Paul Beamish

Paul Beamish holds the Canada Research Chair in International Business at the Ivey Business School, University of Western Ontario. He is the author or coauthor of numerous books, articles, contributed chapters, and teaching cases. His articles have appeared in Academy of Management Review, Academy of Management Journal, Strategic Management Journal, Journal of International Business Studies (JIBS), and elsewhere. He has received best research awards from the Academy of Management and the Academy of International Business (AIB). In 1997 and 2003, he was recognized in the Journal of International Management as one of the top three contributors worldwide to the international strategic management literature in the previous decade. He served as Editor-in- Chief of JIBS from 1993-97 and is a Fellow of the AIB. He worked for Procter & Gamble and Wilfrid Laurier University before joining Ivey's faculty in 1987. Paul has supervised 18 doctoral dissertations, many involving international joint ventures and alliances. His consulting, management training, and joint venture facilitation activities have been in both the public and private sector. At Ivey, he has taught in a variety of school programs, including the Executive MBA offered at its campus in Hong Kong. From 1999-2004, he served as Associate Dean of Research. He currently serves as Director of Ivey Publishing, the distributor of Ivey's collection of over 2,400 current cases; Ivey's Asian Management Institute (AMI); and the newly established cross-enterprise center, Engaging Emerging Markets.

Table of Contents :

SECTION 1: STRATEGIC MANAGEMENT: CREATING COMPETITIVE ADVANTAGES

JINJIAN GARMENT FACTORY: MOTIVATING GO-SLOW WORKERS

SECTION 2: ANALYZING THE EXTERNAL ENVIRONMENT OF THE FIRM

A NOTE ON THE CUBAN CIGAR INDUSTRY

LOBLAW COMPANIES LIMITED

GENERAL MOTORS DEFENSE

TVONTARIO

SECTION 3: ASSESSING THE INTERNAL ENVIRONMENT OF THE FIRM

IKEA (CANADA) LTD. 1986 (CONDENSED)

PRINCE EDWARD ISLAND PRESERVE CO.

SECTION 4: RECOGNIZING A FIRM'S INTELLECTUAL ASSETS: MOVING BEYOND A FIRM'S TANGIBLE RESOURCES

TIME WARNER INC. AND THE ORC PATENTS

MAJESTICA HOTEL IN SHANGHAI?

SECTION 5: BUSINESS-LEVEL STRATEGY: CREATING AND SUSTAINING COMPETITIVE ADVANTAGES

KIDS MARKET CONSULTING

ELI LILLY IN INDIA: RETHINKING THE JOINT VENTURE STRATEGY

MAPLE LEAF CONSUMER FOODS-FIXING HOT DOGS (A)

GANONG BROS. LIMITED

SECTION 6: CORPORATE-LEVEL STRATEGY: CREATING VALUE THROUGH DIVERSIFICATION

VINCOR AND THE NEW WORLD OF WINE

CIBC-BARCLAYS: SHOULD THEIR CARIBBEAN OPERATIONS BE MERGED?

MCDONALD'S AND THE MCCAFE COFFEE INITIATIVE

GILLETTE'S ENERGY DRAIN (A): THE ACQUISITION OF DURACELL

SECTION 7: INTERNATIONAL STRATEGY: CREATING VALUE IN GLOBAL MARKETS

HUXLEY MAQUILADORA

THE GLOBAL BRANDING OF STELLA ARTOIS

PALLISER FURNITURE LTD.: THE CHINA QUESTION

SECTION 8: DIGITAL BUSINESS STRATEGY: LEVERAGING INTERNET AND E-BUSINESS CAPABILITIES

THE WALL STREET JOURNAL: PRINT VS. INTERACTIVE

CQUAY TECHNOLOGIES CORP.

ADVANCED BOOK EXCHANGE: GEOGRAPHIC GROWTH OF AN INTERNET-BASED BUSINESS

VANCITY CREDIT UNION-STRATEGY IN FINANCIAL SERVICES

SECTION 9: STRATEGIC CONTROL AND CORPORATE GOVERNANCE

GOVERNANCE CHALLENGES AT GOOD HANDS HEALTHCARE (A)

GOVERNANCE FROM SCRATCH: THE PEPSI BOTTLING GROUP IPO

CCL INDUSTRIES INC.: BUILDING AND MAINTAINING AN EFFECTIVE BOARD

SECTION 10: CREATING EFFECTIVE ORGANIZATIONAL DESIGNS

TV ASAHI THEATRICAL PRODUCTIONS, INC.

VICTORIA HEAVY EQUIPMENT LIMITED-2001

BOMBARDIER TRANSPORTATION AND THE ADTRANZ ACQUISITION

SECTION 11: STRATEGIC LEADERSHIP: CREATING A LEARNING ORGANIZATION AND AN ETHICAL ORGANIZATION

GONCHAR INVESTMENT BANK

PHIL CHAN (A)

SECTION 12: MANAGING INNOVATION AND FOSTERING CORPORATE ENTREPRENEURSHIP

THE GE ENERGY MANAGEMENT INITIATIVE (A)

MAPQUEST

SCOTCH-BRITE (3M)

SECTION 13: RECOGNIZING OPPORTUNITIES AND CREATING NEW VENTURES

BARRIE CHARITY BINGO

GROWTH, STRATEGY AND SLOTTING AT NO PUDGE! FOODS, INC.

ELEPHANT WALK THRU

CORAL DIVERS RESORT

RUSSKI ADVENTURES