Verfügbarkeit: International management

International management: culture, strategy, and behavior

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Bibliographische Detailangaben
1. Verfasser:	Luthans, Fred (VerfasserIn)
Format:	Buch
Sprache:	English
Veröffentlicht:	Boston [u.a.] McGraw-Hill Irwin 2009
Ausgabe:	7. ed., internat. student ed.
Schlagworte:	Multinationales Unternehmen International business enterprises > Management International business enterprises > Management > Case studies Internationales Management Fallstudiensammlung
Online-Zugang:	Inhaltsverzeichnis
Beschreibung:	Rev. ed. of: International management / Richard M. Hodgetts, Fred Luthans, Jonathan Doh. 6th ed. 2006.
Beschreibung:	XXVII, 619 S. graph. Darst.
ISBN:	9780071282406

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Datensatz im Suchindex

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adam_text	Brief Contents Part One _____ Environmental Foundation 1 Globalization and International Linkages 2 2 The Political, Legal, and Technological Environment 36 3 Ethics and Social Responsibility 58 Colgate s Distasteful Toothpaste 78 Advertising or Free Speech? The Case of Nike and Human Rights 81 Pharmaceutical Companies, Intellectual Property, and the Global AIDS Epidemic 84 Part Two _____ The Role of Culture 4 The Meanings and Dimensions of Culture 94 5 Managing Across Cultures 126 6 Organizational Cultures and Diversity 154 7 Cross-Cultural Communication and Negotiation 184 Cross-Cultural Conflicts in the Corning-Vitro Joint Venture 222 Coca-Cola ¡n India 224 Euro Disneyland 229 Beyond Tokyo: Disney s Expansion in Asia 239 Wal-Mart s Japan Strategy 241 Part Three ____ International Strategic Management 8 Strategy Formulation and Implementation 250 9 Entry Strategies and Organizational Structures 280 10 Managing Political Risk, Government Relations, and Alliances 312 11 Management Decision and Control 336 Microsoft Opens the Gates: Patent, Piracy, and Political Challenges in China 368 The Last Rajah: Ratan Tata and Tata s Global Expansion 372 The HP-Compaq Merger and Its Global Implications 377 Can the Budget Airline Model Succeed in Asia? The Story of AirAsia 384 xii/ Brief Contents Organizational Behavior and Human Resource Management 12 Motivation Across Cultures 392 13 Leadership Across Cultures 425 14 Human Resource Selection and Development Across Cultures 466 A Copy Shop Goes Global 510 The Road to Hell 514 HSBC in China 518 Chiquita s Global Turnaround 530 Skill-Building and Experiential Exercises Personal Skill-Building Exercises 540 1. The Culture Quiz 540 2. Using Gung Ho to Understand Cultural Differences 545 3. When in Bogotá ... 547 4. The International Cola Alliances 550 5. Who to Hire? 554 In-Class Simulations 557 1. Frankenfoods or Rice Bowl for the World: The U.S.-EU Dispute over Trade in Genetically Modified Organisms 557 2. Cross-Cultural Conflicts in the Corning-Vitro Joint Venture 564 References 568 Endnotes 572 Glossary 597 Name and Organization Index 603 Subject Index 611 Contents Part One _____ Environmental Foundation Globalization and International Linkages 2 Objectives of the Chapter 2 The World of BusinessWeek: Emerging Giants 2 Introduction 6 Globalization and Internationalization 8 Globalization, Antiglobalization, and Global Pressures 8 Global and Regional Integration 11 The Shifting Balance of Economic Power in the Global Economy 14 Economic Systems of the World and Regional Connections 20 Global Economies 20 Market Economy 20 Command Economy 20 Mixed Economy 21 North America 21 South America 22 Europe 24 Asia 25 Other Developing and Emerging Countries and Regions 28 The World of BusinessWeek— Revisited 31 Summary of Key Points 31 Key Terms 32 Review and Discussion Questions 32 Answers to the In-Chapter Quiz 32 Internet Exercise: Franchise Opportunities at McDonald s 33 In the International Spotlight: India 34 You Be the International Management Consultant: Here Comes the Competition 35 The Political, Legal, and Technological Environment 36 Objectives of the Chapter 36 The World of BusinessWeek: How Yahoo China Missed Out on the Mainland 36 Political Environment 38 Ideologies 38 Political Systems 41 Legal and Regulatory Environment 43 Basic Principles of International Law 43 Examples of Legal and Regulatory Issues 45 Regulation of Trade and Investment 46 Contents xvii Technological Environment and Global Shifts in Production 48 Trends in Technology, Communication, and Innovation 48 Biotechnology 50 E-Business 51 Telecommunications 52 Technology, Outsourcing, and Offshoring 52 The World of BusinessWeek— Revisited 53 Summary of Key Points 54 Key Terms 55 Review and Discussion Questions 55 Internet Exercise: Hitachi Goes Worldwide 55 In the International Spotlight: Vietnam 56 You Be the International Management Consultant: A Chinese Venture 57 3 Ethics and Social Responsibility 58 Objectives of the Chapter 58 The World of BusinessWeek: Beyond the Green Corporation 58 Ethics and Social Responsibility 62 Ethics and Social Responsibility in International Management 62 Employment and Business Practices 62 Human Rights 65 Corruption 65 Corporate Social Responsibility and Sustainability 67 Sustainability 69 NGOs, MNCs, and Ethical Balance 70 Response to Social Obligations 71 Corporate Governance 72 International Assistance 73 The World of BusinessWeek— Revisited 74 Summary of Key Points 75 Key Terms 75 Review and Discussion Questions 75 Internet Exercise: Social Responsibility at Johnson & Johnson and HP 75 In the International Spotlight: Saudi Arabia 76 You Be the International Management Consultant: It Sounds a Little Fishy 77 Brief Integrative Case 1: Colgate s Distasteful Toothpaste 78 Brief Integrative Case 2: Advertising or Free Speech? The Case of Nike and Human Rights 81 In-Depth Integrative Case 1: Pharmaceutical Companies, Intellectual Property, and the Global AIDS Epidemic 84 Contents Part Two _____ The Role of Culture 4 The Meanings and Dimensions of Culture 94 Objectives of the Chapter 94 The World of BusinessWeek: New Tech, Old Habits 94 The Nature of Culture 96 Cultural Diversity 97 Values in Culture 101 Hofstede s Cultural Dimensions 104 Power Distance 104 Uncertainty Avoidance 105 Individualism 105 Masculinity 105 Integrating the Dimensions 106 Trompenaars s Cultural Dimensions 110 Universalism vs. Particularism 111 Individualism vs. Communitarianism 113 Neutral vs. Emotional 114 Specific vs. Diffuse 114 Achievement vs. Ascription 115 Time 115 The Environment 116 Cultural Patterns or Clusters 117 Integrating Culture and Management: The GLOBE Project 119 Culture and Management 119 GLOBE S Cultural Dimensions 120 GLOBE Country Analysis 120 The World of BusinessWeek — Revisited 122 Summary of Key Points 122 Key Terms 123 Review and Discussion Questions 123 Internet Exercise: Daimler-Chrysler, Helping the World Move 123 In the International Spotlight: Taiwan 124 You Be the International Management Consultant: A Jumping-Off Place 125 5 Managing Across Cultures 126 Objectives of the Chapter 126 The World of BusinessWeek: The Arab World Wants Its MTV 126 The Strategy for Managing Across Cultures 128 Strategic Predispositions 129 Meeting the Challenge 129 Contents Cross-Cultural Differences and Similarities 133 Parochialism and Simplification 133 Similarities Across Cultures 135 Many Differences Across Cultures 136 Cultural Differences in Selected Countries and Regions 140 Doing Business in China 140 Doing Business in Russia 143 Doing Business in India 144 Doing Business in France 145 Doing Business in Brazil 147 Doing Business in Arab Countries 148 The World of BusinessWeek— Revisited 150 Summary of Key Points 150 Key Terms 150 Review and Discussion Questions 151 Internet Exercise: Sony s Approach 151 In the International Spotlight: Mexico 152 You Be the International Management Consultant: Beijing, Here We Come! 153 6 Organizational Cultures and Diversity 154 Objectives of the Chapter 154 The World of BusinessWeek: BMW s Dream Factory 154 The Nature of Organizational Culture 158 Definition and Characteristics 158 Interaction Between National and Organizational Cultures 160 Organizational Cultures in MNCs 164 Family Culture 165 Eiffel Tower Culture 166 Guided Missile Culture 167 Incubator Culture 168 Managing Multiculturalism and Diversity 170 Phases of Multicultural Development 170 Types of Multiculturalism 172 Potential Problems Associated with Diversity 174 Advantages of Diversity 175 Building Multicultural Team Effectiveness 176 The World of BusinessWeek — Revisited 179 Summary of Key Points 179 Key Terms 180 Review and Discussion Questions 180 Contents Internet Exercise: Hewlett-Packard s International Focus 180 In the International Spotlight: Japan 182 You Be the International Management Consultant: A Good-Faith Effort Is Needed 183 Cross-Cultural Communication and Negotiation 184 Objectives of the Chapter 184 The World of BusinessWeek: Skype Goes Mobile 184 The Overall Communication Process 186 Verbal Communication Styles 186 Interpretation of Communications 189 Communication Flows 190 Downward Communication 190 Upward Communication 192 Communication Barriers 193 Language Barriers 193 Cultural Barriers 195 Perceptual Barriers 196 The Impact of Culture 198 Nonverbal Communication 199 Achieving Communication Effectiveness 202 Improve Feedback Systems 202 Provide Language Training 203 Provide Cultural Training 203 Increase Flexibility and Cooperation 204 Managing Cross-Cultural Negotiations 204 Types of Negotiation 204 The Negotiation Process 206 Cultural Differences Affecting Negotiations 207 Negotiation Tactics 210 Negotiating for Mutual Benefit 211 Bargaining Behaviors 213 The World of BusinessWeek— Revisited 217 Summary of Key Points 217 Key Terms 218 Review and Discussion Questions 218 Internet Exercise: Working Effectively at Toyota 219 In the International Spotlight: China 220 You Be the International Management Consultant: Foreign or Domestic? 221 Brief Integrative Case 1: Cross-Cultural Conflicts in the Corning-Vitro Joint Venture 222 Contents xxi Brief Integrative Case 2: Coca-Cola in India In-Depth Integrative Case 1a: Euro Disneyland In-Depth Integrative Case 1b: Beyond Tokyo: Disney s Expansion in Asia In-Depth Integrative Case 2: Wal-Mart s Japan Strategy 224 229 239 241 International Strategie Management 8 Strategy Formulation and Implementation Objectives of the Chapter The World of BusinessWeek: Why Nokia Is Leaving Moto in the Dust Strategic Management The Growing Need for Strategic Management Benefits of Strategic Planning Approaches to Formulating and Implementing Strategy Global vs. Regional Strategies The Basic Steps in Formulating Strategy Environmental Scanning Internal Resource Analysis Goal Setting for Strategy Formulation Strategy Implementation Location Considerations for Implementation The Role of the Functional Areas in Implementation Specialized Strategies Strategies for Emerging Markets Entrepreneurial Strategy and New Ventures The World of BusinessWeek— Revisited Summary of Key Points Key Terms Review and Discussion Questions Internet Exercise: Finding Out What Makes Fujitsu Tick In the International Spotlight: Poland You Be the International Management Consultant: Go East, Young People, Go East 9 Entry Strategies and Organizational Structures Objectives of the Chapter The World of BusinessWeek: Gazprom Loosens Its Grip Entry Strategies and Ownership Structures Export/Import Wholly Owned Subsidiary Part Three 250 250 250 252 253 254 255 259 262 262 264 264 266 266 269 270 277 274 276 276 276 277 277 278 279 280 280 280 282 282 283 Contents Mergers/Acquisitions 283 Alliances and Joint Ventures 284 Licensing 285 Franchising 287 The Organization Challenge 287 Basic Organizational Structures 289 Initial Division Structure 290 International Division Structure 291 Global Structural Arrangements 292 Transnational Network Structures 296 Nontraditional Organizational Arrangements 298 Organizational Arrangements from Mergers and Acquisitions 298 Organizational Arrangements from Joint Ventures and Strategic Alliances 299 Organizational Arrangements from Keiretsus 299 The Emergence of the Electronic Network Form of Organization 301 Organizing for Product Integration 302 The Changing Role of Information Technology in Organizing 303 Organizational Characteristics of MNCs 304 Formalization 304 Specialization 305 Centralization 306 Putting Organizational Characteristics in Perspective 308 The World of BusinessWeek — Revisited 308 Summary of Key Points 308 Key Terms 309 Review and Discussion Questions 309 Internet Exercise: Organizing for Effectiveness 309 In the International Spotlight: Australia 310 You Be the International Management Consultant: Getting In on the Ground Floor 311 10 Managing Political Risk, Government Relations, and Alliances 312 Objectives of the Chapter 312 The World of BusinessWeek: So Much Gold, So Much Risk 312 The Nature and Analysis of Political Risk 314 Macro and Micro Analysis of Political Risk 316 Terrorism and Its Overseas Expansion 320 Analyzing the Expropriation Risk 320 The Role of Operational Profitability in Risk Analysis 321 Contents xxiii Managing Political Risk and Government Relations 321 Developing a Comprehensive Framework or Quantitative Analysis 321 Techniques for Responding to Political Risk 324 Managing Alliances 328 The Alliance Challenge 328 The Role of Host Governments in Alliances 330 Examples of Challenges and Opportunities in Alliance Management 331 The World of BusinessWeek— Revisited 332 Summary of Key Points 333 Key Terms 333 Review and Discussion Questions 333 Internet Exercise: Motorola in China 333 In the International Spotlight: Brazil 334 You Be the International Management Consultant: Rushing into Russia 335 11 Management Decision and Control 336 Objectives of the Chapter 336 The World of BusinessWeek: The Race to Build Really Cheap Cars 336 Decision-Making Process and Challenges 340 Factors Affecting Decision-Making Authority 341 Cultural Differences and Comparative Examples of Decision Making 343 Total Quality Management Decisions 345 Decisions for Attacking the Competition 346 Decision and Control Linkages 349 The Controlling Process 350 Types of Control 351 Approaches to Control 353 Performance Evaluation as a Mechanism of Control 357 Financial Performance 357 Quality Performance 358 Personnel Performance 361 The World of BusinessWeek— Revisited 363 Summary of Key Points 364 Key Terms 364 Review and Discussion Questions 364 Internet Exercise: Looking at the Best 365 In the International Spotlight: Spain 366 xxiv Contents You Be the International Management Consultant: Expansion Plans 367 Brief Integrative Case 1: Microsoft Opens the Gates: Patent, Piracy, and Political Challenges in China 368 Brief Integrative Case 2: The Last Rajah: Ratan Tata and Tata s Global Expansion 372 In-Depth Integrative Case 1: The HP-Compaq Merger and Its Global Implications 377 In-Oepth Integrative Case 2: Can the Budget Airline Model Succeed in Asia? The Story of AirAsia 384 Organizational Behavior and Human Resource Management 12 Motivation Across Cultures 392 Objectives of the Chapter 392 The World of BusinessWeek: India s Talent Gets Loads of TLC 392 The Nature of Motivation 394 The Universalist Assumption 394 The Assumption of Content and Process 395 The Hierarchy-of-Needs Theory 396 The Maslow Theory 396 International Findings on Maslow s Theory 397 The Two-Factor Theory of Motivation 401 The Herzberg Theory 401 International Findings on Herzberg s Theory 403 Achievement Motivation Theory 407 The Background of Achievement Motivation Theory 407 International Findings on Achievement Motivation Theory 408 Select Process Theories 409 Equity Theory 409 Goal-Setting Theory 411 Expectancy Theory 411 Motivation Applied: Job Design, Work Centrality, and Rewards 412 Job Design 412 Sociotechnical Job Designs 413 Work Centrality 414 Reward Systems 418 Incentives and Culture 418 The World of BusinessWeek — Revisited 420 Summary of Key Points 420 Contents Key Terms 421 Review and Discussion Questions 422 Internet Exercise: Motivating Potential Employees 422 In the International Spotlight: Singapore 423 You Be the International Management Consultant: Motivation Is the Key 424 13 Leadership Across Cultures 425 Objectives of the Chapter 425 The World of BusinessWeek: China s First Global Capitalist 425 Foundation for Leadership 431 The Manager-Leader Paradigm 431 Philosophical Background: Theories X, Y, and Z 433 Leadership Behaviors and Styles 435 The Managerial Grid Performance: A Japanese Perspective 437 Leadership in the International Context 439 Attitudes of European Managers Toward Leadership Practices 440 Japanese Leadership Approaches 441 Differences Between Japanese and U.S. Leadership Styles 442 Leadership in China 444 Leadership in the Middle East 444 Leadership Approaches in India 446 Leadership Approaches in Latin America 447 Recent Findings and Insights About Leadership 448 Transformational, Transactional, and Charismatic Leadership 448 Qualities for Successful Leaders 450 Culture Clusters and Leader Effectiveness 452 Leader Behavior, Leader Effectiveness, and Leading Teams 452 Cross-Cultura I Leadership: Insights from the GLOBE Study 454 Positive Organizational Scholarship and Leadership 456 Authentic Leadership 457 Ethically Responsible Global Leadership 458 Entrepreneurial Leadership and Mindset 460 The World of BusinessWeek — Revisited 461 Summary of Key Points 462 Key Terms 463 Review and Discussion Questions 463 Internet Exercise: Taking a Closer Look 463 in the international Spotlight: Germany 464 You Be the International Management Consultant: An Offer from Down Under 465 xxvi Contents 14 Human Resource Selection and Development Across Cultures 466 Objectives of the Chapter 466 The World of BusinessWeek: Guess Who s Hiring in America 466 The Importance of International Human Resources 468 Sources of Human Resources 469 Home-Country Nationals 469 Host-Country Nationals 470 Third-Country Nationals 472 Inpatriates 472 Subcontracting and Outsourcing 473 Selection Criteria for International Assignments 475 General Criteria 475 Adaptability to Cultural Change 476 Physical and Emotional Health 477 Age, Experience, and Education 478 Language Training 478 Motivation for a Foreign Assignment 478 Spouses and Dependents or Work-Family Issues 479 Leadership Ability 480 Other Considerations 480 International Human Resource Selection Procedures 481 Testing and Interviewing Procedures 481 The Adjustment Process 482 Compensation 483 Common Elements of Compensation Packages 483 Tailoring the Package 486 Individual and Host-Country Viewpoints 487 Candidate Motivations 487 Host-Country Desires 488 Repatriation of Expatriates 488 Reasons for Returning 488 Readjustment Problems 489 Transition Strategies 491 Training in International Management 492 The Impact of Overall Management Philosophy on Training 494 The Impact of Different Learning Styles on Training and Development 495 Reasons for Training 496 Types of Training Programs 498 Standardized vs. Tailor-Made 498 Cultural Assimilators 501 Global Leadership Development 502 Positive Organizational Behavior 503 Contents xxvii The World of BusinessWeek— Revisited 505 Summary of Key Points 505 Key Terms 506 Review and Discussion Questions 506 Internet Exercise: Going International with Coke 507 In the International Spotlight: Russia 508 You Be the International Management Consultant: A Selection Decision 509 Brief Integrative Case 1: A Copy Shop Goes Global 510 Brief Integrative Case 2: The Road to Hell 514 In-Depth Integrative Case 1: HSBC in China 518 In-Depth Integrative Case 2: Chiquita s Global Turnaround 530 Skill-Building and Experiential Exercises Personal Skill-Building Exercises 540 1. The Culture Quiz 540 2. Using Gung Ho to Understand Cultural Differences 545 3. When in Bogota ... 547 4. The International Cola Alliances 550 5. Who to Hire? 554 In-Class Simulations 557 1. Frankenfoods or Rice Bowl for the World: The U.S.-EU Dispute over Trade in Genetically Modified Organisms 557 2. Cross-Cultural Conflicts in the Corning-Vitro Joint Venture 564 References 568 Endnotes 572 Glossary 597 Name and Organization Index 603 Subject Index 611
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title_full_unstemmed	International management culture, strategy, and behavior Fred Luthans ; Jonathan P. Doh
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