Torben Juul Andersen is Professor of Strategy and International Management at the Copenhagen Business School and Director of Center for Global Strategic Responsiveness. He previously taught strategic management and financial economics at George Mason University and Johns Hopkins University and served in executive positions with Citibank, N.A., Citicorp Investment Bank Ltd. and Unibank A/S. Dr. Andersen has written several books and his academic articles have appeared in Strategic Management Journal, Journal of Management Studies, Journal of Business Research, Long Range Planning, International Business Review and more. He holds a PhD (UNC-Chapel Hill), MBA (McGill University) and MSc (University of Copenhagen).

• Introduction: Adaptive Corporate Strategies in a Turbulent WorldMultinational Corporate Strategy-Making: Integrating International Business and Strategic ManagementThe Implications of Subsidiary Autonomy for Multinational FlexibilityDemocratizing the Multinational Corporation (MNC): Interaction Between Intent at Headquarters and Autonomous Subsidiary InitiativesInternationalization Effects in a Global Knowledge-Based Industry: A Study of Multinational Pharmaceutical CompaniesNavigating a Global Corporate Culture: On the Notion of Organizational Culture in a Multinational CorporationBuilding a Global Responsive Organization: The Case of the Haier GroupEffective Crisis and Emergency Responses in the Multinational CorporationGlobal Catastrophe Effects - the Impact of Terrorism

This work offers suggestions for global organizations and multinational corporations to adapt to change in the global marketplace. International contributors in business, economics, and management explore issues such as local market knowledge, cross-cultural teams, response to crises, and the relationship between corporate values and local cultures. Some specific topics covered include the impact of terrorism and the interactions between headquarters and autonomous subsidiaries. One chapter is devoted to a study of multinational pharmaceutical companies; another chapter provides a case study of the Haier Group. B&w charts and maps are included.

Torben Juul Andersen is Professor of Strategy and International Management at the Copenhagen Business School and Director of Center for Global Strategic Responsiveness. He previously taught strategic management and financial economics at George Mason University and Johns Hopkins University and served in executive positions with Citibank, N.A., Citicorp Investment Bank Ltd. and Unibank A/S. Dr. Andersen has written several books and his academic articles have appeared in Strategic Management Journal, Journal of Management Studies, Journal of Business Research, Long Range Planning, International Business Review and more. He holds a PhD (UNC-Chapel Hill), MBA (McGill University) and MSc (University of Copenhagen).

• Introduction: Adaptive Corporate Strategies in a Turbulent WorldMultinational Corporate Strategy-Making: Integrating International Business and Strategic ManagementThe Implications of Subsidiary Autonomy for Multinational FlexibilityDemocratizing the Multinational Corporation (MNC): Interaction Between Intent at Headquarters and Autonomous Subsidiary InitiativesInternationalization Effects in a Global Knowledge-Based Industry: A Study of Multinational Pharmaceutical CompaniesNavigating a Global Corporate Culture: On the Notion of Organizational Culture in a Multinational CorporationBuilding a Global Responsive Organization: The Case of the Haier GroupEffective Crisis and Emergency Responses in the Multinational CorporationGlobal Catastrophe Effects - the Impact of Terrorism

This work offers suggestions for global organizations and multinational corporations to adapt to change in the global marketplace. International contributors in business, economics, and management explore issues such as local market knowledge, cross-cultural teams, response to crises, and the relationship between corporate values and local cultures. Some specific topics covered include the impact of terrorism and the interactions between headquarters and autonomous subsidiaries. One chapter is devoted to a study of multinational pharmaceutical companies; another chapter provides a case study of the Haier Group. B&w charts and maps are included.

Torben Juul Andersen is Professor of Strategy and International Management at the Copenhagen Business School and Director of Center for Global Strategic Responsiveness. He previously taught strategic management and financial economics at George Mason University and Johns Hopkins University and served in executive positions with Citibank, N.A., Citicorp Investment Bank Ltd. and Unibank A/S. Dr. Andersen has written several books and his academic articles have appeared in Strategic Management Journal, Journal of Management Studies, Journal of Business Research, Long Range Planning, International Business Review and more. He holds a PhD (UNC-Chapel Hill), MBA (McGill University) and MSc (University of Copenhagen).

• Introduction: Adaptive Corporate Strategies in a Turbulent WorldMultinational Corporate Strategy-Making: Integrating International Business and Strategic ManagementThe Implications of Subsidiary Autonomy for Multinational FlexibilityDemocratizing the Multinational Corporation (MNC): Interaction Between Intent at Headquarters and Autonomous Subsidiary InitiativesInternationalization Effects in a Global Knowledge-Based Industry: A Study of Multinational Pharmaceutical CompaniesNavigating a Global Corporate Culture: On the Notion of Organizational Culture in a Multinational CorporationBuilding a Global Responsive Organization: The Case of the Haier GroupEffective Crisis and Emergency Responses in the Multinational CorporationGlobal Catastrophe Effects - the Impact of Terrorism

This work offers suggestions for global organizations and multinational corporations to adapt to change in the global marketplace. International contributors in business, economics, and management explore issues such as local market knowledge, cross-cultural teams, response to crises, and the relationship between corporate values and local cultures. Some specific topics covered include the impact of terrorism and the interactions between headquarters and autonomous subsidiaries. One chapter is devoted to a study of multinational pharmaceutical companies; another chapter provides a case study of the Haier Group. B&w charts and maps are included.