International management: text and cases
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Fort Worth, TX [u.a.]
Harcourt College Publ.
2002
|
| Ausgabe: | 2. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XXI, 722 S. Ill. graph. Darst. |
| ISBN: | 0030319625 |
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Datensatz im Suchindex
| _version_ | 1804128915899285504 |
|---|---|
| adam_text | Brief Contents
PART ONE:
THE GLOBAL IMPERATIVE 1 Chapter 1: International Management: A Global Perspective 2
Chapter 2: The International Business Environment 34
Chapter 3: Government Relations and Political Risk 74
Chapter 4: Ethics and Social Responsibility 118
PART TWO:
STRATEGY AND GLOBAL ORGANIZATION 165 Chapter 5: Global Strategic Planning 166
Chapter 6: Going Global and Implementing Strategies 203
Chapter 7: Designing Effective International Organizations 240
PART THREE:
SPANNING BORDERS FOR CROSS-CULTURAL MANAGEMENT 281
Chapter 8: Cultural Dimensions of International Management 282
Chapter 9: Intercultural Communications 318
Chapter 10: Intercultural Negotiations 358
PART FOUR:
HUMAN RESOURCES IN THE GLOBAL CONTEXT 403 Chapter 11: International Labor Relations 404
Chapter 12: Human Resources: Managing Expatriates 446
Chapter 13: Human Resources: Staffing, Training, and Development 487
PART FIVE
MANAGING PEOPLE: THE LEADERSHIP DIMENSION 535 Chapter 14: Motivating People: The Challenge of Diversity 536
Chapter 15: Leadership in the Global Context 579
Chapter 16: International Teams: The Emerging Management Challenge 617
Endnotes 660
Credits 695
Name Index 697
Company Index 703
Subject Index 707
Contents
Preface vii
PART ONE:
THE GLOBAL IMPERATIVE 1 Chapter 1: International Management: A Global Perspective 2
Profile 3
The Roots of International Management 5
Defining International Organizations 6
Defining International Management 7
The History of International Business 8
Emergence of American Influence in International Trade 9
The Rise of Japan and the Asian Dragons 11
The Role of International Trade Organizations 13
International Organizations 16
Trends toward Change and Reorganization 18
Trade and the Rise of Multinational Corporations 19
Transnational Organizations—An Overview 21
Roles of International Managers 2 3
Emphasis on Adaptability 23
Technological and Sociological Perspectives 24
The Expatriate and Generic Roles 25
Future Expectations and Challenges 27
Review Questions 28
Glossary of Key Terms 2 8
Exercises 29
Global Viewpoint: New Meaning for an Expatriate s Life 26
Case 1.1: Mercedes in the New Millennium 30
Case 1.2: Singapore: Pragmatism Prevails 31
Chapter 2: The International Business Environment 34
Profile 35
A Global View 36
Social and Economic Changes 36
Unbalanced Trade Development 38
Regional Trading Blocs—The Triad 39
Continental Africa and the Middle East 41
The Indian Subcontinent and the Gulf 42
Latin America 43
Central and Eastern Europe—The Former Soviet Bloc 46
Social and Economic Change in Perspective 48
New Growth Theory and Ideology 49
CONTENTS
Technological Advancements 51
Technology and International Competition 51
Effects of Information Technology 5 5
Technology Transfer as Innovation 58
Managing Technology Transfer 59
New Challenges for International Managers 59
The Rise of Market Economies 60
Privatization 62
Global Workforce Diversity 62
The Context of Management—A Summary 66
Review Questions 66
Glossary of Key Terms 67
Exercises 67
Global Viewpoint: The U.S. Banana War with Europe 61
Case 2.1: SmithKline Beecham PLC 69
Case 2.2: Argentina at the Crossroads 71
Chapter 3: Government Relations and Political Risk 14
Profile 75
The Interface of Politics and Business 77
Country Risks and Political Risks 77
Management and Foreign Relations 79
Political and Legal Systems 79
A Cultural Perspective of Foreign Systems 79
Contrasts between Government Roles in Business Activities 80
Implications for International Managers 83
Business-Government Relations 84
A Framework for Business-Government Relations 85
Benefits and Liabilities of Multinational Investments 88
Power Politics by MNCs 89
Government Intervention 90
Global Platforms and Host-Country Intervention 90
The Risks of Direct Intervention 91
Legal and Regulatory Intervention 93
Risks from Chance—The Uncertainty Factor 94
Political Risk Assessment 96
The Intuitive Approach 96
The Advisory Approach 99
The Analytical Approach 100
Managing Political Risk 105
Defensive Strategies for Risk Management 105
Integrative Strategies for Risk Management 108
Implementing a Risk-Management Strategy 110
Concluding Comments 110
Review Questions 110
Glossary of Key Terms 111
Exercises 112
Global Viewpoint: Commercial Terrorism—The New Priority 97
Case 3.1: Ben Jerry s Meltdown in Moscow 113
Case 3.2: Clicks and Mortar —B2B Redefines Global Commerce 115
XIV CONTENTS
Chapter 4: Ethics and Social Responsibility 118
Profile 119
Managing by What Rules? 120
Clarifying Terms 120
Antecedents of Corporate Ethics and Social Responsibility 121
Corporate Responsiveness 122
A Social Contract 125
Business Ethics 126
Relativism and Business Ethics 127
Global Concepts and Local Practices 132
International Convergence of Ethical Perceptions 133
Ethical Dilemmas in Developing Countries 136
Government Influence on Global Ethics 139
The Foreign Corrupt Practices Act 139
Ethics in Perspective 143
Misconceptions about Unethical Conduct 143
Ethics across Cultures 145
Guidelines for Avoiding Ethical Dilemmas 145
Social Responsibility 147
International Priorities for Corporate Citizenship 147
Responding to Local Expectations 149
Concluding Comments 151
Review Questions 151
Glossary of Key Terms 152
Exercises 152
Global Viewpoint: Euthanasia: Murder or Mercy? 131
Global Viewpoint: Global Scandals but No Answers for Questions of Ethics 137
Case 4.1: Enron Corporation Holds the Line on Ethics in India 154
Case 4.2: Child Labor and Human Rights: Starbucks Takes New Measures 156
Part One Case: Managing a Planetary Brand—Microsoft vs. the World 160
PART TWO:
STRATEGY AND GLOBAL ORGANIZATION 165 _—-
Chapter 5: Global Strategic Planning 166
Profile 167
A Global Framework for Strategy 168
International Competitive Strategy 168
Industry-Level Strategy 171
Company-Level Strategy 176
Reconciling International, Industry, and Company Priorities 181
International and Global Strategies 182
Cornerstones of Competitive Strategies 182
Competitive Strategies 184
Global Strategic Planning 187
Formal Statements of Strategic Intent—Mission and Objectives 188
Environmental Analysis 189
Formulating Strategy 192
CONTENTS
Strategy Implementation 195
Developing Effective Strategies 195
Review Questions 196
Glossary of Key Terms 196
Exercises 197
Case 5.1: Disney Enters a New Global Era 198
Case 5.2: PepsiCo Stumbles and Revamps Its Global Strategies 200
Chapter 6: Going Global and Implementing Strategies 203
Profile 204
Implementing Strategic Plans 205
Locating Activities—Global Alternatives 206
Location Criteria for Export/Import Operations 207
Location in Country-Centered Strategies 209
Location Decisions for Multinational Corporations 213
Location Choices for Globally Integrated Companies 214
Location Decisions in Perspective 215
Foreign Entry Alternatives 215
Exporting 216
Importing 219
Licensing 221
Franchising 222
Contracting 222
Joint Ventures 225
Wholly Owned Foreign Operations 228
Management Capabilities 229
Management Prerogatives 229
Management Cooperation 231
Concluding Comments 232
Review Questions 232
Glossary of Key Terms 233
Exercises 233
Global Viewpoint: Jordan Attracts Offshore Foreign Investment 211
Case 6.1: General Motors Decision to Build Cars in Shanghai 235
Case 6.2: Acer Group: Reverse Thinking in a World-Class Company 236
Chapter 7: Designing Effective International Organizations 238
Profile 239
Structures for International Organizations 239
The Organization as a Global Network 240
Contrasting Concepts of Organizational Structure 241
Structural Patterns in Development Stages 241
Fundamental Structural Forces 242
Structural Change and Incremental Growth 244
Domestic Organization with an Export Department 247
Subsidiaries under an Export Department 247
International Division Structure 249
Global Group Structure 251
Global Matrix Structure 255
Globally Integrated Enterprise 256
A Transnational Perspective 260
XVI CONTENTS
Strategic Alliances and the TNC 261
Power Dynamics within a TNC 261
Management in Perspective 265
Roles and Relationships 266
Management in Transition 267
Review Questions 268
Glossary of Key Terms 268
Exercises 269
Case 7.1: Caterpillar Restructures Its World Organization 270
Case 7.2: Club Med Revitalized 272
Part Two Case: Yantang Knitting Factory 275
PART THREE:
SPANNING RORDERS FOR CROSS-CULTURAL MANAGEMFNT 281 Chapter 8: Cultural Dimensions of International Management 282
Profile 283
The Nature of Culture 2 84
Understanding Why Cultures Differ 285
Cultures within Cultures 290
Cultural Sensitivity 291
Cultural Values and Behavior 292
Hofstede s Model of Cultural Dimensions 294
The Four-Dimension Model 294
Dimensional Relationships and Externalities 297
Limitations to Hofstede s Model 299
Extending the Four-Dimension Model to Confucian Societies 302
Cultural Comparisons 303
Country Clusters 303
Country Profiles 305
Implications for Managers on Foreign Assignments 308
Review Questions 310
Glossary of Key Terms 310
Exercises 311
Global Viewpoint: You Can t Compare a Refrigerator with Nature 286
Global Viewpoint: Solar Eclipse Darkens Many Offices 289
Case 8.1: Pharmacia: Mergers with Upjohn and Monsanto Are Cultural Challenges 312
Case 8.2: Sesame Street—Cultural Values Reflected in Children s Popular TV Program 315
Chapter 9: Intercultural Communications 318
Profile 319
Bridging Barriers—Intercultural Communication 321
A Fundamental Perspective 321
Culture and Communication 325
Communications in Economic Systems 325
Communications in Political Systems 326
Communications in Social Systems 327
Communications in Educational Systems 329
CONTENTS :
Communications in Family Systems 330
Implications for Effective Communication 332
Contrasts in Oral and Nonverbal Communication 334
The Communication Process 334
Oral Communications 337
Conversational Behavior 339
Nonverbal Communications 341
Guidelines for Effective Intercultural Communication 343
Going Beyond Language Training 343
Language and Expression 345
Perceptual Differences 346
Rules and Customs 346
Develop Feedback Systems 348
Enhance Boundary-Spanning Activities 349
Review Questions 349
Glossary of Key Terms 350
Exercises 350
Global Viewpoint: What Others Think about Americans at Home and Abroad 324
Global Viewpoint: Language Luxury in Luxembourg 338
Global Viewpoint: American Slang and Foreign Interpretations 345
Case 9.1: Transprint USA: An Open Door in China 352
Case 9.2: Compaq s New CEO Expected to Transform Company Culture—Again 355
Chapter 10: Intercultural Negotiations 3 58
Profile 359
Negotiations in the Global Context 360
The Concept of Intercultural Negotiation 361
The Intercultural Negotiation Environment 362
The Nature of Negotiation 363
Characteristics of Distributive Negotiations 363
Characteristics of Integrative Negotiations 365
A Framework for Successful Negotiations 370
Planning 370
Relationship Building 379
Exchanging Task-Related Information 380
Persuasion 382
Reaching Agreement 383
Managing Conflict in Negotiations 385
Tactical Attributes of Conflict 385
Alternative Approaches to Managing Conflict 387
Dispute Resolutions 388
Concluding Comments 391
Review Questions 391
Glossary of Key Terms 392
Exercises 392
Global Viewpoint: Value Differences across the Rio Grande 375
Global Viewpoint: Take It on the Road—Don t Negotiate at Home 380
Case 10.1: A Gaijin Takes Charge at Mazda 394
Case 10.2: Chile: A Latin Experience in Patience 396
Part Three Case: ABB—Global Integration in a Borderless World 399
XVIII CONTENTS
PART FOUR:
HUMAN RFSOURCES IN THE GLOBAL CONTEXT 4Q3 Chapter 11: International Labor Relations 404
Profile 405
Overview of Human Relations in the Workplace 406
The Importance of Labor Relations in Global Management 407
The Framework of Labor Relations 408
Principal Themes for Comparative Labor Relations 409
Contrasting Systems of Labor Relations 413
Labor Relations in North America 413
Labor Relations in Europe 418
Labor Relations in Asia 424
Labor Relations Elsewhere in the World 428
Trends in International Labor Relations 434
Convergence in Labor Relations 434
Internationalization of Labor Relations 43 5
Labor Participation in Management 43 7
Managing International Labor Relations 439
Review Questions 440
Glossary of Key Terms 440
Exercises 441
Global Viewpoint: Israeli Labor Relations—The Quest for a Dead-Level Playing Field 430
Case 11.1: New Zealand: Labor Relations Turned Upside Down 442
Case 11.2: Europe and the New Economy 444
Chapter 12: Human Resources: Managing Expatriates 446
Profile 447
The Expatriate Experience 448
The Expatriate System—A Process Model 449
When Expatriates Fail 450
The Role of Human Resource Management 451
Organizational Initiatives in Expatriate Management 454
Recruitment and Selection 455
Recruitment at Home and Abroad 45 5
Qualifications for Selection 458
Matching Candidates to Host-Country Needs 461
Training and Orientation for Foreign Assignments 461
Effective Predeparture Training 463 . Career Development 464
Assignment and Adaptation 466
Repatriation: The Return Home 469
The Personal Challenge of Returning Home 469
Organizational Dimensions of Repatriation 470
Making the Transition Succeed 473
Compensation and Terms of Employment 474
Women s Roles and Family Considerations 476
Wives and Families Abroad 477
Women in Expatriate Roles 479
Review Questions 482
CONTENTS
Glossary of Key Terms 482
Exercises 483
Global Viewpoint: Overqualified and Underutilized: One Woman s Success as an Expatriate 481
Case 12.1: Motorola: Homegrown Talent Through Simulation 484
Case 12.2: Global Mobility: Women and the Global Manager Shortage 485
Chapter 13: Human Resources: Staffing, Training, and Development 481
Profile 488
Perspective on International Human Resource Management 489
The Human Dynamics of Power 490
Focus of the Chapter 491
General Management and Executive Development 492
Roles of General Managers 492
Developing Executive Talent 494
Subsidiary Management and Staff Development 499
Factors Affecting Subsidiary Staffing Decisions 499
Recruitment Problems 502
Going Local with Host-Country Managers 503
Local Enterprise Staffing and Training 509
Employee Recruitment 509
Training Host-Country Employees 511
Global Human Resource Development 514
Executive Development—Creating a Shared Vision 514
Cross-Cultural Development—Pursuing Integration 516
Team Development—Building Relational Networks 519
Career Development—Optimizing Human Potential 519
Skills Development—Enhancing Competence 519
Concluding Comments 520
Review Questions 520
Glossary of Key Terms 521
Exercises 521
Global Viewpoint: Finding Executive Talent in Old Europe 500
Case 13.1: Volkswagen: Managing for the Future 523
Case 13.2: Training Managers to Be Trainers at Shangri-La Hotels 525
Part Four Case: Developing Private Enterprises in Latvia 528
PART FIVE:
MANAGING PEOPLE: THE LEADERSHIP DIMENSION 535 Chapter 14: Motivating People: The Challenge of Diversity 536
Profile 537
The Challenge of Motivating People 538
Motivation in the Cross-Cultural Context 539
Universality of Needs 540
The Meaning of Work 542
The Value of Rewards 544
Cross-Cultural Comparisons of Mainstream Concepts 549
Hierarchy of Needs 549
XX CONTENTS
The Two-Factor Theory 552
Achievement Theory and Expectations 556
Expectancy Theory 558
Motivation in a Culturally Diverse Organization 560
Domestic Workforce Diversity 561
Foreign Workforce Diversity 564
Foreign-Owned Enterprises and Home-Country Diversity 568
Motivation in Perspective 571
Review Questions 571
Glossary of Key Terms 572
Exercises 572
Global Viewpoint: Managing Diversity at the Marriott Marquis 563
Global Viewpoint: Team Building at GM Opel: Profiting from Diversity 569
Case 14.1: Move toward Performance-Related Philosophy in Thailand 574
Case 14.2: Shell Becomes More Entrepreneurial during Restructuring 576
Chapter 15: Leadership in the Global Context 519
Profile 580
Leadership: Influencing Behavior 581
Cornerstones of Leadership Theory 582
The Trait Approach 582
The Style Approach 584
The Contingency Approach 586
Transformational Leadership 588
Vision and Commitment 589
Charismatic Leadership 589
Subordinate Expectations 591
Leadership in a Cross-Cultural Context 593
Variations in European Leadership Behavior 595
Central and Eastern Europe 599
A Russian Profile 600
The Japanese Approach 601
Chinese Leadership and Confucian Values 604
Contrasts and Similarities in Leadership 606
Convergence and Integration 609
Review Questions 610
Glossary of Key Terms 610
Exercises 611
Global Viewpoint: Colgate-Palmolive—Incentive Leadership Worldwide 594
Global Viewpoint: Stranger in Singapore 608
Case 15.1: All Scandinavians Do Not Agree on Teams or Leadership Styles 612
Case 15.2: Nike: Learning to Adapt 614
Chapter I6: International Teams: The Emerging Management Challenge 617
Team Management—A Global Approach 619
International Teams 620
Team Systems and Processes 62 3
Establishing Strategic Teams 625
Regional Integration and Teamwork 627
Multiculturalism and Diversity 628
CONTENTS
Managing Diversity in the Work Group 630
Multicultural Behavior in Group Work 633
Contrasting Cultures and Teamwork 635
Individualistic Cultures 636
Paternalistic Cultures 636
Collectivist Cultures 637
Autocratic Cultures 638
Group Development and Team Processes 638
Stages of Group Formation 639
Integrating Group Objectives 640
Toward Group Effectiveness 641
Challenges for the Twenty-First Century 642
Management Careers in the New Millennium 642
Concluding Comments 645
Review Questions 646
Glossary of Key Terms 646
Exercises 646
Global Viewpoint: International Development—Uncommon Career Opportunities 643
Case 16.1: Team Building: The Killer App of PeopleSoft Inc. 648
Case 16.2: Career Visions: CEOs Look for Leadership from Global Managers 650
Part Five Case: A Transformational Role Model in Sri Lanka 654
Endnotes 660
Credits 695
Name Index 697
Company Index 703
Subject Index 707
|
| any_adam_object | 1 |
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| bvnumber | BV014055383 |
| classification_rvk | QP 305 |
| ctrlnum | (OCoLC)633224734 (DE-599)BVBBV014055383 |
| discipline | Wirtschaftswissenschaften |
| edition | 2. ed. |
| format | Book |
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| id | DE-604.BV014055383 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T18:56:50Z |
| institution | BVB |
| isbn | 0030319625 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-009625090 |
| oclc_num | 633224734 |
| open_access_boolean | |
| owner | DE-1051 |
| owner_facet | DE-1051 |
| physical | XXI, 722 S. Ill. graph. Darst. |
| publishDate | 2002 |
| publishDateSearch | 2002 |
| publishDateSort | 2002 |
| publisher | Harcourt College Publ. |
| record_format | marc |
| spelling | Holt, David H. Verfasser aut International management text and cases David H. Holt 2. ed. Fort Worth, TX [u.a.] Harcourt College Publ. 2002 XXI, 722 S. Ill. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Internationales Management (DE-588)4114040-0 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf Kulturkontakt (DE-588)4033569-0 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Führung (DE-588)4018776-7 gnd rswk-swf Internationales Management (DE-588)4114040-0 s DE-604 Multinationales Unternehmen (DE-588)4075092-9 s Management (DE-588)4037278-9 s Kulturkontakt (DE-588)4033569-0 s Führung (DE-588)4018776-7 s 1\p DE-604 HBZ Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009625090&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Holt, David H. International management text and cases Internationales Management (DE-588)4114040-0 gnd Management (DE-588)4037278-9 gnd Kulturkontakt (DE-588)4033569-0 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Führung (DE-588)4018776-7 gnd |
| subject_GND | (DE-588)4114040-0 (DE-588)4037278-9 (DE-588)4033569-0 (DE-588)4075092-9 (DE-588)4018776-7 |
| title | International management text and cases |
| title_auth | International management text and cases |
| title_exact_search | International management text and cases |
| title_full | International management text and cases David H. Holt |
| title_fullStr | International management text and cases David H. Holt |
| title_full_unstemmed | International management text and cases David H. Holt |
| title_short | International management |
| title_sort | international management text and cases |
| title_sub | text and cases |
| topic | Internationales Management (DE-588)4114040-0 gnd Management (DE-588)4037278-9 gnd Kulturkontakt (DE-588)4033569-0 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Führung (DE-588)4018776-7 gnd |
| topic_facet | Internationales Management Management Kulturkontakt Multinationales Unternehmen Führung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=009625090&sequence=000002&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
| work_keys_str_mv | AT holtdavidh internationalmanagementtextandcases |