ISE International Management: Culture, Strategy, and Behavior

Höfundar: Fred Luthans; Jonathan Doh (Útgáfa: 12)
ISE International Management: Culture, Strategy, and Behavior

Kaup valmöguleikar

The 12th edition of International Management: Culture, Strategy, and Behavior takes a user-friendly, well-balanced approach in covering all the critical dimensions and the interdependencies between them. This edition covers environment and OB/HRM over three chapters each, along with Culture and Strategy getting their own four chapters. The text also emphasizes a balance of research and application.

The 12th edition has been updated to reflect how the COVID-19 pandemic has challenged the fundamental assumptions about how international business is conducted. The authors also incorporated coverage of emerging markets that are facing a high level of stress and how the development of new technology, such as artificial intelligence and robotics, will result in fundamental changes to the global job market.

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Útgefandi
McGraw-Hill Higher Education (International)
ISBN
9781266463082
Print ISBN
9781266097904
Format
ePub
Útgáfa
12
Höfundar
Fred Luthans; Jonathan Doh
Tungumál
English
Útgefið
2023-02-21
Prent takmörkun á líftíma
100

Kaflar

  • Cover
  • Title Page
  • Copyright Page
  • Dedication
  • Preface
  • Doh Luthans Gaur
  • Continues to Set the Standard
  • About the Author
  • Brief Contents
  • Table of Contents
  • Part One Environmental Foundation
  • Chapter 1: Globalization and International Linkages
  • The World of International Management: An Interconnected World
  • Introduction
  • Globalization and Internationalization
  • Globalization, Antiglobalization, and Global Pressures for Change
  • Global and Regional Integration
  • Changing Global Demographics
  • The Shifting Balance of Economic Power in the Global Economy
  • Global Economic Systems
  • Market Economy
  • Command Economy
  • Mixed Economy
  • Economic Performance and Issues of Major Regions
  • Established Economies
  • Emerging and Developing Economies
  • Developing Economies on the Verge
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Answers to the In-Chapter Quiz
  • Internet Exercise: Global Competition in Fast Food
  • Endnotes
  • In the International Spotlight: India
  • Chapter 2: The Political, Legal, and Technological Environment
  • The World of International Management: Social Media and Political Change
  • Political Environment
  • Ideologies
  • Political Systems
  • Legal and Regulatory Environment
  • Basic Principles of International Law
  • Examples of Legal and Regulatory Issues
  • Privatization
  • Regulation of Trade and Investment
  • Technological Environment and Global Shifts in Production
  • Trends in Technology, Communication, and Innovation
  • Biotechnology
  • E-Business
  • Telecommunications
  • Technological Advancements, Outsourcing, and Offshoring
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Hitachi Goes Worldwide
  • Endnotes
  • In the International Spotlight: Malaysia
  • Chapter 3: Ethics, Social Responsibility, and Sustainability
  • The World of International Management: Sustaining Sustainable Companies
  • Ethics and Social Responsibility
  • Ethics and Social Responsibility in International Management
  • Ethics Theories and Philosophy
  • Human Rights
  • Labor, Employment, and Business Practices
  • Environmental Protection and Development
  • Globalization and Ethical Obligations of MNCs
  • Reconciling Ethical Differences across Cultures
  • Corporate Social Responsibility and Sustainability
  • Corporate Governance
  • Corruption
  • International Assistance
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Endnotes
  • In the International Spotlight: Qatar
  • Brief Integrative Case 1.1: Coca-Cola in India
  • Endnotes
  • Brief Integrative Case 1.2: TOMS Puts Its Right Foot Forward
  • Endnotes
  • In-Depth Integrative Case 1.1: Student Advocacy and “Sweatshop” Labor: The Case of Russell Athletic
  • Endnotes
  • In-Depth Integrative Case 1.2: The Ethics of Global Drug Pricing
  • Endnotes
  • Part Two The Role of Culture
  • Chapter 4: The Meanings and Dimensions of Culture
  • The World of International Management: Culture Clashes in Cross-Border Mergers and Acquisitions
  • The Nature of Culture
  • Cultural Diversity
  • Values in Culture
  • Values in Transition
  • Cultural Dimensions
  • Hofstede
  • Trompenaars
  • Integrating Culture and Management: The GLOBE Project
  • Culture and Management
  • GLOBE’s Cultural Dimensions
  • GLOBE Country Analysis
  • National Culture and the COVID-19 Pandemic
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Renault-Nissan in South Africa
  • Endnotes
  • In the International Spotlight: Turkey
  • Chapter 5: Managing Across Cultures
  • The World of International Management: Taking a Bite Out of Apple: Corporate Culture and an Unlikely Chinese Start-up
  • The Strategy for Managing across Cultures
  • Strategic Predispositions
  • Meeting the Challenge
  • Cross-Cultural Differences and Similarities
  • Parochialism and Simplification
  • Similarities across Cultures
  • Many Differences across Cultures
  • Cultural Differences in Selected Countries and Regions
  • Using the GLOBE Project to Compare Managerial Differences
  • Managing Culture in Selected Countries and Regions
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Haier’s Approach
  • Endnotes
  • In the International Spotlight: Poland
  • Chapter 6: Organizational Cultures and Diversity
  • The World of International Management: The Fundamentals of Strong Multinational Teams
  • The Nature of Organizational Culture
  • Definition and Characteristics
  • Interaction between National and Organizational Cultures
  • Organizational Cultures in MNCs
  • Family Culture
  • Eiffel Tower Culture
  • Guided Missile Culture
  • Incubator Culture
  • Managing Multiculturalism and Diversity
  • Phases of Multicultural Development
  • Types of Multiculturalism
  • Potential Challenges Associated with Diversity
  • Advantages of Diversity
  • Building Multicultural Team Effectiveness
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Lenovo’s International Focus
  • Endnotes
  • In the International Spotlight: Singapore
  • Chapter 7: Cross-Cultural Communication and Negotiation
  • The World of International Management: Netflix’s Negotiations: Global Expansion Strategies
  • The Overall Communication Process
  • Verbal Communication Styles
  • Interpretation of Communications
  • Communication Flows
  • Downward Communication
  • Upward Communication
  • Communication Barriers
  • Language Barriers
  • Perceptual Barriers
  • The Impact of Culture
  • Nonverbal Communication
  • Achieving Communication Effectiveness
  • Improve Feedback Systems
  • Provide Language Training
  • Provide Cultural Training
  • Increase Flexibility and Cooperation
  • Managing Cross-Cultural Negotiations
  • Types of Negotiation
  • The Negotiation Process
  • Cultural Differences Affecting Negotiations
  • Negotiation Tactics
  • Negotiating for Mutual Benefit
  • Bargaining Behaviors
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Working Effectively at Toyota
  • Endnotes
  • In the International Spotlight: China
  • Brief Integrative Case 2.1: The X-Culture Project: Challenges of Managing Global-Virtual Teams
  • Endnotes
  • Brief Integrative Case 2.2: Danone’s Wrangle with Wahaha
  • Endnotes
  • In-Depth Integrative Case 2.1a: Euro Disneyland
  • Endnotes
  • In-Depth Integrative Case 2.1b: Disney in Asia
  • Endnotes
  • In-Depth Integrative Case 2.2: Walmart’s Global Strategies
  • Endnotes
  • Part Three International Strategic Management
  • Chapter 8: Strategy Formulation and Implementation
  • The World of International Management: Starbucks’ Caffeinated Push for Global Growth
  • Strategic Management
  • The Growing Need for Strategic Management
  • Benefits of Strategic Planning
  • Approaches to Formulating and Implementing Strategy
  • Global and Regional Strategies
  • The Basic Steps in Formulating Strategy
  • Environmental Scanning
  • Internal Resource Analysis
  • Goal Setting for Strategy Formulation
  • Strategy Implementation
  • Location Considerations for Implementation
  • Combining Country and Firm-Specific Factors in International Strategy
  • The Role of the Functional Areas in Implementation
  • Specialized Strategies
  • Strategies for Emerging Markets
  • Base of the Pyramid Strategy
  • Entrepreneurial Strategy and New Ventures
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Infosys’ Global Strategy
  • Endnotes
  • In the International Spotlight: United Arab Emirates
  • Chapter 9: Entry Strategies and Organizational Structures
  • The World of International Management: Airbnb
  • Entry Strategies and Ownership Structures
  • Export/Import
  • Wholly Owned Subsidiaries
  • Mergers/Acquisitions
  • Alliances and Joint Ventures
  • Licensing
  • Franchising
  • The Organization Challenge
  • Basic Organizational Structures
  • Initial Division Structure
  • International Division Structure
  • Global Structural Arrangements
  • Transnational Network Structures
  • Nontraditional Organizational Arrangements
  • Organizational Arrangements from Mergers, Acquisitions, Joint Ventures, and Alliances
  • Organizing for Product Integration
  • Organizational Characteristics of MNCs
  • Formalization
  • Specialization
  • Centralization
  • Putting Organizational Characteristics in Perspective
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Organizing for Effectiveness
  • Endnotes
  • In the International Spotlight: Saudi Arabia
  • Chapter 10: Managing Political Risk, Government Relations, and Alliances
  • The World of International Management: Turkey: Risks and Political Uncertainty
  • The Nature and Analysis of Political Risk
  • Macro and Micro Analysis of Political Risk
  • Terrorism and Its Overseas Expansion
  • Analyzing the Expropriation Risk
  • Managing Political Risk and Government Relations
  • Developing a Comprehensive Framework or Quantitative Analysis
  • Techniques for Responding to Political Risk
  • Managing Alliances
  • The Alliance Challenge
  • The Role of Host Governments in Alliances
  • Examples of Challenges and Opportunities in Alliance Management
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Nokia in China
  • Endnotes
  • In the International Spotlight: Vietnam
  • Chapter 11: Management Decision and Control
  • The World of International Management: Global Online Retail: Amazon versus Alibaba
  • Decision-Making Process and Challenges
  • Factors Affecting Decision-Making Authority
  • Cultural Differences and Comparative Examples of Decision Making
  • Total Quality Management Decisions
  • Decisions for Attacking the Competition
  • Decision and Control Linkages
  • The Controlling Process
  • Types of Control
  • Approaches to Control
  • Performance Evaluation as a Mechanism of Control
  • Financial Performance
  • Quality Performance
  • Personnel Performance
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Looking at the Best
  • Endnotes
  • In the International Spotlight: Japan
  • Brief Integrative Case 3.1: Google in China: Protecting Property and Rights
  • Endnotes
  • Brief Integrative Case 3.2: Winning a War Without an Armor: Tesla’s Open Innovation Strategy in Emerging Markets
  • Endnotes
  • In-Depth Integrative Case 3.1: How Starbucks Convinced Indians to Embrace Coffee
  • Endnotes
  • Part Four Organizational Behavior and Human Resource Management
  • Chapter 12: Motivation across Cultures
  • The World of International Management: Motivating Employees in a Multicultural Context: Insights from Emerging Markets
  • The Nature of Motivation
  • The Universalist Assumption
  • The Assumption of Content and Process
  • The Hierarchy-of-Needs Theory
  • The Maslow Theory
  • International Findings on Maslow’s Theory
  • The Two-Factor Theory of Motivation
  • The Herzberg Theory
  • International Findings on Herzberg’s Theory
  • Achievement Motivation Theory
  • The Background of Achievement Motivation Theory
  • International Findings on Achievement Motivation Theory
  • Select Process Theories
  • Equity Theory
  • Goal-Setting Theory
  • Expectancy Theory
  • Motivation Applied: Job Design, Work Centrality, and Rewards
  • Job Design
  • Work Centrality
  • Reward Systems
  • Incentives and Culture
  • COVID-19 and the Future of Work
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Motivating Potential Employees
  • Endnotes
  • In the International Spotlight: Nigeria
  • Chapter 13: Leadership across Cultures
  • The World of International Management: Global Leadership Development: An Emerging Need
  • Foundation for Leadership
  • The Manager-Leader Paradigm
  • Philosophical Background: Theories X, Y, and Z
  • Leadership Behaviors and Styles
  • The Managerial Grid Performance: A Japanese Perspective
  • Leadership in the International Context
  • Attitudes of European Managers toward Leadership Practices
  • Japanese Leadership Approaches
  • Differences between Japanese and U.S. Leadership Styles
  • Leadership in China
  • Leadership in the Middle East
  • Leadership Approaches in India
  • Leadership Approaches in Africa
  • Leadership Approaches in Latin America
  • Research Findings and Insights about Leadership
  • Transformational, Charistmatic, and Transactional Leadership
  • Qualities for Successful Leaders
  • Culture Clusters and Leader Effectiveness
  • Leader Behavior, Leader Effectiveness, and Leading Teams
  • Cross-Cultural Leadership: Insights from the GLOBE Study
  • Authentic Leadership
  • Ethical, Responsible, and Servant Leadership
  • Entrepreneurial Leadership and Mindset
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Taking a Closer Look
  • Endnotes
  • In the International Spotlight: Australia
  • Chapter 14: Human Resource Selection and Development across Cultures
  • The World of International Management: The Challenge of Talent Retention in India
  • The Importance of International Human Resources
  • Getting the Employee Perspective
  • Employees as Critical Resources
  • Investing in International Assignments
  • Economic Pressures
  • Sources of Human Resources
  • Home-Country Nationals
  • Host-Country Nationals
  • Third-Country Nationals
  • Subcontracting and Outsourcing
  • Selection Criteria for International Assignments
  • General Criteria
  • Adaptability to Cultural Change
  • Physical and Emotional Health
  • Age, Experience, and Education
  • Language Training
  • Motivation for a Foreign Assignment
  • Spouses and Dependents or Work-Family Issues
  • Leadership Ability
  • Other Considerations
  • International Human Resource Selection Procedures
  • Testing and Interviewing Procedures
  • The Adjustment Process
  • Compensation
  • Common Elements of Compensation Packages
  • Tailoring the Package
  • Individual and Host-Country Viewpoints
  • Candidate Motivations
  • Host-Country Desires
  • Repatriation of Expatriates
  • Reasons for Returning
  • Readjustment Problems
  • Transition Strategies
  • Training in International Management
  • The Impact of Overall Management Philosophy on Training
  • The Impact of Different Learning Styles on Training and Development
  • Reasons for Training
  • Types of Training Programs
  • Standardized versus Tailor-Made
  • Cultural Assimilators
  • Choice of Content of the Assimilators
  • Validation of the Assimilator
  • Positive Organizational Behavior
  • Future Trends
  • The World of International Management—Revisited
  • Summary of Key Points
  • Key Terms
  • Review and Discussion Questions
  • Internet Exercise: Coke Goes Worldwide
  • Endnotes
  • In the International Spotlight: Brazil
  • Brief Integrative Case 4.1: IKEA’s Global Renovations
  • Endnotes
  • In-Depth Integrative Case 4.1: Chiquita’s Global Turnaround
  • Endnotes
  • Skill-Building and Experiential Exercises
  • Personal Skill-Building Exercises
  • 1. The Culture Quiz
  • 2. “When in Bogotá . . .”
  • 3. The International Cola Alliances
  • 4. Whom to Hire?
  • In-Class Simulations (available in Connect, connect.mheducation.com)
  • 1. “Frankenfoods” or Rice Bowl for the World: The U.S.-EU Dispute over Trade in Genetically Modified Organisms
  • 2. Cross-Cultural Conflicts in the Corning-Vitro Joint Venture
  • Glossary
  • Name and Organization Index
  • Subject Index