International management: a stakeholder approach
Gespeichert in:
| Hauptverfasser: | , |
|---|---|
| Format: | Buch |
| Sprache: | English |
| Veröffentlicht: |
Cheltenham, UK ; Northampton, MA, USA
Edward Elgar Publishing
[2020]
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| Schlagworte: | |
| Online-Zugang: | Inhaltsverzeichnis |
| Beschreibung: | XV, 513 Seiten Diagramme |
| ISBN: | 9781788112741 9781788112727 |
Internformat
MARC
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Datensatz im Suchindex
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| adam_text | CONTENTS Preface xi Our philosophy xii 1 The complexity of globalization Chapter objectives Introduction Opening vignette: the globalization of a second-hand t-shirt 1. What is international management? 2. Types of international firms 3. Globalization 4. Offshoring 5. Outsourcing 6. Foreign direct investment 7. Global trade organizations and treaties Chapter concepts in action: the hidden costs of global outsourcing Casestudy: Patek Philippe-a watch with a generational legacy Chapter summary Questions for discussion 1 1 1 2 2 3 5 8 9 11 15 21 22 30 31 2 The external global environment Chapter objectives Introduction Opening vignette: the challenges of South Africa after apartheid 1. Political systems 2. Economic systems 3. Principles of international law 4. Political risk 5. Additional political risk variables 6. Evaluation of a country s political risk Chapter concepts in action: Venezuela - the expropriation king of South America Case study: Bombardier-taking transportation to new heights Chapter summary Questions for discussion 35 35 35 35 37 38 40 41 43 45 Ethics and social responsibility Chapter objectives Introduction Opening vignette: how the beautiful game can be tainted 1. Stakeholders 2. Human rights 69 69 69 69 71 72 3 51 53 64 65
INTERNATIONAL MANAGEMENT 3. Fairtrade 4. Microcredit 5. The challenges and solutions to world hunger 6. Base ofthe pyramid strategies 7. MNCs strategies forthe BOP 8. Social entrepreneurship 9. Ethical obligations of MNCs 10. CSR . 11. The pyramid of CSR Chapter concepts in action: charity - water Case study: Nestlé - good food, good life around the world Case study: FIFA-governingfootball around the world Chapter summary Questions for discussion 74 76 77 78 79 79 81 82 83 85 86 95 102 102 4 Global corporate governance and corporate compliance Chapter objectives Introduction Opening vignette: the challenges of Lafarge’s Syrian operations 1. Corporate governance 2. Corporate governance and stakeholders 3. A contingent perspective on corporate governance 4. Comparative corporate governance 5. The OECD Principles of Corporate Governance 6. Corruption in international business 7. Global corruption evaluations Chapter concepts in action: liquid gold in the Quebec forest · Case study: Adidas -through sport, we have the powerto change lives Chapter summary Questions for discussion 108 108 108 108 110 110 111 112 119 119 122 125 126 138 139 5 Managing across cultures Chapter objectives Introduction Opening vignette: the cultural clash ofthe proposed merger of Kraft Heinz and Unilever 1. The role of culture in international management 2. Cross-cultural competence 3. The role of multicultural diversity 4. Cultural intelligence 5. Cultural orientations framework 6. Hofstede’s cultural dimensions 7. National cultural organizational configurations 8. Trompenaars’cultural dimensions ·
143 143 143 144 145 146 148 150 151 152 156 161
CONTENTS 9. The GLOBE study 10. National cultures and corporate culture Chapter concepts in action: the cultural battle between Tesla and Grohmann Engineering Case study: Hyundai ֊ working together for a better future Chapter summary Questions for discussion 6 7 163 165 168 169 177 178 Cross-cultural communication and negotiation Chapter objectives Introduction Opening vignette: the dangers of miscohnmunication 1. Global communication verbal styles 2. The language of time (chronemics) 3. The cultural impact of non-verbal expressions 4. The use of color (chromatics) 5. Corporate knowledge transfer and corporate shared language 6. Resistance to a corporate shared language 7. The challenges of global teams 8. Global diversity ofteams 9. Negotiating in a global setting Chapter concepts in action: lost in translation ֊ how not to translate a marketing campaign into another language Case study: the changing world of Auntie Beeb and the BBC Chapter summary Questions for discussion 182 182 182 183 183 188 190 192 192 193 196 200 201 Entry strategies and organizational structures Chapter objectives Introduction Opening vignette: Walmart says “Auf Wiedersehen to Germany 1. Strategic predispositions of MNCs 2. Cross-cultural interaction and the evolution of the MNC 3. The decision to become international 4. Timing of the entry 5. MNC entry strategies and type of ownership structure 6. Organizational structures for MNCs 7. Organizational characteristics of MNCs Chapter concepts in action: how eBay was outbid for the Chinese market Case study: the wonderful world of Disney theme parks
Case study: Ferrari - is it just a dream? Chapter summary Questions for discussion 217 217 217 218 220 222 224 225 226 231 236 238 239 245 254 254 204 205 212 213
INTERNATIONAL MANAGEMENT 8 Global strategies Chapter objectives Introduction Opening vignette: the emergent strategy of the Honda Effect 1. What is strategy? 2. Industry characteristics impacting global strategic focus 3. The competitive forces of the structure of the industry 4. Generic competitive strategies . 5. Strategic advantages of globalization 6. Global strategies for MNCs 7. Global corporate-level strategies 8. The integration of product and geographic diversification 9. Evaluationofthe MNC sforeign divisions Chapter concepts in action: Amazon s transnational strategic approach in India Case study: Nintendo - putting smiles on the faces of everyone Nintendotouches Casestudy: BlackBerry-a tale of two companies Chapter summary Questions for discussion 260 260 260 260 262 264 268 273 276 277 279 280 282 9 314 314 314 315 316 318 318 320 322 327 330 331 333 Management decision making and control Chapter objectives Introduction Opening vignette: H M’s misadventures in cultural sensitivity 1. What is a global manager? 2. Steps in the traditional decision-making process 3. Limitations ofthe traditional decision-making process 4. Cultural differences in decision-making styles 5. Cognitive bias in decision making 6. Groupthink 7. Strategic decision-making models 8. The impact of stakeholders on the decision-making process 9. MNCs and control Chapter concepts in action: the Breast Cancer Fund versus Revlon - the loud voice of a vested stakeholder Case study: British American Tobacco Company - is it really transforming tobacco? Chapter summary Questions for discussion 10
Motivation across cultures Chapter objectives Introduction * 284 285 298 308 309 336 338 346 346 350 350 350
CONTENTS Opening vignette: Japanese “karoshi - death by work 1. What is motivation? 2. McClelland’s Learned Needs Theory 3. Motivation process theories 4. Cultural contrasts in motivation Chapter concepts in action: human big data - time to put on the happy machine Case study: Spotify- unlocking the potential of human creativity Chapter summary Questions for discussion 350 352 356 357 363 370 372 382 382 11 Leadership Chapter objectives Introduction Opening vignette: Satya Nadella’s reset at Microsoft 1. What is leadership? 2. McGregor’s Theories X and Y 3. Ouchi’s Theory Z 4. The Managerial Grid 5. A contingency approach to global leadership 6. The evolution of leadership development 7. Transactional or transformational leadership style 8. The role of power in being a successful global manager 9. The Global Leadership and Organizational Behavior Effectiveness (GLOBE) study Chapter concepts in action: the leadership style of Shantanu Narayen Case study: the global operations of the Harry Potter franchise Case study: the global operations of the Swedish musical group ABBA Chapter summary Questions for discussion 386 386 386 386 388 388 389 390 393 395 396 399 400 404 404 410 414 414 12 Human resource issues Chapter objectives Introduction Opening vignette: corporate gender discrimination in China 1. What is human resource management? 2. Different approaches in deciding how to staff subsidiaries 3. Different types of staffing optionsfor MNCs 4. MNCs and gender discrimination 5. Cultural differences in training programs 6. Global trends in collective bargaining 7. Selection
process for expatriates Chapter concepts in action: a tragic end to a labor dispute Casestudy: Foxconn-the Taiwanese manufacturing giant 418 418 418 418 420 420 422 423 427 428 430 439 440
INTERNATIONAL MANAGEMENT Chapter summary Questions for discussion 13 International environmental issues Chapter objectives Introduction Opening vignette: Patagonia-aglobal environmental leader 1. The natural environment and competitive advantage 2. Environmental sustainability 3. Environmental non-governmental organizations (ENGOs) 4. Voluntary environmental programsand initiatives 5. Environmental justice 6. Not in My Backyard (NIMBY) philosophy 7. Climate change 8. Carbon footprint ■ Chapter concepts in action: climate change, environmental justice and Bangladesh Case study: Walmart - making Sam Walton known around the world Chapter summary Questions for discussion Index 450 450 454 454 454 455 456 459 461 463 466 468 470 475 478 479 490 490 495
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| spelling | Stanwick, Peter Allen 1960- Verfasser (DE-588)1053158882 aut International management a stakeholder approach Peter Stanwick, Raymond J. Harbert College of Business, Auburn University, USA, Sarah Stanwick, Raymond J. Harbert College of Business, Auburn University, USA Cheltenham, UK ; Northampton, MA, USA Edward Elgar Publishing [2020] © 2020 XV, 513 Seiten Diagramme txt rdacontent n rdamedia nc rdacarrier Internationales Management (DE-588)4114040-0 gnd rswk-swf Globalisierung (DE-588)4557997-0 gnd rswk-swf Internationales Management (DE-588)4114040-0 s Globalisierung (DE-588)4557997-0 s DE-604 Stanwick, Sarah Verfasser (DE-588)1205384553 aut Erscheint auch als Online-Ausgabe 978-1-78811-273-4 Digitalisierung UB Regensburg - ADAM Catalogue Enrichment application/pdf http://bvbr.bib-bvb.de:8991/F?func=service&doc_library=BVB01&local_base=BVB01&doc_number=031823047&sequence=000001&line_number=0001&func_code=DB_RECORDS&service_type=MEDIA Inhaltsverzeichnis |
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| title | International management a stakeholder approach |
| title_auth | International management a stakeholder approach |
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| title_full | International management a stakeholder approach Peter Stanwick, Raymond J. Harbert College of Business, Auburn University, USA, Sarah Stanwick, Raymond J. Harbert College of Business, Auburn University, USA |
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| title_short | International management |
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| topic_facet | Internationales Management Globalisierung |
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