Includes bibliographical references (p. 273-274) and index

Ch. 1. The problem and the challenge. Market share shifts: a global competitiveness problem? Global performance. Is globalization the answer? A new kind of paradigm. Contribution of this book -- Ch. 2. The new world economy. Impact of increasing global competition. Revolution in the global marketplace. Why is global competition escalating rapidly? The phases of evolution. Performance: global versus domestic-only companies. Influence of environmental forces on globalization. The Global Executive Survey. Proactive environmental forces. Reactive environmental forces -- Ch. 3. Global strategic vision. The 'what' and 'how'. What is strategic vision? Strategic vision in a changing global market. Impact of the 12 environmental forces. The strategic thinking process. What is the strategic planning process? Strategic planning. Potential problems in strategic thinking and strategic planning processes. Selling the strategic vision. Strategy in the global corporation -- Ch. 4. Quality challenges and the globalization process. Leadership mindset. Global quality leadership (GQL): evolutionary phases. The essential elements of GQL. Process innovation: adding value to products. Work process flow: vertical and horizontal work processes. Global benchmarking. Quality and profitability. Focus on the customer -- Ch. 5. Global learning and decision-making. Centralized versus decentralized decision -making. Achieving a balance between centralization and local autonomy. Decision-making: businesses, functions, and activities. Communication: the need for worldwide knowledge transfer and learning -- Ch. 6. Formal organizational structure. A new management approach in a complex world. Structure follows strategy. Processing systems. Historical development. Traditional organizational structures. The need for a significant change in structure. The worldwide organizational solution : core

characteristics. The evolutionary process. Export structure. Formal matrix structure -- Ch. 7. Multinational structure (decentralized, European model). Description. 'Old' and 'new' paradigm core characteristics -- Ch. 8. International structure (bipolar, American model). Description. 'Old' and 'new' paradigm core characteristics -- Ch. 9. Global structure (centralized, Japanese model). Description. Types of global structure. 'Old' and 'new' paradigm core characteristics. Your organization today -- Ch. 10. The global manager and global attitudes. The root of the problem regarding competencies. A new kind of manager. The competencies required for globalization. Competency 1: Possesses a global mindset. Competency 2: Works as an equal with persons from diverse backgrounds. Competency 3: Has a long-term orientation -- Ch. 11. The global manager and change. Competency 4: Facilitates organizational change. Competency 5: Creates learning systems. Competency 6: Motivates employees to excellence - - Ch. 12. The global manager acting skillfully. Competency 7: Negotiates and approaches conflicts in a collaborative mode. Competency 8: Manages skillfully the foreign deployment cycle. Competency 9: Leads and participates effectively in multicultural teams -- Ch. 13. The global managers' understanding of national and organizational culture and avoiding cultural errors. Competency 10: Understands their own culture, values and assumptions. Competency 11: Accurately profiles the organizational culture and national culture of others. Competency 12: Avoids cultural mistakes and behaves in a manner that demonstrates knowledge of and respect for other countries