Verfügbarkeit: International management

International management:

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Bibliographische Detailangaben
Hauptverfasser:	Holt, David H. (VerfasserIn), Wigginton, Karen W. (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Mason, Ohio Thomson, South-Western 2002
Ausgabe:	2. ed.
Schlagworte:	Kulturkontakt Internationales Management Management Führung Multinationales Unternehmen
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	XXI, 722 S. Ill., graph. Darst.
ISBN:	0030319625

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Datensatz im Suchindex

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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
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title	International management
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title_full	International management David H. Holt ; Karen W. Wigginton
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