International management: theory and practice
Gespeichert in:
| Hauptverfasser: | , , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cheltenham [u.a.]
Elgar
2013
|
| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XX, 452 S. graph. Darst. |
| ISBN: | 9781781004388 9781782546221 |
Internformat
MARC
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| 100 | 1 | |a Gooderham, Paul N. |e Verfasser |0 (DE-588)171912128 |4 aut | |
| 245 | 1 | 0 | |a International management |b theory and practice |c Paul N. Gooderham ; Birgitte Grøgaard ; Odd Nordhaug |
| 264 | 1 | |a Cheltenham [u.a.] |b Elgar |c 2013 | |
| 300 | |a XX, 452 S. |c graph. Darst. | ||
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| 337 | |b n |2 rdamedia | ||
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| 700 | 1 | |a Nordhaug, Odd |e Verfasser |0 (DE-588)170443760 |4 aut | |
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| 999 | |a oai:aleph.bib-bvb.de:BVB01-025471012 | ||
Datensatz im Suchindex
| _version_ | 1804149760645398528 |
|---|---|
| adam_text | Full contents
List of authors and contributors
xiv
Introduction x^ii
1
Setting the scene: the multinational company
1.1
Introduction
1
1.2
WhatisanMNC?
1
1.3
Why study international management?
3
1.4
Why do firms internationalize?
4
1.5
The globalization of business
7
1.6
How global are
Μ Ν
Cs
? 10
1.7
National identity and top management diversity
14
1.8
Liability of foreignness
16
1.9
Summary
19
2
Foreign operating modes and ownership forms
2.1
Introduction
21
2.2
Operating modes
21
2.3
Ownership forms: full versus partial ownership
27
2.4
Summary
35
Case A: Durable and unstable IJVs: the case of BKT
Paul
N.
Gooderham, Michael Zhang and Atle Jordahl
A.1 Introduction
36
A.2 BKT
37
A.3 BKT s Western European joint venture partners in
China
39
A.4 The joint ventures
40
Discussion questions
48
Appendix
49
3
Strategies, structures and learning networks
3.1
Introduction
55
3.2
Traditional motivations
55
3.3
International strategies
57
3.4
Basic MNC structures
64
viii
·
International management
3.5
Emerging motivations
69
3.6
Validation of the international strategies
70
3.7
The evolution of the MNC
71
3.8
Global learning and knowledge networks
72
3.9
Summary
72
Case B: From multidomestic to globally integrated: when local
taste matters
Paul
N.
Gooderham
B.I Introduction
74
B.2 Extant theory
75
B.3 Methodology
79
B.4 The unification project
(2004-2007) 83
B.5 Post-unification project
86
B.6 Program amalgamation
(2008-2010) 87
B.7 The distinctive elements of program amalgamation
90
B.8 Discussion
96
Discussion questions
98
4
Risk management
4.1
Introduction
99
4.2
What do we mean by risk?
99
4.3
Why focus on risk in MNCs?
99
4.4
Types of risk that affect MNCs
102
4.5
Managing risk
109
4.6
Summary 111
Case C: McDonald s thrives and dives in Russia and Iceland
Jill Thorlacius and Birgitte Gregaard
C.I Introduction
112
C.2 The push for Russia
115
C.3 McDonald s in Iceland
118
Discussion questions
121
5
Cultural distance
5.1
Introduction
122
5.2
The concept of culture
122
5.3
Cultural distance and MNC performance
123
5.4
Measuring cultural distance
124
5.5
Hofstede s four dimensions
124
5.6
Hofstede
and US management theories
128
5.7
Criticism of
Hofstede
129
Full contents
· ix
5.8
Trompenaars
cultural dimensions
131
5.9
Hofstede
and
Trompenaars
compared
135
5.10
The GLOBE study
136
5.11
Hofstede
and GLOBE compared
141
5.12
Which measure of cultural distance?
141
5.13
Cultural intelligence
142
5.14
Summary
144
Case D: Cultural diversity in a Danish MNC
Vasilisa Sayapina and Katya Christensen
D.I Introduction
145
D.2 Denmark and Danish
146
D.3 Danvita and the HR challenges it is facing
147
D.4 Cultural diversity as perceived by employees
149
D.5 Creating the environment for cultural diversity
155
D.6 Why workforce diversity?
158
D.7 Two employee stories
160
D.8 Conclusion
162
Discussion questions
163
6
H RM
in multinational companies
6.1
Introduction
164
6.2
Brief background
164
6.3
The substance of cross-national HRM
165
6.4
A framework for SIHRM
167
6.5
Macro influences
171
6.6
Practical lessons
184
6.7
Summary
186
Case
Б:
Gained in translation: the import, translation and
development of a US sales and management concept
Martin Gjelsvik, Odd Nordhaug and Paul
N.
Gooderham
E.I Introduction
187
E.2 Cultural context
188
E.3 SR-Bank s strategy
189
E.4 Key financial figures
189
E.5
SESAM:
the antecedents
190
E.6
SESAM:
the initial steps through knowledge
import
193
E.7
SESAM:
the explicit face
194
E.8 Branches and departments: the new learning
communities
199
χ
·
International
management
E.9 SESAM in
1991
200
E.
10
SESAM
12
years
later:
best practice in practice
201
ЕЛІ
SESAM
in
2012
202
Discussion questions
206
Competencies
and knowledge
transfer
7.1
Introduction
207
7.2
The MNC as a knowledge network
208
7.3
Classification of competencies
209
7.4
Knowledge transfer in MNCs
218
7.5
Determinants of knowledge transfer
221
7.6
The external environment of the MNC
223
7.7
The role of management-initiated practices
224
7.8
Conceptual model
227
7.9
Summary
229
Case F: Five steps to creating a global knowledge-sharing
system: Siemens ShareNet
Sve«
С.
Voelpel,
Malte
Dous and Thomas H. Davenport
F.I Introduction
230
F.2 Siemens ShareNet: five steps to creating a global
knowledge-sharing system
230
F.3 Learning outcomes from Siemens and implications for
global practice
244
F.4 Limitations and future challenges
247
Discussion questions
249
Appendix
250
8
Expatriation and repatriation
8.1
Introduction
251
8.2
What is expatriation and why invest in it
? 251
8.3
The importance of repatriation
253
8.4
How managerial mindsets impact staffing policies
253
8.5
Enabling the expatriate
257
8.6
Capturing the value of repatriates
259
8.7
What can we learn from best practices?
261
8.8
Future challenges and alternatives to expatriation
261
8.9
Summary
262
Full contents
· xi
Case G: LVMH: career development through international
mobility
Jean-Luc Cerdin
G.I Introduction
264
G.2 History
264
G.3 Group structure
267
G.4 HR structure
268
G.5 Career development and international mobility
269
G.6 The international transfer policy
274
G.7 Looking to the future
285
Discussion questions
285
9
Ethical, social and environmental responsibilities in MNCs
Leighton Wilb and Odd Nordhaug
9.1
Introduction
286
9.2
Defining ethical, social and environmental responsibility
286
9.3
The evolution of corporate social responsibility
289
9.4
The economic, legal, ethical, and social responsibilities
ofanMNC
291
9.5
Why an MNC should focus on ethical, social, and
environmental responsibilities
294
9.6
Ethical issues that pose challenges across borders
301
9.7
Summary
305
Case
H
:
Cermaq: from activist target to sustainability leader
Sveinung Jergensen and Lars Jacob Tynes Pedersen
H.I Introduction
306
H.2 Case overview
307
H.3 Theoretical backdrop: the why, how and so what of
CSR
311
H.4 CSR analysis
314
H.5 Integration: how did Cermaq (not) invest in CSR?
317
H.6 Outcome: what is the effect of Cermaq s investments
in CSR?
321
H.7 Summary
324
Discussion questions
324
10
Global industrial relations
Richard Croucher
10.1
Introduction
325
10.2
Global industrial relations and their importance
326
10.3
Trade unions: structures, functions and cultures
329
xii ·
International
management
10.4
Global labor
regulation
334
10.5
Dialogue with GUFs and International Framework
Agreements
337
10.6
Summary
339
Case I: A GUF s relationship with a multinational company
Richard Croucher and Elizabeth Cotton
1.1 Introduction
341
1.2
The company, the
ICEM,
national trade unions and
their relationships
343
1.3
The ICEM s
HIV/
AIDS pilot projects: background
and significance
347
1.4
Preparing for and implementing the projects
349
1.5
Conclusion
359
Discussion questions
360
11
Different forms of internationalization and
diverse H RM
practices: the case of China
Fang Lee Cooke
11.1
Introduction
361
11.2
Economic reform and industrial development
361
11.3
Internationalization of Chinese firms: driving
forces and opportunities
362
11.4
Patterns of internationalization, strategic choice
and constraints
369
11.5
HRM of Chinese MNC subsidiaries
375
11.6
Summary
382
Case
J
:
Global expansion and human resource management
of Huawei Technologies Ltd
Fang Lee Cooke
J.I Introduction
384
J.2 Background of Huawei Technologies Ltd and its
international expansion
384
J.3 Corporate business strategy
386
J.4 Human resource management policy and practice
387
J.5 Challenges to global HRM
393
J.6 Challenges to developing the international market
and strategic response
395
J.7 Summary
398
Discussion questions
400
Appendix
401
Full contents
· xiii
12
Future
challenges
12.1
Introduction
402
12.2
Paradigm shift
402
12.3
The dynamics of strategy and structure
404
12.4
Global staffing
406
12.5
Legitimacy and sources of meaning
407
12.6
A multi-polar world
410
References
412
Index
438
|
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| title_full | International management theory and practice Paul N. Gooderham ; Birgitte Grøgaard ; Odd Nordhaug |
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