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Orchestration of the global network organization / edited by Torben Pedersen, Markus Venzin, Timothy M. Devinney, Laszlo Tihanyi.
Bingley [England] : Emerald, 2014.
xvi, 529 pages : illustrations ; 24 cm.
International business enterprises
Devinney, Timothy M. (Timothy Michael), 1956-
Advances in international management ; v. 27.
[More in this series]
Advances in international management, 1571-5027 ; v. 27
Includes bibliographical references.
Introduction to part I: Booz & Co./Strategy + business eminent scholar in international management 2013 -- The organizatinal architecture of the multinational corporation -- Professor D. Eleanor Westney and Japanese business studies -- Introduction to part II: Orchestration of the global network organization -- The diffusion of lean operations practices in MNCs: a knowledge-based, plant level, cross-firm study -- The virtue of in-between pragmatism-a balancing act between responsiveness and integration in a multinational company -- Functional-level transformation in multi-domestic MNCs: transforming local purchasing into globally integrated purchasing -- Network orchestration: Vodafone's journey to globalization -- Re-thinking a MNC: The role of cognitive interventions in organizational deisgn -- "The most public secret": Concealing and silencing enthnocentrism in the MNC -- The omnipotent MNC-a review and discussion -- Complementarity versus substitution among political strategies -- The dark side of multi-unit franchising: the drawbacks of local responsiveness -- Organizing export strategies -- MNC headquarters as global network orchestrators insights from headquarters relocation patterns in Europe -- Strategic archetypes of emerging market multinationals: Analysis of outward FDI of Indian firms -- Organizing MNC internal networks to manage global customers: Strategies of political compromising -- To orchestrate MNC intra-firm relationships, one needs to understand them -- Organizational reconfiguration and strategic response: The case of offshoring -- Experiential learning and innovation in offshore outsourcing transitions -- Multinational firms and the management of global networks: Insights from global value chain studies -- Disintegration and de-internalization: Changing vertical and international scope and the case of the oil and gas industry.
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