International management: culture and beyond
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Chichester
Wiley
2009
|
| Ausgabe: | 4. ed. |
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | Hier auch später erschienene, unveränderte Nachdrucke |
| Beschreibung: | XIV, 469 S. graph. Darst. |
| ISBN: | 9781405173995 |
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| 650 | 7 | |a Interculturele communicatie |2 gtt | |
| 650 | 7 | |a Internationale ondernemingen |2 gtt | |
| 650 | 7 | |a Management |2 gtt | |
| 650 | 4 | |a Gesellschaft | |
| 650 | 4 | |a Interkulturelle Kommunikation | |
| 650 | 4 | |a Multinationales Unternehmen | |
| 650 | 4 | |a Corporate culture | |
| 650 | 4 | |a Intercultural communication | |
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Datensatz im Suchindex
| _version_ | 1804139108227874816 |
|---|---|
| adam_text | FOURTH EDITION INTERNATIONAL MANAGEMENT CULTURE AND BEYOND RICHARD MEAD
AND TIM G ANDREWS WILEY A JOHN WILEY AND SONS, LTD., PUBLICATION
CONTENTS PREFACE ACKNOWLEDGMENTS XN XV PART ONE INTRODUCTION CHAPTER 1
INTERNATIONAL MANAGEMENT AND CULTURE 1.1 INTRODUCTION 1.2 FACTORS THAT
INFLUENCE DECISION-MAKING 1.3 USING CULTURE 1.4 CROSS-CULTURAL AND
INTERNATIONAL MANAGEMENT 1.5 IMPLICATIONS FOR THE MANAGER 1.6 SUMMARY
1.7 EXERCISE CASE FOR PART ONE CHAPTER 1 CASE: SLICING THE MEAT 3 3 4 6
16 17 18 18 20 20 PART TWO CROSS-CULTURAL MANAGEMENT CHAPTER 2 ANALYZING
CULTURES:,MAKING COMPARISONS 2.1 INTRODUCTION 2.2 COMPARATIVE ANALYSIS
2.3 KLUCKHOHN AND STRODTBECK (1961) 2.4 HALL (1976) 2.5 HOFSTEDE S MODEL
2.6 APPLYING HOFSTEDE S MODEL 2.7 IMPLICATIONS FOR THE MANAGER 2.8
SUMMARY 2.9 EXERCISE 23 27 27 28 29 30 35 43 45 46 46 VI CONTENTS
CHAPTER 3 ANALYZING CULTURES: AFTER HOFSTEDE 48 3.1 INTRODUCTION 48 3.2
COMPARATIVE ANALYSIS SINCE HOFSTEDE 49 3.3 NEW APPROACHES 59 3.4 *
IMPLICATIONS FOR THE MANAGER 61 3.5 SUMMARY 61 3.6 EXERCISE 62 CHAPTER 4
MOVEMENT IN THE CULTURE 63 4.1 INTRODUCTION 63 4.2 RECOGNIZING
SIGNIFICANT MOVEMENT IN THE CULTURE 64 4.3 ECONOMIC CHANGE AND CULTURAL
MOVEMENT IN JAPAN 67 4.4 OTHER FACTORS CAUSING MOVEMENT 71 4.5
IMPLICATIONS FOR THE MANAGER 77 4.6 SUMMARY 77 4.7 EXERCISE 78 CHAPTER 5
ORGANIZATIONAL CULTURE 79 5.1 INTRODUCTION 79 5.2 DEFINING AND ANALYZING
ORGANIZATIONAL CULTURES 80 5.3 ORGANIZATIONAL CULTURE AND NATIONAL
CULTURE 85 5.4 MITIGATING THE EFFECTS OF THE ENVIRONMENT 88 5.5
IMPLICATIONS FOR THE MANAGER 92 5.6 SUMMARY 93 5.7 EXERCISE 93 CHAPTER 6
CULTURE AND COMMUNICATION 94 6.1 INTRODUCTION 94 6.2 APPROPRIATE
COMMUNICATION ACROSS CULTURES 95 6.3 ONE- AND TWO-WAY COMMUNICATION
STYLES 101 6.4 NON-VERBAL COMMUNICATION 106 6.5 IMPLICATIONS FOR THE
MANAGER 107 6.6 SUMMARY 108 6.7 EXERCISE 108 CHAPTER 7 MOTIVATION 111
7.1 INTRODUCTION 111 7.2 NEEDS 112 7.3 INTRINSIC AND EXTRINSIC NEEDS 114
7.4 HOW CONTEXT INFLUENCES NEEDS 116 7.5 DESIGNING INCENTIVES 118 7.6
WORK AS A MOTIVATOR 123 7.7 IMPLICATIONS FOR THE MANAGER 125 CONTENTS
7.8 7.9 SUMMARY EXERCISE CHAPTER 8 DISPUTE RESOLUTION 8.1 8.2 8.3 8.4
8.5 8.6 8.7 8.8 INTRODUCTION REASONS FOR DISPUTE CULTURE AND DISPUTE THE
MANAGER RESOLVES A DISPUTE NEGOTIATION IMPLICATIONS FOR THE MANAGER
SUMMARY EXERCISE CHAPTER 9 FORMAL STRUCTURES 9.1 INTRODUCTION 9.2
DEFINING STRUCTURE 9.3 BUREAUCRACY 9.4 CULTURE AND BUREAUCRACY 9.5
IMPLICATIONS FOR THE MANAGER 9.6 SUMMARY 9.7 EXERCISE CHAPTER 10
INFORMAL SYSTEMS 10.1 INTRODUCTION 10.2 INFORMAL RELATIONSHIPS 10.3
MODELING PATRONAGE 10.4 PATRONAGE, CULTURE AND SOCIETY 10.5 SOME
VARIANTS: GUANXI AND WASTA 10.6 MANAGIN G INFORMAL SYSTEMS 10.7
IMPLICATIONS FOR THE MANAGER 10.8 SUMMARY 10.9 EXERCISE CHAPTER 11 THE
CULTURE AND POLITICS OF PLANNING CHANGE 11.1 INTRODUCTION 11.2 THE
MEANING OF PLANNING 11.3 THE CLASSIC PLANNING MODEL 1 1.4 HOW NATIONAL
CULTURE INFLUENCES PLANNING 11.5 HOW ORGANIZATIONAL CULTURE INFLUENCES
PLANNING 11.6 THE POLITICS OF PLANNING 1 1.7 IMPLICATIONS FOR THE
MANAGER 11.8 SUMMARY 11.9 EXERCISE 126 126 128 128 129 130 134 136 142
143 143 146 146 147 150 155 159 160 161 163 163 164 165 168 172 174 177
177 178 180 180 181 182 184 187 189 192 193 193 VIII CONTENTS CHAPTER 12
WHEN DOES CULTURE MATTER? THE CASE OF SMALL/MEDIUM SIZED ENTERPRIZES 195
12.1 INTRODUCTION 195 12.2 THE START-UP IN THE UNITED KINGDOM AND UNITED
STATES 196 12.3 THE START-UP IN TAIWAN 199 12.4 THE ANGLO FAMILY COMPANY
201 12.5 THE CHINESE FAMILY COMPANY 203 12.6 THE MIDDLE EASTERN FAMILY
COMPANY 207 12.7 ASSESSING THE INFLUENCE OF NATIONAL CULTURE 209 12.8
IMPLICATIONS FOR THE MANAGERS 209 12.9 SUMMARY 210 12.10 EXERCISE 211
CASES FOR PART TWO 212 CHAPTER 2 CASE: RELATIONS BETWEEN MANAGER AND
EMPLOYEES 212 CHAPTER 3 CASE: THE VENEZUELAN MANAGER 213 CHAPTER 4 CASE:
YOUTH OR AGE, OR YOUTH AND AGE? 214 CHAPTER 5 CASE: THE VIETNAMESE BANK
215 CHAPTER 6 CASE: BAD COMMUNICATION 216 CHAPTER 7 CASE: MOTIVATING
WHO? 217 CHAPTER 8 CASE: THE NIGERIAN FAMILY FIRM 218 CHAPTER 9 CASE: NO
JOB DESCRIPTION 219 CHAPTER 10 CASE: PATRONAGE IN EUROPE 220 CHAPTER 11
CASE: IMPROVING QUALITY CONTROL 221 CHAPTER 12 CASE: EXPLAINING
DECISIONS MADE BY SMALL BUSINESS OWNERS 223 PART THREE INTERNATIONAL
MANAGEMENT 225 CHAPTER 13 GLOBALIZATION AND LOCALIZATION 229 13.1
INTRODUCTION 229 13.2 DEFINING GLOBALIZATION 230 13.3 TH E SOCIAL
EFFECTS OF GLOBALIZATION 237 13.4 THE ROOTS OF HIGH GLOBALIZATION 240
13.5 IMPLICATIONS FOR THE MANAGER 243 13.6 SUMMARY 243 13.7 EXERCISE 244
CHAPTER 14 PLANNING STRATEGY 245 14.1 INTRODUCTION 245 14.2 THE FORMAL
STRATEGIC PLAN 246 14.3 STAGES OF PLANNING 247 14.4 STRATEGIC PLANNING
BASED ON RESOURCES 250 CONTENTS 14.5 BALANCING RESOURCES AND POSITION
252 14.6 THE INFLUENCE OF ENVIRONMENTAL FACTORS 253 14.7 GROWTH
STRATEGIES 255 14.8 EMERGENT STRATEGY 256 14.9 SCENARIO PLANNING 257
14.10 IMPLICATIONS FOR THE MANAGER 259 14.11 SUMMARY 259 14.12 EXERCISE
260 CHAPTER 15 IMPLEMENTING STRATEGY AND APPLYING KNOWLEDGE 261 15.1
INTRODUCTION 261 15.2 IDENTIFYING AND APPLYING KNOWLEDGE 262 15.3
ORGANIZATIONAL CAPABILITIES AND COMPETITIVE ADVANTAGE 264 15.4
IMPLEMENTATION AND COMMUNICATION 266 15.5 INTERNATIONAL MERGERS AND
ACQUISITIONS 271 15.6 TRANSFERRING THE IMPLEMENTATION SYSTEM 273 15.7
IMPLICATIONS FOR THE MANAGER 275 15.8 SUMMARY 276 15.9 EXERCISE 276
CHAPTER 16 E-COMMUNICATION 278 16.1 INTRODUCTION 278 16.2 CONTROLLING BY
E-COMMUNICATION 279 16.3 CROSS-NATIONAL IMPLEMENTATION 282 16.4 EMAIL
UTILIZATION: EXPLORING CULTURE S CONSEQUENCES 284 16.5 IMPLICATIONS FOR
THE MANAGER 287 16.6 SUMMARY 288 16.7 EXERCISE , 289 CHAPTER 17 FORMING
AN INTERNATIONAL JOINT VENTURE 290 17.1 INTRODUCTION 290 17.2 WHY INVEST
IN AN IJV? 291 17.3 PREPARING FOR SUCCESS: THE FOUR COMPATIBILITIES 295
17.4 TRUST AND MISTRUST 297 17.5 SHARING CONTROL - 301 17.6 IMPLICATIONS
FOR THE MANAGER 304 17.7 SUMMARY 305 17.8 EXERCISE 306 CHAPTER 18 RISK
AND CONTROL: HEADQUARTERS AND SUBSIDIARY 307 18.1 INTRODUCTION 307 18.2
RIS K FOR THE SUBSIDIARY 308 18.3 CONTROL 312 18.4 IMPLICATIONS FOR THE
MANAGER 320 18.5 18.6 SUMMARY EXERCISE CHAPTER 19 MANAGING HUMAN
RESOURCES 19.1: 19.2 19.3 19.4 19.5 19.6 19.7 19.8 19.9 INTRODUCTION
APPLYING CONCEPTS OF HRM THE GENERAL FUNCTIONS OF HRM HRM ACTIVITIES IN
CONTEXT RECRUITMENT PERFORMANCE APPRAISAL TRAINING RETENTION
IMPLICATIONS FOR THE MANAGER CONTENTS 320 321 323 323 324 326 328 330
332 334 336 338 19.10 SUMMARY 339 19.11 EXERCISE 339 CHAPTER 20
CONTROLLING BY STAFFING 341 20.1 INTRODUCTION 341 20.2 STAFFING TO
CONTROL THE IJV 342 20.3 NATIONAL CULTURE AND CONTROL 346 20.4 LOCAL OR
EXPATRIATE TOP MANAGEMENT? 349 20.5 IMPLICATIONS FOR THE MANAGER 354
20.6 SUMMARY 355 20.7 EXERCIS E 355 CHAPTER 21 MANAGING EXPATRIATE
ASSIGNMENTS 358 21.1 INTRODUCTION 358 21.2 WHAT EXPATRIATES DO 358 21.3
EXPATRIATE SUCCESS AND FAILURE 360 21.4 EXPATRIATE SELECTION 363 21.5
EXPATRIATE TRAINING 365 21.6 EXPATRIATE SUPPORT 369 21.7 IMPLICATIONS
FOR THE MANAGER 373 21.8 SUMMARY 374 21.9 EXERCISE 374 CHAPTER 22 THE
EXPATRIATE BRAND MANAGER 376 22.1 INTRODUCTION 376 22.2 THE EMERGENCE OF
GLOBAL BRANDS 377 22.3 ROLE OF THE EXPATRIATE BRAND MANAGER 380 22.4
BRAND COMMUNICATION: MANAGING THE MIX 382 22.5 IMPLICATIONS FOR THE
MANAGER 388 22.6 SUMMARY 389 22.7 EXERCISE 390 CONTENTS XI CASES FOR
PART THREE 392 CHAPTER 13 CASE: THE CALL CENTER REVOLUTION 392 CHAPTER
14 CASE: BABY FOOD 393 CHAPTER 15 CASE: NEW KNOWLEDGE 394 CHAPTER 16
CASE: BETAFIELD 395 CHAPTER 17 CASE: THE INDIAN JOINT VENTURE 396
CHAPTER 18 CASE: GLOBAL PAPER (1) 397 CHAPTER 19 CASE: THE FOREIGN
EMPLOYEE 399 CHAPTER 20 CASE: GLOBAL PAPER (2) 400 CHAPTER 21 CASE:
APPOINTING A HEADQUARTERS MANAGER TO THE SWISS SUBSIDIARY 401 CHAPTER 22
CASE: TELDASWIFT 403 PART FOUR CONCLUSIONS 405 CHAPTER 23 THE CULTURE OF
THE SUBSIDIARY: CONVERGENCE AND DIVERGENCE 407 23.1 INTRODUCTION 407
23.2 CORPORATE COHESION AND CULTURAL SHIFT 408 23.3 CONVERGENCE AND
DIVERGENCE 410 23.4 THE DUAL-PRESSURE PERSPECTIVE 412 23.5
CROSS-VERGENCE 416 23.6 IMPLICATIONS FOR THE MANAGER 417 23.7 SUMMARY
418 23.8 EXERCISE 419 CHAPTER 24 ETHICS AND CORPORATE RESPONSIBILITY 420
24.1 INTRODUCTION 420 24.2 ETHICS 421 24.3 ETHICS ACROSS CULTURE AND
TIME 424 24.4 ETHICS IN BRANDING 427 24.5 CORPORATE SOCIAL
RESPONSIBILITY 429 24.6 IMPLICATIONS FOR THE MANAGER 431 24.7 SUMMARY
432 24.8 EXERCISE 432 CASES FOR PART FOUR 434 CHAPTER 23 CASE: CAS 434
CHAPTER 24 CASE: A DONATION TO THE PRESIDENT S CAMPAIGN FUND 436
APPENDIX: PLANNING A DISSERTATION 438 BIBLIOGRAPHY 443 INDEX 453
|
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| author | Mead, Richard 1943- Andrews, Tim G. 1968- |
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| id | DE-604.BV035492972 |
| illustrated | Illustrated |
| indexdate | 2024-07-09T21:38:50Z |
| institution | BVB |
| isbn | 9781405173995 |
| language | English |
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| spelling | Mead, Richard 1943- Verfasser (DE-588)130055824 aut International management culture and beyond Richard Mead and Tim G. Andrews 4. ed. Chichester Wiley 2009 XIV, 469 S. graph. Darst. txt rdacontent n rdamedia nc rdacarrier Hier auch später erschienene, unveränderte Nachdrucke Interculturele communicatie gtt Internationale ondernemingen gtt Management gtt Gesellschaft Interkulturelle Kommunikation Multinationales Unternehmen Corporate culture Intercultural communication International business enterprises Management Social aspects 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 Multinationales Unternehmen (DE-588)4075092-9 s Management (DE-588)4037278-9 s Kulturkontakt (DE-588)4033569-0 s DE-604 Andrews, Tim G. 1968- Verfasser (DE-588)130360961 aut GBV Datenaustausch application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=017549333&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
| spellingShingle | Mead, Richard 1943- Andrews, Tim G. 1968- International management culture and beyond Interculturele communicatie gtt Internationale ondernemingen gtt Management gtt Gesellschaft Interkulturelle Kommunikation Multinationales Unternehmen Corporate culture Intercultural communication International business enterprises Management Social aspects Management (DE-588)4037278-9 gnd Kulturkontakt (DE-588)4033569-0 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd |
| subject_GND | (DE-588)4037278-9 (DE-588)4033569-0 (DE-588)4075092-9 |
| title | International management culture and beyond |
| title_auth | International management culture and beyond |
| title_exact_search | International management culture and beyond |
| title_full | International management culture and beyond Richard Mead and Tim G. Andrews |
| title_fullStr | International management culture and beyond Richard Mead and Tim G. Andrews |
| title_full_unstemmed | International management culture and beyond Richard Mead and Tim G. Andrews |
| title_short | International management |
| title_sort | international management culture and beyond |
| title_sub | culture and beyond |
| topic | Interculturele communicatie gtt Internationale ondernemingen gtt Management gtt Gesellschaft Interkulturelle Kommunikation Multinationales Unternehmen Corporate culture Intercultural communication International business enterprises Management Social aspects Management (DE-588)4037278-9 gnd Kulturkontakt (DE-588)4033569-0 gnd Multinationales Unternehmen (DE-588)4075092-9 gnd |
| topic_facet | Interculturele communicatie Internationale ondernemingen Management Gesellschaft Interkulturelle Kommunikation Multinationales Unternehmen Corporate culture Intercultural communication International business enterprises Management Social aspects Kulturkontakt |
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