International management: managing across borders and cultures ; text and cases
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Upper Saddle River, NJ
Pearson Education
2008
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| Ausgabe: | 6. ed., international ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XVI, 492 S. Ill., graph. Darst., Kt. |
| ISBN: | 9780136060192 0136060196 9780136143260 0136143261 |
Internformat
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| 245 | 1 | 0 | |a International management |b managing across borders and cultures ; text and cases |c Helen Deresky |
| 250 | |a 6. ed., international ed. | ||
| 264 | 1 | |a Upper Saddle River, NJ |b Pearson Education |c 2008 | |
| 300 | |a XVI, 492 S. |b Ill., graph. Darst., Kt. | ||
| 336 | |b txt |2 rdacontent | ||
| 337 | |b n |2 rdamedia | ||
| 338 | |b nc |2 rdacarrier | ||
| 650 | 4 | |a Multinationales Unternehmen | |
| 650 | 4 | |a Industrial management | |
| 650 | 4 | |a International business enterprises |x Management | |
| 650 | 4 | |a International business enterprises |x Management |v Case studies | |
| 650 | 4 | |a Management |v Cross-cultural studies | |
| 650 | 0 | 7 | |a Internationales Management |0 (DE-588)4114040-0 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Multinationales Unternehmen |0 (DE-588)4075092-9 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Interkulturelles Management |0 (DE-588)4343519-1 |2 gnd |9 rswk-swf |
| 650 | 0 | 7 | |a Management |0 (DE-588)4037278-9 |2 gnd |9 rswk-swf |
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Datensatz im Suchindex
| _version_ | 1804137341166551040 |
|---|---|
| adam_text | CONTENTS PREFACE XIV PARTI THE GLOBAL MANAGER S ENVIRONMENT 1 CHAPTER 1
ASSESSING THE ENVIRONMENT: POLITICAL, ECONOMIC, LEGAL, TECHNOLOGICAL 1
OPENING PROFILE: INDIA BECOMING A CRUCIAL COG IN THE MACHINE AT I.B.M 1
THE GLOBAL BUSINESS ENVIRONMENT 4 GLOBALISM 4 MANAGEMENT FOCUS: SMALL
COMPANY, GLOBAL APPROACH 7 REGIONAL TRADING BLOCS 8 OTHER REGIONS IN THE
WORLD 10 COMPARATIVE MANAGEMENT IN FOCUS: OPENING ECONOMY REVITALIZES
INDIA 12 INFORMATION TECHNOLOGY 14 THE GLOBALIZATION OF HUMAN CAPITAL 14
THE GLOBAL MANAGER S ROLE 15 THE POLITICAL AND ECONOMIC ENVIRONMENT 15
POLITICAL RISK 16 POLITICAL RISK ASSESSMENT 17 MANAGING POLITICAL RISK
18 MANAGING TERRORISM RISK 19 ECONOMIC RISK 20 THE LEGAL ENVIRONMENT 21
CONTRACT LAW 22 OTHER REGULATORY ISSUES 22 THE TECHNOLOGICAL ENVIRONMENT
23 GLOBAL E-BUSINESS 24 CONCLUSION 26 SUMMARY OF KEY POINTS 27
DISCUSSION QUESTIONS 27 APPLICATION EXERCISES 28 EXPERIENTIAL EXERCISE
28 INTERNET RESOURCES 28 CASE STUDY: UNDER PRESSURE, DUBAI COMPANY DROPS
PORT DEAL 29 CHAPTER 2 MANAGING INTERDEPENDENCE: SOCIAL RESPONSIBILITY
AND ETHICS 31 OPENING PROFILE: IN ENRON CASE, A VERDICT ON AN ERA 31 THE
SOCIAL RESPONSIBILITY OF MNCS 34 CSR: GLOBAL CONSENSUS OR REGIONAL
VARIATION? 35 MNC RESPONSIBILITY TOWARD HUMAN RIGHTS 36 CODES OF CONDUCT
37 COMPARATIVE MANAGEMENT IN FOCUS: DOING BUSINESS IN CHINA*THE HUMAN
RIGHTS CHALLENGE 38 ETHICS IN GLOBAL MANAGEMENT 39 BRIBERY 45 MAKING THE
RIGHT DECISION 47 MANAGEMENT FOCUS: CEO SPEAKS OUT: ETHICS
ABROAD*BUSINESS FUNDAMENTALS, VALUE JUDGMENTS 48 MANAGING
INTERDEPENDENCE 50 FOREIGN SUBSIDIARIES IN THE UNITED STATES 50 MANAGING
SUBSIDIARY-HOST-COUNTRY INTERDEPENDENCE 51 MANAGING ENVIRONMENTAL
INTERDEPENDENCE 53 CONCLUSION 55 SUMMARY OF KEY POINTS 55 DISCUSSION
QUESTIONS 56 APPLICATION EXERCISES 56 EXPERIENTIAL EXERCISE 56 INTERNET
RESOURCES 56 CASE STUDY: NIKE S CSR CHALLENGE 57 COMPREHENSIVE CASES 59
NEW: CASE 1 COCA-COLA S BUSINESS PRACTICES: FACING THE HEAT IN A FEW
COUNTRIES (GLOBAL) 59 NEW: CASE 2 GOOGLE IN CHINA: THE BIG DISCONNECT
(CHINA) 71 NEW: CASE 3 ALLURE CRUISE LINE*CHALLENGES OF STRATEGIC GROWTH
AND ORGANIZATIONAL EFFECTIVENESS: PART 1 (GLOBAL) 80 PART II THE
CULTURAL CONTEXT OF GLOBAL MANAGEMENT 87 CHAPTER 3 UNDERSTANDING THE
ROLE OF CULTURE 87 OPENING PROFILE: ADJUSTING BUSINESS TO SAUDI ARABIAN
CULTURE 87 CULTURE AND ITS EFFECTS ON ORGANIZATIONS 91 SOCIETAL CULTURE
91 ORGANIZATIONAL CULTURE 92 CULTURAL VARIABLES 95 SUBCULTURES 95
INFLUENCES ON NATIONAL CULTURE 95 MANAGEMENT FOCUS: CHINA ISSUES NEW
RESTRICTIONS AIMED AT PROTECTING ITS CULTURE 97 CULTURAL VALUE
DIMENSIONS 98 PROJECT GLOBE CULTURAL DIMENSIONS 98 CULTURAL CLUSTERS 100
HOFSTEDE S VALUE DIMENSIONS 100 TROMPENAARS S VALUE DIMENSIONS 103
CRITICAL OPERATIONAL VALUE DIFFERENCES 105 THE INTERNET AND CULTURE 107
CONTENTS DEVELOPING CULTURAL PROFILES 109 COMPARATIVE MANAGEMENT IN
FOCUS: PROFILES IN CULTURE* JAPAN, GERMANY, AND SOUTH KOREA 110 CULTURE
AND MANAGEMENT STYLES AROUND THE WORLD 116 SAUDI ARABIA 116 CHINESE
SMALL FAMILY BUSINESSES , 117 CONCLUSION 118 . SUMMARY OF KEY POINTS 119
DISCUSSION QUESTIONS 119 APPLICATION EXERCISES 119 EXPERIENTIAL
EXERCISES 120 INTERNET RESOURCES 120 CASE STUDY: MOTO: COMING TO AMERICA
FROM JAPAN 121 CHAPTER 4 COMMUNICATING ACROSS CULTURES 124 OPENING
PROFILE: ON KEEPING YOUR FOOT SAFELY OUT OF YOUR MOUTH 124 THE
COMMUNICATION PROCESS 127 CULTURAL NOISE IN THE COMMUNICATION PROCESS
128 THE CULTURE-COMMUNICATION LINK 129 TRUST IN COMMUNICATION 129 THE
GLOBE PROJECT 129 CULTURAL VARIABLES IN THE COMMUNICATION PROCESS 130
CONTEXT 135 MANAGEMENT FOCUS: ORIENTAL POKER FACE: EASTERN DECEPTION OR
WESTERN INSCRUTABILITY? 136 COMPARATIVE MANAGEMENT IN FOCUS:
COMMUNICATING WITH ARABS 137 COMMUNICATION CHANNELS 139 INFORMATION
TECHNOLOGY: GOING GLOBAL AND ACTING LOCAL 141 MANAGING CROSS-CULTURAL
COMMUNICATION 142 DEVELOPING CULTURAL SENSITIVITY 142 CAREFUL ENCODING
143 SELECTIVE TRANSMISSION 143 CAREFUL DECODING OF FEEDBACK 143
FOLLOW-UP ACTIONS 144 CONCLUSION 145 SUMMARY OF KEY POINTS 145
DISCUSSION QUESTIONS 146 APPLICATION EXERCISES 146 EXPERIENTIAL EXERCISE
146 CASE STUDY: ELIZABETH VISITS GPC S FRENCH SUBSIDIARY 148 CHAPTER 5
CROSS-CULTURAL NEGOTIATION AND DECISION MAKING 150 OPENING PROFILE: ART
OF THE DEAL MEETS THE CHINA SYNDROME 150 NEGOTIATION 153 THE NEGOTIATION
PROCESS 154 STAGE ONE: PREPARATION 154 STAGE TWO: RELATIONSHIP BUILDING
156 STAGE THREE: EXCHANGING TASK-RELATED INFORMATION 156 STAGE FOUR:
PERSUASION 157 STAGE FIVE: CONCES- SIONS AND AGREEMENT 158 UNDERSTANDING
NEGOTIATION STYLES 158 SUCCESSFUL NEGOTIATORS AROUND THE WORLD 160
MANAGING NEGOTIATION 162 MANAGEMENT FOCUS: A MIDDLE EAST EQUITY GIANT
WITH A SMALL GLOBAL FOOTPRINT 163 USING THE WEB TO SUPPORT NEGOTIATIONS
166 MANAGING CONFLICT RESOLUTION 166 COMPARATIVE MANAGEMENT IN FOCUS:
NEGOTIATING WITH THE CHINESE 167 DECISION MAKING 171 THE INFLUENCE OF
CULTURE ON DECISION MAKING 172 APPROACHES TO DECISION MAKING 173
COMPARATIVE MANAGEMENT IN FOCUS: DECISION MAKING IN JAPANESE COMPANIES
174 CONCLUSION 176 SUMMARY OF KEY POINTS 176 DISCUSSION QUESTIONS 177
EXPERIENTIAL EXERCISES 177 INTERNET RESOURCES 178 CASE STUDY:
NEGOTIATIONS BETWEEN ALCATEL OF FRANCE AND LUCENT OF THE U.S. FINALLY
RESULT IN A DEAL IN 2006 179 COMPREHENSIVE CASES 181 NEW: CASE 4
NORA-SAKARI: A PROPOSED JV IN MALAYSIA (FINLAND AND MALAYSIA). 181 NEW:
CASE 5 ALLURE CRUISE LINE*CHALLENGES OF STRATEGIC GROWTH AND
ORGANIZATIONAL EFFECTIVENESS: PART 2 (GLOBAL) 191 CASE 6 GUANXI IN
JEOPARDY 196 PART III FORMULATING AND IMPLEMENTING STRATEGY FOR
INTERNATIONAL AND GLOBAL OPERATIONS 203 CHAPTER 6 FORMULATING STRATEGY
203 OPENING PROFILE: WAL-MART FINDS THAT ITS FORMULA DOESN T FIT EVERY
CULTURE 203 REASONS FOR GOING INTERNATIONAL 209 REACTIVE REASONS 209
PROACTIVE REASONS 210 MANAGEMENT FOCUS: MEXICO S CEMEX: A GLOBAL COMPANY
IN 2007. 211 STRATEGIC FORMULATION PROCESS 212 STEPS IN DEVELOPING
INTERNATIONAL AND GLOBAL STRATEGIES 213 MISSION AND OBJECTIVES 214
ENVIRONMENTAL ASSESSMENT 214 SOURCES OF ENVIRONMENTAL INFORMATION 217
INTERNAL ANALYSIS 217 COMPETITIVE ANALYSIS 217 STRATEGIC DECISION-MAKING
MODELS 219 GLOBAL AND INTERNATIONAL STRATEGIC ALTERNATIVES 219
APPROACHES TO WORLD MARKETS 219 GLOBAL INTEGRADVE STRATEGIES 222 USING
E-BUSINESS FOR GLOBAL EXPANSION 223 E-GLOBAL OR E-LOCAL 224 ENTRY
STRATEGY ALTERNATIVES 225 STRATEGIC CHOICE 230 COMPARATIVE MANAGEMENT IN
FOCUS: STRATEGIC PLANNING FOR THE EU MARKET 231 CONTENTS TIMING ENTRY
AND SCHEDULING EXPANSIONS 236 THE INFLUENCE OF CULTURE ON STRATEGIC
CHOICE 237 CONCLUSION 237 SUMMARY OF KEY POINTS 237 DISCUSSION QUESTIONS
238 APPLICATION EXERCISES 238 EXPERIENTIAL EXERCISE 238 INTERNET
RESOURCES 238 CASE STUDY: THERE S DETROIT AND THERE S TRNAVA: THE
STRATEGIC ATTRACTION OF EASTERN EUROPE 239 CHAPTER 7 GLOBAL ALLIANCES
AND STRATEGY IMPLEMENTATION 241 OPENING PROFILE: SPANISH COMPANIES FLEX
THEIR ACQUISITION MUSCLES 241 STRATEGIC ALLIANCES 243 JOINTVENTURES 243
EQUITY STRATEGIC ALLIANCES 244 NON-EQUITY STRATEGIC ALLIANCES 244 GLOBAL
STRATEGIC ALLIANCES 244 GLOBAL AND CROSS-BORDER ALLIANCES: MOTIVATIONS
AND BENEFITS 244 CHALLENGES IN IMPLEMENTING GLOBAL ALLIANCES 246
GUIDELINES FOR SUCCESSFUL ALLIANCES 247 COMPARATIVE MANAGEMENT IN FOCUS:
JOINT VENTURES IN THE RUSSIAN FEDERATION 248 STRATEGIC IMPLEMENTATION
250 IMPLEMENTING A GLOBAL SOURCING STRATEGY 251 MANAGING PERFORMANCE IN
INTERNATIONAL JOINT VENTURES 252 KNOWLEDGE MANAGEMENT IN IJVS 253
GOVERNMENT INFLUENCES ON STRATEGIC IMPLEMENTATION 254 CULTURAL
INFLUENCES ON STRATEGIC IMPLEMENTATION 255 MANAGEMENT FOCUS: MITTAL S
MARRIAGE TO ARCELOR BREAKS THE MARWARI RULES 257 E-COMMERCE IMPACT ON
STRATEGY IMPLEMENTATION 258 CONCLUSION 259 SUMMARY OF KEY POINTS 259
DISCUSSION QUESTIONS 259 APPLICATION EXERCISES 260 EXPERIENTIAL EXERCISE
260 INTERNET RESOURCES 261 QUESTIONS 261 CASE STUDY: LENOVO S GLOBAL
EXPANSION 262 CHAPTER 8 ORGANIZATION STRUCTURE AND CONTROL SYSTEMS 264
OPENING PROFILE: CHANGING ORGANIZATIONAL STRUCTURES OF EMERGING MARKET
COMPANIES 264 ORGANIZATIONAL STRUCTURE 265 EVOLUTION AND CHANGE IN MNC
ORGANIZATIONAL STRUCTURES 266 INTEGRATED GLOBAL STRUCTURES 267
ORGANIZING FOR GLOBALIZATION 270 ORGANIZING TO BE GLOBAL, ACT LOCAL
270 COMPARATIVE MANAGEMENT IN FOCUS: THE OVERSEAS CHINESE GLOBAL NETWORK
271 MANAGEMENT FOCUS: PROCTER & GAMBLE S THINK GLOBALLY-ACT LOCALLY
STRUCTURE. 273 EMERGENT STRUCTURAL FORMS 275 INTERORGANIZATIONAL
NETWORKS 276 THE GLOBAL E-CORPORATION NETWORK STRUCTURE 275 THE
TRANSNATIONAL CORPORATION (TNC) NETWORK STRUCTURE 276 CHOICE OF
ORGANIZATIONAL FORM 278 ORGANIZATIONAL CHANGE AND DESIGN VARIABLES 279
CONTROL SYSTEMS FOR GLOBAL OPERATIONS 281 MONITORING SYSTEMS 281 DIRECT
COORDINATING MECHANISMS 282 INDIRECT COORDINATING MECHANISMS 283
MANAGING EFFECTIVE MONITORING SYSTEMS 283 THE APPROPRIATENESS OF
MONITORING AND REPORTING SYSTEMS 283 THE ROLE OF INFORMATION SYSTEMS 284
EVALUATION VARIABLES ACROSS COUNTRIES 285 CONCLUSION 285 SUMMARY OF KEY
POINTS 285 DISCUSSION QUESTIONS 286 APPLICATION EXERCISES 286
EXPERIENTIAL EXERCISE 286 INTERNET RESOURCES 286 CASE STUDY: ASEA BROWN
BOVERI (ABB), SWEDEN, 2007: WHAT WENT WRONG? 287 COMPREHENSIVE CASES 291
NEW: CASE 7 DELL S PROBLEMS IN CHINA 291 NEW: CASE 8
STARBUCKS INTERNATIONAL OPERATIONS-2006 (GLOBAL) 302 NEW: CASE 9 NOTE ON
THE GLOBAL AUTO INDUSTRY IN 2007 310 NEW: CASE 10 RENAULT-NISSAN: THE
PARADOXICAL ALLIANCE (FRANCE/JAPAN) 311 NEW: CASE 11 DAIMLERCHRYSLER AG:
A DECADE OF GLOBAL STRATEGIC CHALLENGES LEADS TO DIVORCE IN 2007
(GERMANY/US) 323 NEW: CASE 12 ALLURE CRUISE LINE*CHALLENGES OF STRATEGIC
GROWTH AND ORGANIZATIONAL EFFECTIVENESS: PART 3 (GLOBAL) 337 PART IV
GLOBAL HUMAN RESOURCES MANAGEMENT 339 CHAPTER 9 STAFFING, TRAINING, AND
COMPENSATION FOR GLOBAL OPERATIONS 339 OPENING PROFILE: TRAINING: THE
TOYOTA WAY IS TRANSLATED FOR A NEW GENERATION OF FOREIGN MANAGERS 339
STAFFING FOR GLOBAL OPERATIONS 343 MANAGING EXPATRIATES 347 EXPATRIATE
SELECTION 347 EXPATRIATE PERFORMANCE MANAGEMENT 348 EXPATRIATE TRAINING
AND DEVELOPMENT 350 CROSS-CULTURAL TRAINING 351 TRAINING TECHNIQUES 353
MANAGEMENT FOCUS: CITIBANK GIVES ADVICE ON CAREER PLANNING 354
COMPENSATING EXPATRIATES 356 TRAINING AND COMPENSATING HOST-COUNTRY
NATIONALS 358 TRAINING HCNS 358 CXII 1 :* CONTENTS F MANAGEMENT FOCUS:
SUCCESS! STARBUCKS JAVA STYLE HELPS RECRUIT, TRAIN, AND RETAIN LOCAL
MANAGERS IN BEIJING 359 COMPENSATING HCNS 360 COMPARATIVE MANAGEMENT IN
FOCUS: IHRM PRACTICES IN AUSTRALIA, CANADA, CHINA, INDONESIA, JAPAN,
LATIN AMERICA, MEXICO, SOUTH KOREA, TAIWAN, AND THE UNITED STATES 361
CONCLUSION 363 SUMMARY OF KEY POINTS 364 DISCUSSION QUESTIONS 364
APPLICATION EXERCISES 364 EXPERIENTIAL EXERCISE 364 INTERNET RESOURCES
364 CASE STUDY: FRED BAILEY IN JAPAN: AN INNOCENT ABROAD 365 CHAPTER 10
DEVELOPING A GLOBAL MANAGEMENT CADRE 368 OPENING PROFILE: FOREIGN FROM
THE START 368 EXPATRIATE CAREER MANAGEMENT 369 PREPARATION, ADAPTATION,
AND REPATRIATION 370 THE ROLE OF THE EXPATRIATE SPOUSE 371 EXPATRIATE
RETENTION 371 THE ROLE OF REPATRIATION IN DEVELOPING A GLOBAL MANAGEMENT
CADRE 373 GLOBAL MANAGEMENT TEAMS 374 VIRTUAL TRANSNATIONAL TEAMS 375
MANAGING TRANSNATIONAL TEAMS 376 THE ROLE OF WOMEN IN INTERNATIONAL
MANAGEMENT 381 MANAGEMENT FOCUS: JAPAN S NEGLECTED RESOURCE * FEMALE
WORKERS 381 WORKING WITHIN LOCAL LABOR RELATIONS SYSTEMS 383 ORGANIZED
LABOR AROUND THE WORLD 384 MANAGEMENT FOCUS: CHINA DRAFTS LAW TO EMPOWER
UNIONS AND END LABOR ABUSE 386 CONVERGENCE VERSUS DIVERGENCE IN LABOR
SYSTEMS 387 THE NAFTA AND LABOR RELATIONS IN MEXICO 388 COMPARATIVE
MANAGEMENT IN FOCUS: LABOR RELATIONS IN GERMANY 390 CONCLUSION 392
SUMMARY OF KEY POINTS 392 DISCUSSION QUESTIONS 392 APPLICATION EXERCISE
392 EXPERIENTIAL EXERCISE 392 INTERNET RESOURCES 392 CASE STUDY: AVON IN
GLOBAL MARKETS IN 2007: MANAGING AND DEVELOPING A GLOBAL WORKFORCE 393
CHAPTER 11 MOTIVATING AND LEADING 398 OPENING PROFILE: FUJITSU USES PAY
CUTS AS A MOTIVATIONAL TOOL 398 MOTIVATING 399 CROSS-CULTURAL RESEARCH
ON MOTIVATION 399 THE MEANING OF WORK 400 THE NEEDS HIERARCHY IN THE
INTERNATIONAL CONTEXT 402 THE INTRINSIC-EXTRINSIC DICHOTOMY IN THE
INTERNATIONAL CONTEXT 405 COMPARATIVE MANAGEMENT IN FOCUS: MOTIVATION IN
MEXICO 406 REWARD SYSTEMS 410 LEADING 411 THE GLOBAL LEADER S ROLE AND
ENVIRONMENT 411 THE E-BUSINESS EFFECT ON LEADERSHIP 412 MANAGEMENT
FOCUS: LEADERSHIP IN A DIGITAL WORLD 413 CROSS-CULTURAL RESEARCH ON
LEADERSHIP 414 CONTINGENCY LEADERSHIP: THE CULTURE VARIABLE 414 THE
GLOBE PROJECT 414 COMPARATIVE MANAGEMENT IN FOCUS: LEADERSHIP IN THE EU
421 CONCLUSION 423 SUMMARY OF KEY POINTS 423 DISCUSSION QUESTIONS 423
APPLICATION EXERCISES 424 EXPERIENTIAL EXERCISES 424 INTERNET RESOURCES
424 CASE STUDY: SIR RICHARD BRANSON: GLOBAL LEADER IN 2007*PLANES,
TRAINS, RESORTS, AND SPACE TRAVEL 425 COMPREHENSIVE CASES 429 NEW: CASE
13 INFOSYS GLOBAL DELIVERY MODEL (INDIA) 429 NEW: CASE 14 A FIRST-TIME
EXPATRIATE S EXPERIENCE IN A JOINT VENTURE IN CHINA 438 NEW: CASE 15
ALLURE CRUISE LINE*CHALLENGES OF STRATEGIC GROWTH AND ORGANIZATIONAL
EFFECTIVENESS: PART 4 (GLOBAL) 448 INTEGRATIVE SECTION 453 INTEGRATIVE
TERM PROJECT 453 NEW: INTEGRATIVE CASE: WAL-MART: MANAGING GLOBALIZATION
IN 2007 454 GLOSSARY 465 ENDNOTES 470 NAME AND SUBJECT INDEX 486
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| adam_txt |
CONTENTS PREFACE XIV PARTI THE GLOBAL MANAGER'S ENVIRONMENT 1 CHAPTER 1
ASSESSING THE ENVIRONMENT: POLITICAL, ECONOMIC, LEGAL, TECHNOLOGICAL 1
OPENING PROFILE: INDIA BECOMING A CRUCIAL COG IN THE MACHINE AT I.B.M 1
THE GLOBAL BUSINESS ENVIRONMENT 4 GLOBALISM 4 MANAGEMENT FOCUS: SMALL
COMPANY, GLOBAL APPROACH 7 REGIONAL TRADING BLOCS 8 OTHER REGIONS IN THE
WORLD 10 COMPARATIVE MANAGEMENT IN FOCUS: OPENING ECONOMY REVITALIZES
INDIA 12 INFORMATION TECHNOLOGY 14 THE GLOBALIZATION OF HUMAN CAPITAL 14
THE GLOBAL MANAGER'S ROLE 15 THE POLITICAL AND ECONOMIC ENVIRONMENT 15
POLITICAL RISK 16 POLITICAL RISK ASSESSMENT 17 MANAGING POLITICAL RISK
18 MANAGING TERRORISM RISK 19 ECONOMIC RISK 20 THE LEGAL ENVIRONMENT 21
CONTRACT LAW 22 OTHER REGULATORY ISSUES 22 THE TECHNOLOGICAL ENVIRONMENT
23 GLOBAL E-BUSINESS 24 CONCLUSION 26 SUMMARY OF KEY POINTS 27
DISCUSSION QUESTIONS 27 APPLICATION EXERCISES 28 EXPERIENTIAL EXERCISE
28 INTERNET RESOURCES 28 CASE STUDY: UNDER PRESSURE, DUBAI COMPANY DROPS
PORT DEAL 29 CHAPTER 2 MANAGING INTERDEPENDENCE: SOCIAL RESPONSIBILITY
AND ETHICS 31 OPENING PROFILE: IN ENRON CASE, A VERDICT ON AN ERA 31 THE
SOCIAL RESPONSIBILITY OF MNCS 34 CSR: GLOBAL CONSENSUS OR REGIONAL
VARIATION? 35 MNC RESPONSIBILITY TOWARD HUMAN RIGHTS 36 CODES OF CONDUCT
37 COMPARATIVE MANAGEMENT IN FOCUS: DOING BUSINESS IN CHINA*THE HUMAN
RIGHTS CHALLENGE 38 ETHICS IN GLOBAL MANAGEMENT 39 BRIBERY 45 MAKING THE
RIGHT DECISION 47 MANAGEMENT FOCUS: CEO SPEAKS OUT: ETHICS
ABROAD*BUSINESS FUNDAMENTALS, VALUE JUDGMENTS 48 MANAGING
INTERDEPENDENCE 50 FOREIGN SUBSIDIARIES IN THE UNITED STATES 50 MANAGING
SUBSIDIARY-HOST-COUNTRY INTERDEPENDENCE 51 MANAGING ENVIRONMENTAL
INTERDEPENDENCE 53 CONCLUSION 55 SUMMARY OF KEY POINTS 55 ' DISCUSSION
QUESTIONS 56 APPLICATION EXERCISES 56 EXPERIENTIAL EXERCISE 56 INTERNET
RESOURCES 56 CASE STUDY: NIKE'S CSR CHALLENGE 57 COMPREHENSIVE CASES 59
NEW: CASE 1 COCA-COLA'S BUSINESS PRACTICES: FACING THE HEAT IN A FEW
COUNTRIES (GLOBAL) 59 NEW: CASE 2 GOOGLE IN CHINA: THE BIG DISCONNECT
(CHINA) 71 NEW: CASE 3 ALLURE CRUISE LINE*CHALLENGES OF STRATEGIC GROWTH
AND ORGANIZATIONAL EFFECTIVENESS: PART 1 (GLOBAL) 80 PART II THE
CULTURAL CONTEXT OF GLOBAL MANAGEMENT 87 CHAPTER 3 UNDERSTANDING THE
ROLE OF CULTURE 87 OPENING PROFILE: ADJUSTING BUSINESS TO SAUDI ARABIAN
CULTURE 87 CULTURE AND ITS EFFECTS ON ORGANIZATIONS 91 SOCIETAL CULTURE
91 ORGANIZATIONAL CULTURE 92 CULTURAL VARIABLES 95 SUBCULTURES 95
INFLUENCES ON NATIONAL CULTURE 95 MANAGEMENT FOCUS: CHINA ISSUES NEW
RESTRICTIONS AIMED AT PROTECTING ITS CULTURE 97 CULTURAL VALUE
DIMENSIONS 98 PROJECT GLOBE CULTURAL DIMENSIONS 98 CULTURAL CLUSTERS 100
HOFSTEDE'S VALUE DIMENSIONS 100 TROMPENAARS'S VALUE DIMENSIONS 103
CRITICAL OPERATIONAL VALUE DIFFERENCES 105 THE INTERNET AND CULTURE 107
CONTENTS DEVELOPING CULTURAL PROFILES 109 COMPARATIVE MANAGEMENT IN
FOCUS: PROFILES IN CULTURE* JAPAN, GERMANY, AND SOUTH KOREA 110 CULTURE
AND MANAGEMENT STYLES AROUND THE WORLD 116 SAUDI ARABIA 116 CHINESE
SMALL FAMILY BUSINESSES , 117 CONCLUSION 118 . SUMMARY OF KEY POINTS 119
DISCUSSION QUESTIONS 119 APPLICATION EXERCISES 119 EXPERIENTIAL
EXERCISES 120 INTERNET RESOURCES 120 CASE STUDY: MOTO: COMING TO AMERICA
FROM JAPAN 121 CHAPTER 4 COMMUNICATING ACROSS CULTURES 124 OPENING
PROFILE: ON KEEPING YOUR FOOT SAFELY OUT OF YOUR MOUTH 124 THE
COMMUNICATION PROCESS 127 CULTURAL NOISE IN THE COMMUNICATION PROCESS
128 THE CULTURE-COMMUNICATION LINK 129 TRUST IN COMMUNICATION 129 THE
GLOBE PROJECT 129 CULTURAL VARIABLES IN THE COMMUNICATION PROCESS 130
CONTEXT 135 MANAGEMENT FOCUS: ORIENTAL POKER FACE: EASTERN DECEPTION OR
WESTERN INSCRUTABILITY? 136 COMPARATIVE MANAGEMENT IN FOCUS:
COMMUNICATING WITH ARABS 137 COMMUNICATION CHANNELS 139 INFORMATION
TECHNOLOGY: GOING GLOBAL AND ACTING LOCAL 141 MANAGING CROSS-CULTURAL
COMMUNICATION 142 DEVELOPING CULTURAL SENSITIVITY 142 CAREFUL ENCODING
143 SELECTIVE TRANSMISSION 143 CAREFUL DECODING OF FEEDBACK 143
FOLLOW-UP ACTIONS 144 CONCLUSION 145 SUMMARY OF KEY POINTS 145
DISCUSSION QUESTIONS 146 APPLICATION EXERCISES 146 EXPERIENTIAL EXERCISE
146 CASE STUDY: ELIZABETH VISITS GPC'S FRENCH SUBSIDIARY 148 CHAPTER 5
CROSS-CULTURAL NEGOTIATION AND DECISION MAKING 150 OPENING PROFILE: ART
OF THE DEAL MEETS THE CHINA SYNDROME 150 NEGOTIATION 153 THE NEGOTIATION
PROCESS 154 STAGE ONE: PREPARATION 154 STAGE TWO: RELATIONSHIP BUILDING
156 STAGE THREE: EXCHANGING TASK-RELATED INFORMATION 156 STAGE FOUR:
PERSUASION 157 STAGE FIVE: CONCES- SIONS AND AGREEMENT 158 UNDERSTANDING
NEGOTIATION STYLES 158 SUCCESSFUL NEGOTIATORS AROUND THE WORLD 160
MANAGING NEGOTIATION 162 MANAGEMENT FOCUS: A MIDDLE EAST EQUITY GIANT
WITH A SMALL GLOBAL FOOTPRINT 163 USING THE WEB TO SUPPORT NEGOTIATIONS
166 MANAGING CONFLICT RESOLUTION 166 COMPARATIVE MANAGEMENT IN FOCUS:
NEGOTIATING WITH THE CHINESE 167 DECISION MAKING 171 THE INFLUENCE OF
CULTURE ON DECISION MAKING 172 APPROACHES TO DECISION MAKING 173
COMPARATIVE MANAGEMENT IN FOCUS: DECISION MAKING IN JAPANESE COMPANIES
174 CONCLUSION 176 SUMMARY OF KEY POINTS 176 DISCUSSION QUESTIONS 177
EXPERIENTIAL EXERCISES 177 INTERNET RESOURCES 178 CASE STUDY:
NEGOTIATIONS BETWEEN ALCATEL OF FRANCE AND LUCENT OF THE U.S. FINALLY
RESULT IN A DEAL IN 2006 179 COMPREHENSIVE CASES 181 NEW: CASE 4
NORA-SAKARI: A PROPOSED JV IN MALAYSIA (FINLAND AND MALAYSIA). 181 NEW:
CASE 5 ALLURE CRUISE LINE*CHALLENGES OF STRATEGIC GROWTH AND
ORGANIZATIONAL EFFECTIVENESS: PART 2 (GLOBAL) 191 CASE 6 GUANXI IN
JEOPARDY 196 PART III FORMULATING AND IMPLEMENTING STRATEGY FOR
INTERNATIONAL AND GLOBAL OPERATIONS 203 CHAPTER 6 FORMULATING STRATEGY
203 OPENING PROFILE: WAL-MART FINDS THAT ITS FORMULA DOESN'T FIT EVERY
CULTURE 203 REASONS FOR GOING INTERNATIONAL 209 REACTIVE REASONS 209
PROACTIVE REASONS 210 MANAGEMENT FOCUS: MEXICO'S CEMEX: A GLOBAL COMPANY
IN 2007. 211 STRATEGIC FORMULATION PROCESS 212 STEPS IN DEVELOPING
INTERNATIONAL AND GLOBAL STRATEGIES 213 MISSION AND OBJECTIVES 214
ENVIRONMENTAL ASSESSMENT 214 SOURCES OF ENVIRONMENTAL INFORMATION 217
INTERNAL ANALYSIS 217 COMPETITIVE ANALYSIS 217 STRATEGIC DECISION-MAKING
MODELS 219 GLOBAL AND INTERNATIONAL STRATEGIC ALTERNATIVES 219
APPROACHES TO WORLD MARKETS 219 GLOBAL INTEGRADVE STRATEGIES 222 USING
E-BUSINESS FOR GLOBAL EXPANSION 223 E-GLOBAL OR E-LOCAL 224 ENTRY
STRATEGY ALTERNATIVES 225 STRATEGIC CHOICE 230 COMPARATIVE MANAGEMENT IN
FOCUS: STRATEGIC PLANNING FOR THE EU MARKET 231 CONTENTS TIMING ENTRY
AND SCHEDULING EXPANSIONS 236 THE INFLUENCE OF CULTURE ON STRATEGIC
CHOICE 237 CONCLUSION 237 SUMMARY OF KEY POINTS 237 DISCUSSION QUESTIONS
238 APPLICATION EXERCISES 238 EXPERIENTIAL EXERCISE 238 INTERNET
RESOURCES 238 CASE STUDY: THERE'S DETROIT AND THERE'S TRNAVA: THE
STRATEGIC ATTRACTION OF EASTERN EUROPE 239 CHAPTER 7 GLOBAL ALLIANCES
AND STRATEGY IMPLEMENTATION 241 OPENING PROFILE: SPANISH COMPANIES FLEX
THEIR ACQUISITION MUSCLES 241 STRATEGIC ALLIANCES 243 JOINTVENTURES 243
EQUITY STRATEGIC ALLIANCES 244 NON-EQUITY STRATEGIC ALLIANCES 244 GLOBAL
STRATEGIC ALLIANCES 244 GLOBAL AND CROSS-BORDER ALLIANCES: MOTIVATIONS
AND BENEFITS 244 CHALLENGES IN IMPLEMENTING GLOBAL ALLIANCES 246
GUIDELINES FOR SUCCESSFUL ALLIANCES 247 COMPARATIVE MANAGEMENT IN FOCUS:
JOINT VENTURES IN THE RUSSIAN FEDERATION 248 STRATEGIC IMPLEMENTATION
250 IMPLEMENTING A GLOBAL SOURCING STRATEGY 251 MANAGING PERFORMANCE IN
INTERNATIONAL JOINT VENTURES 252 KNOWLEDGE MANAGEMENT IN IJVS 253
GOVERNMENT INFLUENCES ON STRATEGIC IMPLEMENTATION 254 CULTURAL
INFLUENCES ON STRATEGIC IMPLEMENTATION 255 MANAGEMENT FOCUS: MITTAL'S
MARRIAGE TO ARCELOR BREAKS THE MARWARI RULES 257 E-COMMERCE IMPACT ON
STRATEGY IMPLEMENTATION 258 CONCLUSION 259 SUMMARY OF KEY POINTS 259
DISCUSSION QUESTIONS 259 APPLICATION EXERCISES 260 EXPERIENTIAL EXERCISE
260 INTERNET RESOURCES 261 QUESTIONS 261 CASE STUDY: LENOVO'S GLOBAL
EXPANSION 262 CHAPTER 8 ORGANIZATION STRUCTURE AND CONTROL SYSTEMS 264
OPENING PROFILE: CHANGING ORGANIZATIONAL STRUCTURES OF EMERGING MARKET
COMPANIES 264 ORGANIZATIONAL STRUCTURE 265 EVOLUTION AND CHANGE IN MNC
ORGANIZATIONAL STRUCTURES 266 INTEGRATED GLOBAL STRUCTURES 267
ORGANIZING FOR GLOBALIZATION 270 ORGANIZING TO "BE GLOBAL, ACT LOCAL"
270 COMPARATIVE MANAGEMENT IN FOCUS: THE OVERSEAS CHINESE GLOBAL NETWORK
271 MANAGEMENT FOCUS: PROCTER & GAMBLE'S THINK GLOBALLY-ACT LOCALLY
STRUCTURE. 273 EMERGENT STRUCTURAL FORMS 275 INTERORGANIZATIONAL
NETWORKS 276 THE GLOBAL E-CORPORATION NETWORK STRUCTURE 275 THE
TRANSNATIONAL CORPORATION (TNC) NETWORK STRUCTURE 276 CHOICE OF
ORGANIZATIONAL FORM 278 ORGANIZATIONAL CHANGE AND DESIGN VARIABLES 279
CONTROL SYSTEMS FOR GLOBAL OPERATIONS 281 MONITORING SYSTEMS 281 DIRECT
COORDINATING MECHANISMS 282 INDIRECT COORDINATING MECHANISMS 283
MANAGING EFFECTIVE MONITORING SYSTEMS 283 THE APPROPRIATENESS OF
MONITORING AND REPORTING SYSTEMS 283 THE ROLE OF INFORMATION SYSTEMS 284
EVALUATION VARIABLES ACROSS COUNTRIES 285 CONCLUSION 285 SUMMARY OF KEY
POINTS 285 DISCUSSION QUESTIONS 286 APPLICATION EXERCISES 286
EXPERIENTIAL EXERCISE 286 INTERNET RESOURCES 286 CASE STUDY: ASEA BROWN
BOVERI (ABB), SWEDEN, 2007: WHAT WENT WRONG? 287 COMPREHENSIVE CASES 291
NEW: CASE 7 DELL'S PROBLEMS IN CHINA 291 NEW: CASE 8
STARBUCKS'INTERNATIONAL OPERATIONS-2006 (GLOBAL) 302 NEW: CASE 9 NOTE ON
THE GLOBAL AUTO INDUSTRY IN 2007 310 NEW: CASE 10 RENAULT-NISSAN: THE
PARADOXICAL ALLIANCE (FRANCE/JAPAN) 311 NEW: CASE 11 DAIMLERCHRYSLER AG:
A DECADE OF GLOBAL STRATEGIC CHALLENGES LEADS TO DIVORCE IN 2007
(GERMANY/US) 323 NEW: CASE 12 ALLURE CRUISE LINE*CHALLENGES OF STRATEGIC
GROWTH AND ORGANIZATIONAL EFFECTIVENESS: PART 3 (GLOBAL) 337 PART IV
GLOBAL HUMAN RESOURCES MANAGEMENT 339 CHAPTER 9 STAFFING, TRAINING, AND
COMPENSATION FOR GLOBAL OPERATIONS 339 OPENING PROFILE: TRAINING: THE
"TOYOTA WAY" IS TRANSLATED FOR A NEW GENERATION OF FOREIGN MANAGERS 339
STAFFING FOR GLOBAL OPERATIONS 343 MANAGING EXPATRIATES 347 EXPATRIATE
SELECTION 347 EXPATRIATE PERFORMANCE MANAGEMENT 348 EXPATRIATE TRAINING
AND DEVELOPMENT 350 CROSS-CULTURAL TRAINING 351 TRAINING TECHNIQUES 353
MANAGEMENT FOCUS: CITIBANK GIVES ADVICE ON CAREER PLANNING 354
COMPENSATING EXPATRIATES 356 TRAINING AND COMPENSATING HOST-COUNTRY
NATIONALS 358 TRAINING HCNS 358 CXII 1 :* CONTENTS \F MANAGEMENT FOCUS:
SUCCESS! STARBUCKS' JAVA STYLE HELPS RECRUIT, TRAIN, AND RETAIN LOCAL
MANAGERS IN BEIJING 359 COMPENSATING HCNS 360 COMPARATIVE MANAGEMENT IN
FOCUS: IHRM PRACTICES IN AUSTRALIA, CANADA, CHINA, INDONESIA, JAPAN,
LATIN AMERICA, MEXICO, SOUTH KOREA, TAIWAN, AND THE UNITED STATES 361
CONCLUSION 363 SUMMARY OF KEY POINTS 364 DISCUSSION QUESTIONS 364
APPLICATION EXERCISES 364 EXPERIENTIAL EXERCISE 364 INTERNET RESOURCES
364 CASE STUDY: FRED BAILEY IN JAPAN: AN INNOCENT ABROAD 365 CHAPTER 10
DEVELOPING A GLOBAL MANAGEMENT CADRE 368 OPENING PROFILE: FOREIGN FROM
THE START 368 EXPATRIATE CAREER MANAGEMENT 369 PREPARATION, ADAPTATION,
AND REPATRIATION 370 THE ROLE OF THE EXPATRIATE SPOUSE 371 EXPATRIATE
RETENTION 371 THE ROLE OF REPATRIATION IN DEVELOPING A GLOBAL MANAGEMENT
CADRE 373 GLOBAL MANAGEMENT TEAMS 374 "VIRTUAL" TRANSNATIONAL TEAMS 375
MANAGING TRANSNATIONAL TEAMS 376 THE ROLE OF WOMEN IN INTERNATIONAL
MANAGEMENT 381 MANAGEMENT FOCUS: JAPAN'S NEGLECTED RESOURCE * FEMALE
WORKERS 381 WORKING WITHIN LOCAL LABOR RELATIONS SYSTEMS 383 ORGANIZED
LABOR AROUND THE WORLD 384 MANAGEMENT FOCUS: CHINA DRAFTS LAW TO EMPOWER
UNIONS AND END LABOR ABUSE 386 CONVERGENCE VERSUS DIVERGENCE IN LABOR
SYSTEMS 387 THE NAFTA AND LABOR RELATIONS IN MEXICO 388 COMPARATIVE
MANAGEMENT IN FOCUS: LABOR RELATIONS IN GERMANY 390 CONCLUSION 392
SUMMARY OF KEY POINTS 392 DISCUSSION QUESTIONS 392 APPLICATION EXERCISE
392 EXPERIENTIAL EXERCISE 392 INTERNET RESOURCES 392 CASE STUDY: AVON IN
GLOBAL MARKETS IN 2007: MANAGING AND DEVELOPING A GLOBAL WORKFORCE 393
CHAPTER 11 MOTIVATING AND LEADING 398 OPENING PROFILE: FUJITSU USES PAY
CUTS AS A MOTIVATIONAL TOOL 398 MOTIVATING 399 CROSS-CULTURAL RESEARCH
ON MOTIVATION 399 THE MEANING OF WORK 400 THE NEEDS HIERARCHY IN THE
INTERNATIONAL CONTEXT 402 THE INTRINSIC-EXTRINSIC DICHOTOMY IN THE
INTERNATIONAL CONTEXT 405 COMPARATIVE MANAGEMENT IN FOCUS: MOTIVATION IN
MEXICO 406 REWARD SYSTEMS 410 LEADING 411 THE GLOBAL LEADER'S ROLE AND
ENVIRONMENT 411 THE E-BUSINESS EFFECT ON LEADERSHIP 412 MANAGEMENT
FOCUS: LEADERSHIP IN A DIGITAL WORLD 413 CROSS-CULTURAL RESEARCH ON
LEADERSHIP 414 CONTINGENCY LEADERSHIP: THE CULTURE VARIABLE 414 THE
GLOBE PROJECT 414 COMPARATIVE MANAGEMENT IN FOCUS: LEADERSHIP IN THE EU
421 CONCLUSION 423 SUMMARY OF KEY POINTS 423 DISCUSSION QUESTIONS 423
APPLICATION EXERCISES 424 EXPERIENTIAL EXERCISES 424 INTERNET RESOURCES
424 CASE STUDY: SIR RICHARD BRANSON: GLOBAL LEADER IN 2007*PLANES,
TRAINS, RESORTS, AND SPACE TRAVEL 425 COMPREHENSIVE CASES 429 NEW: CASE
13 INFOSYS'GLOBAL DELIVERY MODEL (INDIA) 429 NEW: CASE 14 A FIRST-TIME
EXPATRIATE'S EXPERIENCE IN A JOINT VENTURE IN CHINA 438 NEW: CASE 15
ALLURE CRUISE LINE*CHALLENGES OF STRATEGIC GROWTH AND ORGANIZATIONAL
EFFECTIVENESS: PART 4 (GLOBAL) 448 INTEGRATIVE SECTION 453 INTEGRATIVE
TERM PROJECT 453 NEW: INTEGRATIVE CASE: WAL-MART: MANAGING GLOBALIZATION
IN 2007 454 GLOSSARY 465 ENDNOTES 470 NAME AND SUBJECT INDEX 486 |
| any_adam_object | 1 |
| any_adam_object_boolean | 1 |
| author | Deresky, Helen |
| author_GND | (DE-588)135715989 |
| author_facet | Deresky, Helen |
| author_role | aut |
| author_sort | Deresky, Helen |
| author_variant | h d hd |
| building | Verbundindex |
| bvnumber | BV023089243 |
| callnumber-first | H - Social Science |
| callnumber-label | HD62 |
| callnumber-raw | HD62.4 |
| callnumber-search | HD62.4 |
| callnumber-sort | HD 262.4 |
| callnumber-subject | HD - Industries, Land Use, Labor |
| classification_rvk | CW 4600 QP 305 |
| ctrlnum | (OCoLC)259713316 (DE-599)BVBBV023089243 |
| dewey-full | 658.049 |
| dewey-hundreds | 600 - Technology (Applied sciences) |
| dewey-ones | 658 - General management |
| dewey-raw | 658.049 |
| dewey-search | 658.049 |
| dewey-sort | 3658.049 |
| dewey-tens | 650 - Management and auxiliary services |
| discipline | Psychologie Wirtschaftswissenschaften |
| discipline_str_mv | Psychologie Wirtschaftswissenschaften |
| edition | 6. ed., international ed. |
| format | Book |
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| illustrated | Illustrated |
| index_date | 2024-07-02T19:40:21Z |
| indexdate | 2024-07-09T21:10:45Z |
| institution | BVB |
| isbn | 9780136060192 0136060196 9780136143260 0136143261 |
| language | English |
| oai_aleph_id | oai:aleph.bib-bvb.de:BVB01-016292135 |
| oclc_num | 259713316 |
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| physical | XVI, 492 S. Ill., graph. Darst., Kt. |
| publishDate | 2008 |
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| publisher | Pearson Education |
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| spelling | Deresky, Helen Verfasser (DE-588)135715989 aut International management managing across borders and cultures ; text and cases Helen Deresky 6. ed., international ed. Upper Saddle River, NJ Pearson Education 2008 XVI, 492 S. Ill., graph. Darst., Kt. txt rdacontent n rdamedia nc rdacarrier Multinationales Unternehmen Industrial management International business enterprises Management International business enterprises Management Case studies Management Cross-cultural studies Internationales Management (DE-588)4114040-0 gnd rswk-swf Multinationales Unternehmen (DE-588)4075092-9 gnd rswk-swf Interkulturelles Management (DE-588)4343519-1 gnd rswk-swf Management (DE-588)4037278-9 gnd rswk-swf (DE-588)4522595-3 Fallstudiensammlung gnd-content Internationales Management (DE-588)4114040-0 s Interkulturelles Management (DE-588)4343519-1 s 1\p DE-604 Multinationales Unternehmen (DE-588)4075092-9 s Management (DE-588)4037278-9 s 2\p DE-604 SWBplus Fremddatenuebernahme application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016292135&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis 1\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk 2\p cgwrk 20201028 DE-101 https://d-nb.info/provenance/plan#cgwrk |
| spellingShingle | Deresky, Helen International management managing across borders and cultures ; text and cases Multinationales Unternehmen Industrial management International business enterprises Management International business enterprises Management Case studies Management Cross-cultural studies Internationales Management (DE-588)4114040-0 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Interkulturelles Management (DE-588)4343519-1 gnd Management (DE-588)4037278-9 gnd |
| subject_GND | (DE-588)4114040-0 (DE-588)4075092-9 (DE-588)4343519-1 (DE-588)4037278-9 (DE-588)4522595-3 |
| title | International management managing across borders and cultures ; text and cases |
| title_auth | International management managing across borders and cultures ; text and cases |
| title_exact_search | International management managing across borders and cultures ; text and cases |
| title_exact_search_txtP | International management managing across borders and cultures ; text and cases |
| title_full | International management managing across borders and cultures ; text and cases Helen Deresky |
| title_fullStr | International management managing across borders and cultures ; text and cases Helen Deresky |
| title_full_unstemmed | International management managing across borders and cultures ; text and cases Helen Deresky |
| title_short | International management |
| title_sort | international management managing across borders and cultures text and cases |
| title_sub | managing across borders and cultures ; text and cases |
| topic | Multinationales Unternehmen Industrial management International business enterprises Management International business enterprises Management Case studies Management Cross-cultural studies Internationales Management (DE-588)4114040-0 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd Interkulturelles Management (DE-588)4343519-1 gnd Management (DE-588)4037278-9 gnd |
| topic_facet | Multinationales Unternehmen Industrial management International business enterprises Management International business enterprises Management Case studies Management Cross-cultural studies Internationales Management Interkulturelles Management Management Fallstudiensammlung |
| url | http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=016292135&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA |
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