Coverart for item
The Resource International management : strategic opportunities and cultural challenges, Dean B. McFarlin, Paul D. Sweeney

International management : strategic opportunities and cultural challenges, Dean B. McFarlin, Paul D. Sweeney

Label
International management : strategic opportunities and cultural challenges
Title
International management
Title remainder
strategic opportunities and cultural challenges
Statement of responsibility
Dean B. McFarlin, Paul D. Sweeney
Creator
Contributor
Subject
Language
eng
Additional physical form
Also avaialbe online
Cataloging source
DLC
http://library.link/vocab/creatorName
McFarlin, Dean B
Illustrations
illustrations
Index
index present
Literary form
non fiction
Nature of contents
bibliography
http://library.link/vocab/relatedWorkOrContributorDate
1955-
http://library.link/vocab/relatedWorkOrContributorName
Sweeney, Paul D.
http://library.link/vocab/subjectName
International business enterprises
Label
International management : strategic opportunities and cultural challenges, Dean B. McFarlin, Paul D. Sweeney
Instantiates
Publication
Bibliography note
Includes bibliographical references and indexes
Contents
  • Chapter 1. On a Global Stage: The World of International Management -- International Challenge: Balancing Act for New Balance: Still Running with Production in the United States -- International Business: A World of Constant Innovation and Change -- Globalization and the World Trade Organization -- Our Plan for this Chapter -- Globalization and the Growth of International Business -- The Hottest Areas for Growth and Investment -- A Snapshot of Regional Trends -- The Americas: Still Searching for Trade Ties -- The Asia-Pacific: Resilience in the Storm -- Europe: Now a Generation Past East Meets West -- International Insights: Russia: Corruption in the Wild, Wild East -- The Middle East and Africa: Uncertain Territory and Growing Potential -- Key Challenges Facing International Business -- Technological Sophistication and International Volatility -- International Workforce Challenges -- Managing in a Volatile and Challenging International Environment -- Basic Conceptual Foundations -- Chapter Summary -- Up to the Challenge? New Balance Makes "Made in the U.S.A." Work by Running Lean... and High Tech -- International Development: International Management: Living at 35,000 Feet? -- From Theory to International Practice: Hitting Home: Understanding Your Local "China Syndrome" -- Chapter 2. Legal and Political Foundations of International Management -- International Challenge: Making It and Faking It: Global Counterfeiting Inc. is Headquartered in China -- Legal Issues in International Management -- Types of Legal Systems -- International Insights: Courting Trouble: American-Style Litigation and Lawyers in Japan -- International Law -- Political Issues and Risks in International Management -- What Is Political Risk? -- Types of Political Risk -- International Insights: In Harm's Way: The Danger in Doing Business Abroad -- International Insights: The Arab League Boycott of Israel, Baxter International, and Today's Challenges -- Managing or Dealing with Political Risk -- Chapter Summary -- Up to the Challenge? Crouching Tiger, Hidden Knock-offs: Counterfeiting in the Middle Kingdom -- International Development: Culture Knowledge Quiz -- From 'Theory to International Practice: Calibrating International Business Risk -- Chapter 3. Doing Things Right: International Ethics and Social Responsibility -- International Challenge: Competitive Intelligence: Dumpster Diving for That Extra Edge -- Ethics and Social Responsibility in International Management -- Philosophies and Perspectives on Ethics -- International Insights: Beyond Rangoon: Chevron and Human Rights in Burma -- Cross-National Differences in Ethical Perspectives -- International Insights: Bribery as a Business Model Bavarian Baksheesh at Siemens AG -- International Insights: Is Doing the Right Thing Wrong? An American Faces an Ethical Dilemma in Brazil -- Ethical Behavior and Human Rights -- Ethics Associated with Questionable Payments and Bribery -- International Insights: Making Friends and Influencing People: The Long Arm of the FCPA Got Longer -- Ethical Issues Emerging from Countries Converting to Capitalism -- International Insights: A Job Seeker's Odyssey -- Chapter Summary -- Up to the Challenge? Competitive Intelligence: Lots of Gray Areas, No Easy Answers -- International Development: Bribery in International Business -- From Theory to International Practice: Analyzing Corporate Codes -- Chapter 4. Making Distinctions across Cultures: Implications for International Management -- International Challenge: Two Sides of the Japanese-American Cultural Divide: Is "10 People, 10 Colors" the Same as "To Each His Own?" -- Revisiting Culture -- Classifying Cultures around the Globe -- Ronen and Shenkar's Country Clusters -- International Insights: Sayonara Mr. Salaryman? A Look at Forces that May Act to Change Japanese Culture -- International Insights: The More Things Change: Guanxi is Beginning to Look More Like Schmoozing -- Hofstede: Clustering Countries on Work-Related Value Dimensions -- International Insights: One American Firm's European Subsidiaries: A Cultural Mosaic -- Trompenaars's Alternative: Another Look at Cultural Dimensions -- Spanning the GLOBE: One Final Classification System -- The Implications of Culture for International Management -- Culture and What People Want from Work -- Culture and Views about Leadership -- How Individuals and Corporations Can Make Better Sense of Culture -- Chapter Summary -- Up to the Challenge? Working Together in the United States: Implications for Managing the Japanese-American Cultural Divide -- International Development: Understanding Your Orientation toward Individualism-Collectivism -- From Theory to International Practice: The Cultural Minefield of International Gift Giving -- Case 1: Chiba International, Inc. -- Chapter 5. Perception, Interpretation, and Attitudes across Cultures -- International Challenge: Desperately Seeking Latin Culture -- Perception, Interpretation, and Attitudes across Cultures -- Differences in Perceptions of People and Events -- Perception of Nonverbal Behavior -- International Insights: Getting "Carded" in Japan: Perception and the Business Card Ritual -- International Insights: It's a Small Park after All: Cueing Up at the House of the Mouse -- The Effect of Context on Perception -- Differences in the Perception of Time -- Interpretation of Perceptions -- Self-Attribution Effects -- Attributions about Others -- Implications of Cross-Cultural Attribution -- International Insights: Attributions on TV -- Attitudes -- Attitudes toward the Self -- International Insights: Face: How to Give It, Get It, and Keep It -- Effects of Having Different Self-Views -- Attitudes about Work -- Attitudes about Others and Groups -- International Insights: Latitudes and Attitudes: What People from Other Countries Say about Americans -- International Insights: What Sells in Europe? Poking Fun at American Blokes -- The Effects of Attitudes and Stereotypes -- Chapter Summary -- Up to the Challenge? Putting the Culture Back into Housewives -- International Development: Measuring Your Perceptual Orientation to Time -- From 'theory to International Practice: Conducting a Cultural Audit of China -- Chapter 6. Communicating Effectively across Cultures -- International Challenge: Lost in Translation: Bridgestone's Communication Effort Goes Flat -- Communicating Effectively across Cultures -- The Value of Communications Savvy in International Business -- Spoken and Written Communication -- Languages of the World -- Speaking (and Not Speaking) Other Languages -- International Insights: The Best Care in the Air Might be Cross-Cultural: Miscommunication can be Dangerous -- Communicating in Foreign Languages: Plenty of Room for Error -- International Insights: Habla Listed Espa·ol? Microsoft Has to Brush Up -- Compliments as Communication -- Criticism as Communication -- Embarrassment as Communication -- Apology, Regret, and Forgiveness as Communication -- International Insights: Japanese Dairy "Pours" On the Apologies -- Monitoring Others as a Communication Tool -- Written Communication -- International Insights: Many Americans "Strike Out" When Communicating with Foreign Business Partners -- Nonverbal Communication -- Interpersonal Space and Gestures -- Emotions and Touch -- Vocal Qualities as Nonverbal Communication -- Context Revisited -- International Insights: Going Beyond Face Value and Valuing the Face-to-Face: Improving International Communication -- Chapter Summary -- Up to the Challenge? Bridgestone Turns the Americans Loose: Are They Just "Spinning their Wheels"? -- International Development: Moshi, Moshi: Overcoming Cultural Barriers to Communication -- From Theory to International Practice: We Have Ways of Making you Talk: Researching a Foreign Language -- Chapter 7. Managing Conflict and Conducting Effective Negotiations --
  • International Challenge: Two Sides of a Common Border: Negotiations between Mexicans and Americans -- A World of Conflict -- Cultural Causes of Conflict in International Management -- Managing Conflict Effectively -- International Insights: The Ties that Bind Sometimes Break: The Fan Clan and Work-Family Relations in the New China -- Understanding International Negotiation -- Basic Approaches to International Negotiation -- International Insights: Getting to Yes: Negotiating Safely in a Hostage Crisis -- Frameworks for Understanding the Process of International Negotiations -- International Negotiation: A Four-Stage Process -- International Insights: The Devil is in the Details: The Meaning of Compromise across Cultures -- Chapter Summary -- Up to the Challenge? Understanding the Mexican and American Negotiation Gap -- International Development: An International Negotiation Scenario -- From Theory to International Practice: Characteristic Features of Negotiation Behavior in Countries around the World -- Case 2: Contract Negotiations in Western Africa: A Case of Mistaken Identity -- Chapter 8. Taking Stock: Developing International Strategy -- International Challenge: Fast Food Fight: McDonald's Faces Tough Local Competitors Overseas -- International Strategy: Deciding How to Compete Abroad -- Basic Strategic Concepts for International Competition -- International Insights: General Electric Upends "Globalization" in Favor of "Reverse Innovation" -- Corporate Strategy Options in International Business -- Industry Pressures for Global Integration and Local Responsiveness -- The International Strategy -- The Multidomestic Strategy -- The Global Strategy -- The Transnational Strategy -- Another Alternative: The Regional Strategy -- When Strategy Provides a Competitive Advantage -- How Culture Can Impact Strategic Choices -- Winning Big: Small Firms and International Strategy -- The Strategy Challenge for Small Firms -- Getting Help -- Finding and Exploiting a Specialized Niche -- The Process of Developing International Strategy -- Step 1: The Mission Statement -- Step 2: Conducting a SWOT Analysis -- International Insights: Krafting Strategy for International Markets -- Step 3: Deciding on an International Strategy and Setting Goals -- Step 4: Developing Implementation Tactics and Plans -- Step 5: Putting Control and Evaluation Procedures in Place -- International Insights: Nokia Creates International Strategy by Listening...from the Ground Up -- Organizational Requirements for Successful International Strategy -- Designing a Fair Strategy Development Process -- Chapter Summary -- Up to the Challenge? How Local Competitors Respond to McDonald's...and How the Big Mac Adapts -- International Development: Conducting a Company Situation Analysis -- From Theory to International Practice: Making Moves on a Global Stage -- Chapter 9. Jumping In: Foreign Market Entry and Ownership Options -- International Challenge: General Electric Powers Up in China...but at a Technological Price -- Taking the Plunge -- Stages of International Development -- Foreign Market Entry Options -- Entry Options without Ownership -- International Insights: Trouble Can Find American Exporters at Home -- International Insights: McDonald's and Other U.S. Franchisors Find Foreign Growth is Golden -- Entry Options Involving Ownership -- International Insights: Danone's Chinese Joint Venture Turns Sour -- Other Types of Strategic Alliances -- Chapter Summary -- Up to the Challenge? General Electric Antes Up (Some) Technology to Tap China's Growing Power Market -- International Development: Using the Global Practices Instrument -- From Theory to International P1 act Mini-Cases in International Strategy -- Chapter 10. Making It Work: Effective International Operations -- International Challenge: The Toyota Way: How the World's Largest Car Maker Works to Control Production across Borders -- Making It Work: Effective International Operations -- Factors Affecting International Market Entry Choice -- Structuring International Business Operations -- Challenges in Managing Strategic Alliances -- Managing Global Supply Chains -- International Insights: The Best of Times, the Worst of Times: A Tale of Two Factories -- International Insights: Taking a Hike on the Global Sourcing Highway: The Laptop Computer Trail -- The Management of Technology by Multinationals -- International Insights: U.S. Firm Battled a Japanese Giant to Protect Its Technology -- Chapter Summary -- Up to the Challenge? Taking the Toyota Way on the Road: Should They Call an International Tow Truck? -- International Development: A Detailed Look at Managing International Operations -- From Theory to International Practice: Exporting Your Technology Products -- Case 3: Go Global or No? -- Chapter 11. Motivating and Leading across Cultures -- International Challenge: Firing Up the Bear: How Should Western Firms Motivate Russian Employees? -- Motivating and Leading Abroad: One Size Does Not Fit All -- Western Motivation Concepts and Their Applicability to Other Cultures -- Maslow's Hierarchy of Needs -- Herzberg's Two-Factor Theory -- International Insights: Money Drives Russian Women Working for Mary Kay and Avon -- Equity Theory: You Should Get What You Deserve -- International Insights: Jacket Gesture Backfires in China -- Reinforcement Theory: Connecting Behavior and Consequences -- Expectancy Theory: Setting Goals and Tying in Rewards -- International Insights: Global Dining's Message to its Japanese Employees: Perform or You're Chopped Liver -- Conclusions about Motivation across Cultures -- Effective Leadership in an International Context -- When in Rome: Leader Behavior across Cultures -- International Insights: Stodgy South Korean Companies Loosen Up Their Leadership -- Transformational Leadership: Does It Work across Cultures? -- Cross-Cultural Leadership Effectiveness: Pulling Everything Together -- Leadership Development in Multinationals -- Chapter Summary -- Up to the Challenge? Motivating Russian Employees -- International Development: How Are Your Cross-Cultural Motivation Skills? -- From Theory to International Practice: Leadership Transitions in BRIG Countries: Understanding the New Economic Powerhouses -- Chapter 12. Building an Effective International Workforce -- International Challenge: Multinationals Find Recruiting and Retaining Chinese Talent a Tall Order -- A Strategic Look at International Human Resource Management -- International Insights: Hiring the Best from Abroad Means Going the Extra Mile...or Two -- Staffing Foreign Operations: A World of Choices -- International Insights: "Boomerangs" Straddle Cultural Boundaries -- Selecting and Developing International Employees -- Developing Managers with International Skills -- International Insights: Glamour, Grunge, or Both? In the Trenches with International Managers -- Cultural Differences in Selection and Development Procedures -- Managing Equal Opportunity and Organizational Diversity in an International Context -- Expatriates: A World Away -- Expatriates: High Risk, High Reward -- Selecting Expatriates -- Training, Preparation, and Adjustment of Expatriates -- Trends in Expatriate Preparation -- Returning Home: The Challenge of Repatriation -- Chapter Summary -- Up to the Challenge? Front-Line Expatriates in China: Making a Difference in Attracting and Holding Top Talent -- International Development: What Is Your International Orientation? -- From Theory to International Practice: International Human Resource Management in Specific Firms -- Chapter 13. Evaluating and Rewarding Employees Worldwide -- International Challenge: Expatriate Assignments: Are Multinationals Making It Harder to Say "Yes"? -- Employee Performance Appraisal: The Global Challenge -- Multinationals and Performance Evaluation for Expatriates -- Who Should Evaluate Expatriate Performance? --
  • When Should Expatriate Performance Be Evaluated? -- Context Variables that Impact Evaluations of Expatriates -- Some Additional Challenges with Cross-Border Performance Evaluations -- General Guidelines for Expatriate Evaluation -- Evaluating Foreign-Born Employees -- International Insights: Some Advice for Providing Performance Feedback to Foreign-Born Employees -- Compensation of International Employees -- The Meaning of Compensation -- Pay Levels across Countries -- Senior Executive Compensation across Countries -- Vacation Time: Less in the United States, More in Europe -- Explaining Compensation Differences across Countries -- International Insights: The Nail That Stuck Out at Toyota -- The Challenges of Expatriate Compensation -- Grappling with Expatriate Costs...and Employee Comparisons -- Methods for Compensating Expatriates -- Chapter Summary -- Up to the Challenge? Are American Expatriates Becoming Too Expensive for Multinationals? -- International Development: Giving Negative Performance Feedback across Cultures -- From Theory to International Practice: Assembling an Expatriate Compensation Package -- Chapter 14. Managing Groups across Cultures: From Small Work Teams to Large Labor Forces -- International Challenge: SAP'S Plans Hit a Cultural Barrier -- Introduction -- Managing Teams and Smaller Work Groups across Cultures -- Differences in Group Behavior across Cultures -- Group Productivity across Cultures -- International Insights: Teamwork at 35,000 Feet -- Diversity: When Different Cultural Groups Come into Contact -- International Insights: Cross-Cultural Teams Open in the Catskills -- Labor Relations in and across Cultures -- Management and Worker Perspectives on Labor Relations -- Labor Unions across Countries -- Unions among EU Countries -- International Insights: Germans Think Americans Work Too Hard -- Unions in Asia -- International Insights: Unions in the Middle Kingdom Not Forbidden, But Not That Useful Either -- Central/South American Unions -- African Unionism -- International Employee Unions -- Other Forms of Employee Input -- Putting Agreements into Practice -- Effect of Unions on Strikes -- Chapter Summary -- Up to the Challenge? SAP'S Decision to Become Less German -- International Development: Understanding Japanese Group Decision Making -- From Theory to International Practice: The Blanchworth China Company -- Case 4: the Case of the Floundering Expatriate
Control code
ocn426810637
Dimensions
29 cm
Edition
4th ed
Extent
xxvii, 561 p.
Isbn
9780203875117
Isbn Type
(e-book)
Lccn
2009052255
Other physical details
ill.
System control number
(OCoLC)426810637
Label
International management : strategic opportunities and cultural challenges, Dean B. McFarlin, Paul D. Sweeney
Publication
Bibliography note
Includes bibliographical references and indexes
Contents
  • Chapter 1. On a Global Stage: The World of International Management -- International Challenge: Balancing Act for New Balance: Still Running with Production in the United States -- International Business: A World of Constant Innovation and Change -- Globalization and the World Trade Organization -- Our Plan for this Chapter -- Globalization and the Growth of International Business -- The Hottest Areas for Growth and Investment -- A Snapshot of Regional Trends -- The Americas: Still Searching for Trade Ties -- The Asia-Pacific: Resilience in the Storm -- Europe: Now a Generation Past East Meets West -- International Insights: Russia: Corruption in the Wild, Wild East -- The Middle East and Africa: Uncertain Territory and Growing Potential -- Key Challenges Facing International Business -- Technological Sophistication and International Volatility -- International Workforce Challenges -- Managing in a Volatile and Challenging International Environment -- Basic Conceptual Foundations -- Chapter Summary -- Up to the Challenge? New Balance Makes "Made in the U.S.A." Work by Running Lean... and High Tech -- International Development: International Management: Living at 35,000 Feet? -- From Theory to International Practice: Hitting Home: Understanding Your Local "China Syndrome" -- Chapter 2. Legal and Political Foundations of International Management -- International Challenge: Making It and Faking It: Global Counterfeiting Inc. is Headquartered in China -- Legal Issues in International Management -- Types of Legal Systems -- International Insights: Courting Trouble: American-Style Litigation and Lawyers in Japan -- International Law -- Political Issues and Risks in International Management -- What Is Political Risk? -- Types of Political Risk -- International Insights: In Harm's Way: The Danger in Doing Business Abroad -- International Insights: The Arab League Boycott of Israel, Baxter International, and Today's Challenges -- Managing or Dealing with Political Risk -- Chapter Summary -- Up to the Challenge? Crouching Tiger, Hidden Knock-offs: Counterfeiting in the Middle Kingdom -- International Development: Culture Knowledge Quiz -- From 'Theory to International Practice: Calibrating International Business Risk -- Chapter 3. Doing Things Right: International Ethics and Social Responsibility -- International Challenge: Competitive Intelligence: Dumpster Diving for That Extra Edge -- Ethics and Social Responsibility in International Management -- Philosophies and Perspectives on Ethics -- International Insights: Beyond Rangoon: Chevron and Human Rights in Burma -- Cross-National Differences in Ethical Perspectives -- International Insights: Bribery as a Business Model Bavarian Baksheesh at Siemens AG -- International Insights: Is Doing the Right Thing Wrong? An American Faces an Ethical Dilemma in Brazil -- Ethical Behavior and Human Rights -- Ethics Associated with Questionable Payments and Bribery -- International Insights: Making Friends and Influencing People: The Long Arm of the FCPA Got Longer -- Ethical Issues Emerging from Countries Converting to Capitalism -- International Insights: A Job Seeker's Odyssey -- Chapter Summary -- Up to the Challenge? Competitive Intelligence: Lots of Gray Areas, No Easy Answers -- International Development: Bribery in International Business -- From Theory to International Practice: Analyzing Corporate Codes -- Chapter 4. Making Distinctions across Cultures: Implications for International Management -- International Challenge: Two Sides of the Japanese-American Cultural Divide: Is "10 People, 10 Colors" the Same as "To Each His Own?" -- Revisiting Culture -- Classifying Cultures around the Globe -- Ronen and Shenkar's Country Clusters -- International Insights: Sayonara Mr. Salaryman? A Look at Forces that May Act to Change Japanese Culture -- International Insights: The More Things Change: Guanxi is Beginning to Look More Like Schmoozing -- Hofstede: Clustering Countries on Work-Related Value Dimensions -- International Insights: One American Firm's European Subsidiaries: A Cultural Mosaic -- Trompenaars's Alternative: Another Look at Cultural Dimensions -- Spanning the GLOBE: One Final Classification System -- The Implications of Culture for International Management -- Culture and What People Want from Work -- Culture and Views about Leadership -- How Individuals and Corporations Can Make Better Sense of Culture -- Chapter Summary -- Up to the Challenge? Working Together in the United States: Implications for Managing the Japanese-American Cultural Divide -- International Development: Understanding Your Orientation toward Individualism-Collectivism -- From Theory to International Practice: The Cultural Minefield of International Gift Giving -- Case 1: Chiba International, Inc. -- Chapter 5. Perception, Interpretation, and Attitudes across Cultures -- International Challenge: Desperately Seeking Latin Culture -- Perception, Interpretation, and Attitudes across Cultures -- Differences in Perceptions of People and Events -- Perception of Nonverbal Behavior -- International Insights: Getting "Carded" in Japan: Perception and the Business Card Ritual -- International Insights: It's a Small Park after All: Cueing Up at the House of the Mouse -- The Effect of Context on Perception -- Differences in the Perception of Time -- Interpretation of Perceptions -- Self-Attribution Effects -- Attributions about Others -- Implications of Cross-Cultural Attribution -- International Insights: Attributions on TV -- Attitudes -- Attitudes toward the Self -- International Insights: Face: How to Give It, Get It, and Keep It -- Effects of Having Different Self-Views -- Attitudes about Work -- Attitudes about Others and Groups -- International Insights: Latitudes and Attitudes: What People from Other Countries Say about Americans -- International Insights: What Sells in Europe? Poking Fun at American Blokes -- The Effects of Attitudes and Stereotypes -- Chapter Summary -- Up to the Challenge? Putting the Culture Back into Housewives -- International Development: Measuring Your Perceptual Orientation to Time -- From 'theory to International Practice: Conducting a Cultural Audit of China -- Chapter 6. Communicating Effectively across Cultures -- International Challenge: Lost in Translation: Bridgestone's Communication Effort Goes Flat -- Communicating Effectively across Cultures -- The Value of Communications Savvy in International Business -- Spoken and Written Communication -- Languages of the World -- Speaking (and Not Speaking) Other Languages -- International Insights: The Best Care in the Air Might be Cross-Cultural: Miscommunication can be Dangerous -- Communicating in Foreign Languages: Plenty of Room for Error -- International Insights: Habla Listed Espa·ol? Microsoft Has to Brush Up -- Compliments as Communication -- Criticism as Communication -- Embarrassment as Communication -- Apology, Regret, and Forgiveness as Communication -- International Insights: Japanese Dairy "Pours" On the Apologies -- Monitoring Others as a Communication Tool -- Written Communication -- International Insights: Many Americans "Strike Out" When Communicating with Foreign Business Partners -- Nonverbal Communication -- Interpersonal Space and Gestures -- Emotions and Touch -- Vocal Qualities as Nonverbal Communication -- Context Revisited -- International Insights: Going Beyond Face Value and Valuing the Face-to-Face: Improving International Communication -- Chapter Summary -- Up to the Challenge? Bridgestone Turns the Americans Loose: Are They Just "Spinning their Wheels"? -- International Development: Moshi, Moshi: Overcoming Cultural Barriers to Communication -- From Theory to International Practice: We Have Ways of Making you Talk: Researching a Foreign Language -- Chapter 7. Managing Conflict and Conducting Effective Negotiations --
  • International Challenge: Two Sides of a Common Border: Negotiations between Mexicans and Americans -- A World of Conflict -- Cultural Causes of Conflict in International Management -- Managing Conflict Effectively -- International Insights: The Ties that Bind Sometimes Break: The Fan Clan and Work-Family Relations in the New China -- Understanding International Negotiation -- Basic Approaches to International Negotiation -- International Insights: Getting to Yes: Negotiating Safely in a Hostage Crisis -- Frameworks for Understanding the Process of International Negotiations -- International Negotiation: A Four-Stage Process -- International Insights: The Devil is in the Details: The Meaning of Compromise across Cultures -- Chapter Summary -- Up to the Challenge? Understanding the Mexican and American Negotiation Gap -- International Development: An International Negotiation Scenario -- From Theory to International Practice: Characteristic Features of Negotiation Behavior in Countries around the World -- Case 2: Contract Negotiations in Western Africa: A Case of Mistaken Identity -- Chapter 8. Taking Stock: Developing International Strategy -- International Challenge: Fast Food Fight: McDonald's Faces Tough Local Competitors Overseas -- International Strategy: Deciding How to Compete Abroad -- Basic Strategic Concepts for International Competition -- International Insights: General Electric Upends "Globalization" in Favor of "Reverse Innovation" -- Corporate Strategy Options in International Business -- Industry Pressures for Global Integration and Local Responsiveness -- The International Strategy -- The Multidomestic Strategy -- The Global Strategy -- The Transnational Strategy -- Another Alternative: The Regional Strategy -- When Strategy Provides a Competitive Advantage -- How Culture Can Impact Strategic Choices -- Winning Big: Small Firms and International Strategy -- The Strategy Challenge for Small Firms -- Getting Help -- Finding and Exploiting a Specialized Niche -- The Process of Developing International Strategy -- Step 1: The Mission Statement -- Step 2: Conducting a SWOT Analysis -- International Insights: Krafting Strategy for International Markets -- Step 3: Deciding on an International Strategy and Setting Goals -- Step 4: Developing Implementation Tactics and Plans -- Step 5: Putting Control and Evaluation Procedures in Place -- International Insights: Nokia Creates International Strategy by Listening...from the Ground Up -- Organizational Requirements for Successful International Strategy -- Designing a Fair Strategy Development Process -- Chapter Summary -- Up to the Challenge? How Local Competitors Respond to McDonald's...and How the Big Mac Adapts -- International Development: Conducting a Company Situation Analysis -- From Theory to International Practice: Making Moves on a Global Stage -- Chapter 9. Jumping In: Foreign Market Entry and Ownership Options -- International Challenge: General Electric Powers Up in China...but at a Technological Price -- Taking the Plunge -- Stages of International Development -- Foreign Market Entry Options -- Entry Options without Ownership -- International Insights: Trouble Can Find American Exporters at Home -- International Insights: McDonald's and Other U.S. Franchisors Find Foreign Growth is Golden -- Entry Options Involving Ownership -- International Insights: Danone's Chinese Joint Venture Turns Sour -- Other Types of Strategic Alliances -- Chapter Summary -- Up to the Challenge? General Electric Antes Up (Some) Technology to Tap China's Growing Power Market -- International Development: Using the Global Practices Instrument -- From Theory to International P1 act Mini-Cases in International Strategy -- Chapter 10. Making It Work: Effective International Operations -- International Challenge: The Toyota Way: How the World's Largest Car Maker Works to Control Production across Borders -- Making It Work: Effective International Operations -- Factors Affecting International Market Entry Choice -- Structuring International Business Operations -- Challenges in Managing Strategic Alliances -- Managing Global Supply Chains -- International Insights: The Best of Times, the Worst of Times: A Tale of Two Factories -- International Insights: Taking a Hike on the Global Sourcing Highway: The Laptop Computer Trail -- The Management of Technology by Multinationals -- International Insights: U.S. Firm Battled a Japanese Giant to Protect Its Technology -- Chapter Summary -- Up to the Challenge? Taking the Toyota Way on the Road: Should They Call an International Tow Truck? -- International Development: A Detailed Look at Managing International Operations -- From Theory to International Practice: Exporting Your Technology Products -- Case 3: Go Global or No? -- Chapter 11. Motivating and Leading across Cultures -- International Challenge: Firing Up the Bear: How Should Western Firms Motivate Russian Employees? -- Motivating and Leading Abroad: One Size Does Not Fit All -- Western Motivation Concepts and Their Applicability to Other Cultures -- Maslow's Hierarchy of Needs -- Herzberg's Two-Factor Theory -- International Insights: Money Drives Russian Women Working for Mary Kay and Avon -- Equity Theory: You Should Get What You Deserve -- International Insights: Jacket Gesture Backfires in China -- Reinforcement Theory: Connecting Behavior and Consequences -- Expectancy Theory: Setting Goals and Tying in Rewards -- International Insights: Global Dining's Message to its Japanese Employees: Perform or You're Chopped Liver -- Conclusions about Motivation across Cultures -- Effective Leadership in an International Context -- When in Rome: Leader Behavior across Cultures -- International Insights: Stodgy South Korean Companies Loosen Up Their Leadership -- Transformational Leadership: Does It Work across Cultures? -- Cross-Cultural Leadership Effectiveness: Pulling Everything Together -- Leadership Development in Multinationals -- Chapter Summary -- Up to the Challenge? Motivating Russian Employees -- International Development: How Are Your Cross-Cultural Motivation Skills? -- From Theory to International Practice: Leadership Transitions in BRIG Countries: Understanding the New Economic Powerhouses -- Chapter 12. Building an Effective International Workforce -- International Challenge: Multinationals Find Recruiting and Retaining Chinese Talent a Tall Order -- A Strategic Look at International Human Resource Management -- International Insights: Hiring the Best from Abroad Means Going the Extra Mile...or Two -- Staffing Foreign Operations: A World of Choices -- International Insights: "Boomerangs" Straddle Cultural Boundaries -- Selecting and Developing International Employees -- Developing Managers with International Skills -- International Insights: Glamour, Grunge, or Both? In the Trenches with International Managers -- Cultural Differences in Selection and Development Procedures -- Managing Equal Opportunity and Organizational Diversity in an International Context -- Expatriates: A World Away -- Expatriates: High Risk, High Reward -- Selecting Expatriates -- Training, Preparation, and Adjustment of Expatriates -- Trends in Expatriate Preparation -- Returning Home: The Challenge of Repatriation -- Chapter Summary -- Up to the Challenge? Front-Line Expatriates in China: Making a Difference in Attracting and Holding Top Talent -- International Development: What Is Your International Orientation? -- From Theory to International Practice: International Human Resource Management in Specific Firms -- Chapter 13. Evaluating and Rewarding Employees Worldwide -- International Challenge: Expatriate Assignments: Are Multinationals Making It Harder to Say "Yes"? -- Employee Performance Appraisal: The Global Challenge -- Multinationals and Performance Evaluation for Expatriates -- Who Should Evaluate Expatriate Performance? --
  • When Should Expatriate Performance Be Evaluated? -- Context Variables that Impact Evaluations of Expatriates -- Some Additional Challenges with Cross-Border Performance Evaluations -- General Guidelines for Expatriate Evaluation -- Evaluating Foreign-Born Employees -- International Insights: Some Advice for Providing Performance Feedback to Foreign-Born Employees -- Compensation of International Employees -- The Meaning of Compensation -- Pay Levels across Countries -- Senior Executive Compensation across Countries -- Vacation Time: Less in the United States, More in Europe -- Explaining Compensation Differences across Countries -- International Insights: The Nail That Stuck Out at Toyota -- The Challenges of Expatriate Compensation -- Grappling with Expatriate Costs...and Employee Comparisons -- Methods for Compensating Expatriates -- Chapter Summary -- Up to the Challenge? Are American Expatriates Becoming Too Expensive for Multinationals? -- International Development: Giving Negative Performance Feedback across Cultures -- From Theory to International Practice: Assembling an Expatriate Compensation Package -- Chapter 14. Managing Groups across Cultures: From Small Work Teams to Large Labor Forces -- International Challenge: SAP'S Plans Hit a Cultural Barrier -- Introduction -- Managing Teams and Smaller Work Groups across Cultures -- Differences in Group Behavior across Cultures -- Group Productivity across Cultures -- International Insights: Teamwork at 35,000 Feet -- Diversity: When Different Cultural Groups Come into Contact -- International Insights: Cross-Cultural Teams Open in the Catskills -- Labor Relations in and across Cultures -- Management and Worker Perspectives on Labor Relations -- Labor Unions across Countries -- Unions among EU Countries -- International Insights: Germans Think Americans Work Too Hard -- Unions in Asia -- International Insights: Unions in the Middle Kingdom Not Forbidden, But Not That Useful Either -- Central/South American Unions -- African Unionism -- International Employee Unions -- Other Forms of Employee Input -- Putting Agreements into Practice -- Effect of Unions on Strikes -- Chapter Summary -- Up to the Challenge? SAP'S Decision to Become Less German -- International Development: Understanding Japanese Group Decision Making -- From Theory to International Practice: The Blanchworth China Company -- Case 4: the Case of the Floundering Expatriate
Control code
ocn426810637
Dimensions
29 cm
Edition
4th ed
Extent
xxvii, 561 p.
Isbn
9780203875117
Isbn Type
(e-book)
Lccn
2009052255
Other physical details
ill.
System control number
(OCoLC)426810637

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