Transnational Management offers a uniquely global focus on strategic development, organizational capabilities and management challenges.

In this new edition of a successful textbook the authors assess the turbulent environment in which international businesses operate and the approaches to strategy formulation and implementation which can be adopted. They also examine the functional and operational management of companies and fuse together the theoretical and empirical aspects of international management. New material includes coverage of leadership in transnational companies, cultural issues in international management, entrepreneurship and SMEs in global business, the impact of e-commerce, and the anti-globalization movement.

From agriculture to sport and from climate change to indigenous rights, transnational regulatory regimes and actors are multiplying and interacting with poorly understood effects. This interdisciplinary book investigates whether, how and by whom transnational business governance interactions (TBGIs) can be harnessed to improve the quality of transnational regulation and advance the interests of marginalized actors.

Who controls how transnational issues are defined and treated? In recent decades professional coordination on a range of issues has been elevated to the transnational level. International organizations, non-governmental organizations (NGOs) and firms all make efforts to control these issues. This volume shifts focus away from looking at organizations and zooms in on how professional networks exert control in transnational governance. It contributes to research on professions and expertise, policy entrepreneurship, normative emergence, and change. The book provides a framework for understanding how professionals and organizations interact, and uses it to investigate a range of transnational cases. The volume also deploys a strong emphasis on methodological strategies to reveal who controls transnational issues, including network, sequence, field, and ethnographic approaches. Bringing together scholars from economic sociology, international relations, and organization studies, the book integrates insights from across fields to reveal how professionals obtain and manage control over transnational issues.

TRANSNATIONAL MANAGEMENT focuses on the management challenges associated with developing strategies and managing the operations of companies whose activities stretch across national boundaries. The purpose of this book is to provide a conceptual framework of the interplay between the multinational corporation, the countries in which it does business, and the competitive environment in which it operates. Through text narrative, cases, and readings, the authors skillfully examine the development of strategy, organizational capabilities, and management challenges for operating in the global economy.

Globalization involves a profound re-ordering of our world with the proliferation everywhere of rules and transnational modes of governance. This book examines how this governance is formed, changes and stabilizes. Building on a rich and varied set of empirical cases, it explores transnational rules and regulations and the organizing, discursive and monitoring activities that frame, sustain and reproduce them. Beginning from an understanding of the powerful structuring forces that embed and form the context of transnational regulatory activities, the book scrutinizes the actors involved, how they are organized, how they interact and how they transform themselves to adapt to this new regulatory landscape. A powerful analysis of the modes and logics of transnational rule-making and rule-monitoring closes the book. This authoritative resource offers ideal reading for all academic researchers and graduate students of governance and regulation.

This textbook explores the theoretical and practical aspects of managing international business operations while also dealing with multi-cultural, multi-national and global issues of managing business expansion beyond the domestic market. A second, revised edition of Managing Internationally: Succeeding in a Culturally Diverse World, each chapter contains up-to-date material, in-depth coverage of topics, visual aids (i.e., charts, tables, etc.), and vignettes, making this new edition engaging, visually appealing and easily accessible for students taking International Business Management courses. The contents of this textbook are separated into four parts. Part one offers introductory information on the scope and importance of international business management as well as the social and ethical challenges. Part two covers cultural and behavioral topics. Part three discusses the strategic and operational aspects of international business management. Part four explores human resources and labor relations. To assist students, each chapter starts a preview section which includes an outline of the chapter indicating the important aspects along with a brief description of the major issues. Following the preview is a vignette that encapsulates the crux of the chapter, often presented in an amusing and engaging manner. To further help students focus on key issues, the text includes the list of useful business cases to which students can refer. To assist professors in teaching from this book, ancillary teaching materials such as sample syllabi, slides, tests and answer keys will be available for download.

This book looks into the processes of change and renewal of border control and border security and management during the past 30 years after the fall of the Iron Curtain, and the immense challenges in nation-building in South-Eastern Europe after the collapse of former Yugoslavia in relation to strategic security management. The abolition of border controls within the Schengen area and simultaneous introduction of necessary replacement measures was an additional topic. The book provides an insight into which the European Union is competent in the reform and modernisation of state law enforcement agencies for ensuring effective border control, border surveillance and border management in line with the EU acquis communautaire and EU standards. In the 21st century, along with the process of globalisation, a constantly evolving security environment creates new dimensions of threats and challenges to security and stability of transnational nature. This seeks for comprehensive, multidimensional, collective and well-coordinated responses. The European Union, Organization for Security and Co-operation in Europe, United Nations, as well as other international organisations are able to really contribute to developing cooperative and coordinated responses to these threats by relying on its broad membership and profound expertise and experience. According to the position of the European Union, a modern, cost-benefit-oriented and effective border management system should ensure both, open borders as well as maximum of security at the same time. Thus, the Union’s endeavour is to safeguarding internal security to all member states through preventing transnational threats, combating irregular migration and any forms of cross-border crime for ensuring smooth border crossings for legitimate travellers and their belongings, goods and services. That is why the Union’s concept of Integrated Border Management has been developed to ensure effective border control and surveillance and cost-efficient management of the external borders of the European Union. The Union’s policy is and will continue to be developed on the basis of the three main areas in place: common legislation, close operational/tactical cooperation and financial solidarity. In addition, Integrated Border Management has been confirmed as a priority area for strengthening the cooperation with third countries in the European Commission’s strategic security management approach, where non-EU countries are encouraged as partners to upgrade their border security, surveillance and border management systems.

There are 60 million health care workers globally and most of this workforce consists of nurses, as they are key providers of primary health care. Historically, the global nurse occupation has been predominately female and segregated along gendered, racialised and classed hierarchies. In the last decade, new actors have emerged in the management of health care human resources, specifically from the corporate sector, which has created new interactions, networks, and organisational practices. This book urgently calls for the reconceptualisation in the theoretical framing of the globalised nurse occupation from International Human Resource Management (IHRM) to Transnational Human Resource Management (THRM). Specifically, the book draws on critical human resource management literature and transnational feminist theories to frame the strategies and practices used to manage nurses across geographical sites of knowledge production and power, which centralise on how and by whom nurses are managed. In its current managerial form, the author argues that the nurses are constructed and produced as resources to be packaged for clients in public and private organisations.