In 20 chapters, business scholars from Europe, North America, Japan, Australia, and New Zealand examine the organizational design of the multinational corporation. They discuss lean operation
practices, balancing responsiveness and integration, functional-level transformation in multi-domestic multinational corporations, a case study of Vodafone, the role of cognitive interventions
in organizational design, ethnocentrism, complementarity vs. substitution, multi-unit franchising, organizing export strategies, headquarters relocation patterns, strategic archetypes of
emerging market multinationals, political compromising in internal networks, organizational reconfiguration and strategic response through offshoring, experiential learning and innovation in
offshore outsourcing transitions, insights from global value chain studies, disintegration and de-internationalization, and other topics. Distributed in North America by Turpin Distribution.
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