational corporate evolution, which is largely driven by changes in subsidiaries and their development. It also illustrates how the trend towards greater international dispersal of value-adding activities has impacted on this process and on multinational evolution as a whole.

This authoritative new collection of previously published articles provides a solid and broad-minded overview of the field of strategic management in business studies. It includes the seminal writings of the leading scholars in the field, and covers six different schools of thought on the nature of business strategy. While the field is only 40 years old, there is now an enormous body of literature for a student of strategic management to get to grips with. This book pulls together the relevant strands of thinking to provide all the critical readings in a single source. Also included is an introduction written by Julian Birkinshaw, one of the leading figures in the field. The book will be essential reading for students of business. For MBA students it provides a definitive overview of the key bodies of thinking that have shaped the field. For PhD students it provides an invaluable starting point for their research by pulling together the contemporary and classical writings in their field of interest.

International Management of Research and Development brings together the most influential contributions to managing, organising and coordinating R&D and innovation on a global scale. In addition to papers on the fundamental principles, trends and drivers of international R&D, it covers strategies and operations of global R&D. It also provides an introduction to modern concepts such as knowledge networks, open innovation and virtual innovation. It is a key reference collection for professors and researchers wishing to understand the practical implications of industrial R&D and a valuable resource for chief technology and innovation officers keen to develop their corporate R&D more systematically.

This volume of Research in Global Strategic Management, the first under the new editorship of William Newburry, provides new perspectives on headquarters-subsidiary relationships in the context of the contemporary multinational corporation. By focusing on the role and the management of subsidiaries, the volume complements recent research on MNC headquarters. Contributions can be grouped into three categories: the management mechanisms of the MNC; tensions and conflicts in HQ-subsidiary relationships; and knowledge transfer in the MNC network.

Key MBA Models is a one-stop-shop for all business course students and practicing managers. It contains the core management models from each business discipline - from Strategy and Finance to Marketing and Accounting - and distils them into concise summaries of what they are and how to apply them. Written by London Business School Professor Julian Birkinshaw, it covers the essential models that all business students and managers need to know. Themed around the course modules on an MBA, the 60+ models fall into the following categories: Strategy Business Economics Finance Decision Science Accounting Operations Marketing Organisational Behaviour The term 'model' is used loosely - in some cases it might be a framework (The 4 Ps of Marketing, Porter's Five Forces), in some cases it might be an important concept (open innovation or customer orientation), and in some cases it might be a technical model (the Capital Asset Pricing Model). Built on research with academics from the top international business schools, this book is an essential reference guide for every manager and MBA.

EXPERT GUIDANCE FOR YOUR MANAGEMENT CAREER Key MBA Models provides easy access to the core models, tools and concepts that are covered on MBA programmes. Whether you are a student about to embark on an MBA, or a manager who wants to understand the ideas taught, this guide will help you to get ahead.

One of the obstacles for understanding the phenomenon of entrepreneurship is the lack of integration of different assumptions, units and levels of analysis that are implicit in its many conceptualisations. This important book offers a pathway to integration by considering eight associated disciplines and theories, presenting an authoritative selection of the most significant published work on entrepreneurship from each perspective.

The leading companies of the past twenty years have all harnessed the power of information to gain competitive advantage. But as access to big data becomes ubiquitous, it can no longer guarantee a leg up. Fast/Forward makes the case that we are entering a new era in which firms that understand the limits of 1s and 0s will take the lead. Whereas the industrial age saw the rise of bureaucracy, and the information age has been described as a meritocracy, we are witnessing the rise of adhocracy. In uncertain, rapidly-changing times, adhocracic organizations scan the horizon for winning opportunities. Then, instead of questing after more analysis, they respond with agility by making smart, intuitive decisions. Combining decisive action with emotional conviction, future-facing firms seize the day. Fast/Forward paints the big picture of a new approach to strategy and provides the necessary playbook to make your company fit for the future.

The major changes in strategy and structure in MNEs increasing levels of global integration, innovation by design, new network structures, outsourcing of major value-chain activities, E-commerce and the backlash against globalization.
This special issue includes an overview of the integration-responsiveness framework.

25 Need-to-Know MBA Models provides easy access to the most useful models, tools and concepts that are covered on MBA programmes. Whether you are a student about to embark on an MBA or a manager who wants to understand the ideas taught, this guide will help you to get ahead. Covering 25 key models that have been picked from programmes around the world, 25 Need-to-Know MBA Models cuts through the jargon to give you the core information on each model: what it is, when to use it, how to use it with key practical tips. Want new ways of looking at old problems? Need a range of management decision-making tools at your fingertips? Only want what you need to know, rather than reams of theory? Includes 10 handy dos and don'ts of using MBA models With indispensable models that will help you make the most out of every business opportunity, this book tells you what you need to know, fast.

The manager's must-have guide to excelling in all aspects of the job Mind Tools for Managers helps new and experienced leaders develop the skills they need to be more effective in everything they do. It brings together the 100 most important leadership skills--as voted for by 15,000 managers and professionals worldwide--into a single volume, providing an easy-access solutions manual for people wanting to be the best manager they can be. Each chapter details a related group of skills, providing links to additional resources as needed, plus the tools you need to put ideas into practice. Read beginning-to-end, this guide provides a crash course on the essential skills of any effective manager; used as a reference, its clear organization allows you to find the solution you need quickly and easily. Success in a leadership position comes from results, and results come from the effective coordination of often competing needs: your organization, your client, your team, and your projects. These all demand time, attention, and energy, and keeping everything running smoothly while making the important decisions is a lot to handle. This book shows you how to manage it all, and manage it well, with practical wisdom and expert guidance. Build your ideal team and keep them motivated Make better decisions and boost your strategy game Manage both time and stress to get more done with less Master effective communication, facilitate innovation, and much more Managers wear many hats and often operate under a tremendously diverse set of job duties. Delegation, prioritization, strategy, decision making, communication, problem solving, creativity, time management, project management and stress management are all part of your domain. Mind Tools for Managers helps you take control and get the best out of your team, your time, and yourself.

This book is one of the first to specifically address the subsidiary development process - a phenomenon by which multinational company subsidiaries enhance their resources and capabilities. It shows how this process is integral to multinational corporate evolution, which is largely driven by changes in subsidiaries and their development. It also illustrates how the recent trend towards greater international dispersal of value-adding activities has impacted on this process and on multinational evolution as a whole.

What is the impact of the changing world of business on the way in which companies organize themselves? Based on detailed investigations inside such well-known and pioneering companies as Ericsson, Volvo, ABB, and Hewlett Packard, this book argues that companies are increasingly organized as networks. They are spinning off business to external companies, and breaking up their internal structures to make individuals more entrepreneurial and accountable for performance. This book describes the capabilities that companies need to develop in order to work effectively in this new networked form.

What is the impact of the changing world of business on the way in which companies organize themselves? Based on detailed investigations inside such well-known and pioneering companies as Ericsson, Volvo, ABB, and Hewlett Packard, this book argues that companies are increasingly organized as networks. They are spinning off business to external companies, and breaking up their internal structures to make individuals more entrepreneurial and accountable for performance. This book describes the capabilities that companies need to develop in order to work effectively in this new networked form.

Much current literature on globalization and competition focuses on the external environment in which firms operate. Julian Birkinshaw's book looks within international firms at the dynamics that affect their growth and position. Are local managers seizing power from the centre? Is `glocialization' the inevitable result of globalization? Based on fresh case evidence gathered in Europe and North America, the findings in this book about multi-national firms and managers make a significant contribution to some of the key debates on the transfer of knowledge in firms; the resource-based view; and the network forms of organization. The initiatives of local managers reflect local knowledge, skills and resources and at the same time impact of the distribution of power in the wider organization. By taking as his perspective that of the subsidiary manager operating in a network, Julian Birkinshaw extends the implications of his findings to all managers in organizations and challenges those who still view organizations as hierarchies.

Much current literature on globalization and competition focuses on the external environment in which firms operate. Julian Birkinshaw's book looks within international firms at the dynamics that affect their growth and position. Are local managers seizing power from the centre? Is `glocialization' the inevitable result of globalization? Based on fresh case evidence gathered in Europe and North America, the findings in this book about multi-national firms and managers make a significant contribution to some of the key debates on the transfer of knowledge in firms; the resource-based view; and the network forms of organization. The initiatives of local managers reflect local knowledge, skills and resources and at the same time impact of the distribution of power in the wider organization. By taking as his perspective that of the subsidiary manager operating in a network, Julian Birkinshaw extends the implications of his findings to all managers in organizations and challenges those who still view organizations as hierarchies.