BOOK
International Management: Managing Across Borders and Cultures, Text and Cases, Global Edition
(2016)
Additional Information
Book Details
Abstract
For courses in international business, international management, and general management.
Management Around the World: Business Strategies and Interpersonal Skills
International Business is conducted around the globe across cultures, languages, traditions, and a range of economic, political, and technological landscapes. International Management: Managing Across Borders and Cultures examines the challenges to the manager’s role associated with adaptive leadership and thoroughly prepares students for the complicated yet fascinating discipline of international and global management.
No matter the size, companies operating overseas are faced with distinct scenarios. In order to be successful, they must accurately assess the components that shape their strategies, operations and overall function. The Ninth Edition trains students and practicing managers for careers in this evolving global environment by exposing them to effective strategic, interpersonal, and organizational skills, while focusing on sustainability.
Table of Contents
| Section Title | Page | Action | Price |
|---|---|---|---|
| Cover | Cover | ||
| Title Page | 1 | ||
| Copyright Page | 2 | ||
| Brief Contents | 5 | ||
| Contents | 7 | ||
| Preface | 13 | ||
| Part 1 The Global Manager’s Environment | 21 | ||
| Chapter 1 Assessing the Environment: Political, Economic, Legal, Technological | 22 | ||
| Opening Profile: Western Businesses Scramble to Assess Their Risks in Russia as Geopolitical Tensions Escalate | 23 | ||
| The Global Business Environment | 25 | ||
| Globalization | 25 | ||
| Global Trends | 26 | ||
| Globality and Emerging Markets | 26 | ||
| Backlash against Globalization | 29 | ||
| Effects of Institutions on Global Trade | 30 | ||
| Effects of Globalization on Corporations | 30 | ||
| Small and Medium-Sized Enterprises (SMEs) | 31 | ||
| The Globalization of Human Capital | 32 | ||
| The Globalization of Information Technology | 33 | ||
| Management in Action: Global Cybertheft of Corporate Secrets an Increasing Risk | 33 | ||
| Regional Trading Blocs | 34 | ||
| The European Union | 34 | ||
| Asia | 36 | ||
| Comparative Management in Focus: China Loses Its Allure | 37 | ||
| The Americas | 39 | ||
| Other Regions in the World | 40 | ||
| The Russian Federation | 41 | ||
| The Middle East | 41 | ||
| Developing Economies | 41 | ||
| The African Union (AU) | 41 | ||
| The Global Manager’s Role | 42 | ||
| The Political and Economic Environment | 42 | ||
| Political Risk | 44 | ||
| Political Risk Assessment | 45 | ||
| Managing Political Risk | 45 | ||
| Managing Terrorism Risk | 46 | ||
| Economic Risk | 46 | ||
| The Legal Environment | 47 | ||
| Contract Law | 48 | ||
| Other Regulatory Issues | 48 | ||
| The Technological Environment | 49 | ||
| Under the Lens: The Global Role of Information Technology (IT) | 51 | ||
| Global E-Business | 52 | ||
| Conclusion | 53 | ||
| Summary of Key Points | 54 | ||
| Discussion Questions | 55 | ||
| Application Exercises | 55 | ||
| Experiential Exercise | 55 | ||
| Case Study: Apple’s iPhones—Not “Made in America” | 56 | ||
| Endnotes | 58 | ||
| Chapter 2 Managing Interdependence: Social Responsibility, Ethics, Sustainability | 62 | ||
| Opening Profile: The Bangladesh Disaster: Can Companies Outsource Responsibility for Workers in Its Supply Chain? | 63 | ||
| The Social Responsibility of MNCs | 64 | ||
| CSR: Global Consensus or Regional Variation? | 67 | ||
| From CSR to Shared Value? | 67 | ||
| Under the Lens: Nestlé Company Creates Shared Value Globally | 68 | ||
| MNC Responsibility toward Human Rights | 69 | ||
| Comparative Management in Focus: Doing Business in China—CSR and the Human Rights Challenge | 70 | ||
| Ethics in Global Management | 72 | ||
| Ethics in Uses of Technology | 75 | ||
| Bribery | 76 | ||
| Under the Lens: Rolls-Royce Accused of Bribery to Obtain $100m Petrobras Contract | 78 | ||
| Making the Right Decision | 79 | ||
| Managing Interdependence | 80 | ||
| Foreign Subsidiaries in the United States | 80 | ||
| Managing Subsidiary–Host Country Interdependence | 81 | ||
| Managing Environmental Interdependence and Sustainability | 83 | ||
| Under the Lens: Mining Corporations and Pollution Charges: Lynas Corporation in Malaysia | 85 | ||
| Management in Action: Recycling Lives—Social Entrepreneurship Breaking Down Barriers | 86 | ||
| Implementing Sustainability Strategies | 87 | ||
| Conclusion | 88 | ||
| Summary of Key Points | 88 | ||
| Discussion Questions | 89 | ||
| Application Exercise | 89 | ||
| Experiential Exercise | 89 | ||
| Case Study: Levi Looks to Cut Its Cloth Differently by Rewarding Responsible Suppliers | 90 | ||
| Endnotes | 90 | ||
| Comprehensive Cases | 93 | ||
| New: Case 1 Facebook’s Internet.org Initiative: Serving the Bottom of the Pyramid? (several countries) | 93 | ||
| Case 2 An Ethics Role-Playing Case: Stockholders versus Stakeholders (Global/Sri Lanka) | 103 | ||
| Part 2 The Cultural Context of Global Management | 105 | ||
| Chapter 3 Understanding the Role of Culture | 106 | ||
| Opening Profile: Social Media Bring Changes to Saudi Arabian Culture | 107 | ||
| Culture and Its Effects on Organizations | 109 | ||
| Societal Culture | 109 | ||
| Organizational Culture | 109 | ||
| Culture’s Effects on Management | 110 | ||
| Influences on National Culture | 114 | ||
| Under the Lens: Religion and the Workplace | 114 | ||
| Cultural Value Dimensions | 116 | ||
| Project GLOBE Cultural Dimensions | 116 | ||
| Cultural Clusters | 118 | ||
| Hofstede’s Value Dimensions | 118 | ||
| Trompenaars’s Value Dimensions | 122 | ||
| Consequence or Cause? | 123 | ||
| Critical Operational Value Differences | 124 | ||
| The Internet and Culture | 125 | ||
| Management in Action: Google’s Street View Makes Friends in Japan but Clashes with European Culture | 127 | ||
| Developing Cultural Profiles | 128 | ||
| Comparative Management in Focus: Profiles in Culture—Japan, Germany, Latin America | 129 | ||
| Culture and Management Styles around the World | 134 | ||
| Under the Lens: Doing Business in Brazil—Language, Culture, Customs, and Etiquette | 134 | ||
| Saudi Arabia | 138 | ||
| Chinese Family Small Businesses | 140 | ||
| Conclusion | 140 | ||
| Summary of Key Points | 141 | ||
| Discussion Questions | 141 | ||
| Application Exercises | 141 | ||
| Experiential Exercises | 142 | ||
| Case Study: An Australian Manager in an American Company | 142 | ||
| Endnotes | 145 | ||
| Chapter 4 Communicating Across Cultures | 148 | ||
| Opening Profile: The Impact of Social Media on Global Business | 149 | ||
| The Communication Process | 150 | ||
| Cultural Noise in the Communication Process | 151 | ||
| The Culture–Communication Link | 152 | ||
| Trust in Communication | 152 | ||
| The GLOBE Project | 153 | ||
| Cultural Variables in the Communication Process | 153 | ||
| Under the Lens: Communicating in India—Language, Culture, Customs, and Etiquette | 154 | ||
| Nonverbal Communication | 161 | ||
| Under the Lens: Communicating Italian Style | 162 | ||
| Under the Lens: How Feng Shui Affects Business | 163 | ||
| Context | 165 | ||
| Management in Action: Oriental Poker Face: Eastern Deception or Western Inscrutability? | 167 | ||
| Comparative Management in Focus: Communicating with Arabs | 168 | ||
| Communication Channels | 170 | ||
| Information Technology: Going Global and Acting Local | 173 | ||
| Managing Cross-Cultural Communication | 174 | ||
| Developing Cultural Sensitivity | 174 | ||
| Careful Encoding | 174 | ||
| Selective Transmission | 175 | ||
| Careful Decoding of Feedback | 175 | ||
| Follow-up Actions | 175 | ||
| Conclusion | 176 | ||
| Summary of Key Points | 177 | ||
| Discussion Questions | 177 | ||
| Application Exercises | 177 | ||
| Experiential Exercise | 177 | ||
| Case Study: Miscommunications with a Brazilian Auto Parts\rManufacturer | 178 | ||
| Endnotes | 180 | ||
| Chapter 5 Cross-Cultural Negotiation and Decision Making | 182 | ||
| Opening Profile: Facebook’s Continued Negotiationsin China | 183 | ||
| Negotiation | 184 | ||
| The Negotiation Process | 185 | ||
| Stage One: Preparation | 185 | ||
| Negotiating Teams | 186 | ||
| Variables in the Negotiation Process | 186 | ||
| Stage Two: Relationship Building | 186 | ||
| Nontask Sounding | 187 | ||
| Stage Three: Exchanging Task-Related Information | 188 | ||
| Stage Four: Persuasion | 188 | ||
| Stage Five: Concessions and Agreement | 189 | ||
| Understanding Negotiation Styles | 189 | ||
| Successful Negotiators around the World | 191 | ||
| Comparing Profiles | 192 | ||
| Managing Negotiation | 192 | ||
| Using the Internet to Support Negotiations | 194 | ||
| Managing Conflict Resolution | 194 | ||
| Context in Negotiations | 194 | ||
| Comparative Management in Focus: Negotiating with the Chinese | 195 | ||
| Decision Making | 199 | ||
| The Influence of Culture on Decision Making | 200 | ||
| Under the Lens: Negotiations and Decisions to Save the Eurozone System | 200 | ||
| Management in Action: Target: Frozen Out | 202 | ||
| Approaches to Decision Making | 203 | ||
| Comparative Management in Focus: Decision Making in Japanese Companies | 204 | ||
| Conclusion | 206 | ||
| Summary of Key Points | 206 | ||
| Discussion Questions | 206 | ||
| Experiential Exercises | 207 | ||
| Case Study: Search Engines Aid Decision Making and Negotiation | 208 | ||
| Endnotes | 209 | ||
| Comprehensive Cases | 213 | ||
| New: Case 3 Vodafone in Egypt: National Crises and Their Implications for Multinational Corporations (Egypt) | 213 | ||
| New: Case 4 Hailing a New Era: Haier in Japan (China/Japan) | 223 | ||
| Part 3 Formulating and Implementing Strategy for International and Global Operations | 233 | ||
| Chapter 6 Formulating Strategy | 234 | ||
| Opening Profile: Amazon, eBay, and Flipkart Bet Big on India | 235 | ||
| Reasons for Going International | 237 | ||
| Reactive Reasons | 237 | ||
| Proactive Reasons | 238 | ||
| Comparative Management in Focus: Global Companies Take Advantage of Growth Opportunities in South Africa | 239 | ||
| Strategic Formulation Process | 242 | ||
| Steps in Developing International and Global Strategies | 243 | ||
| Step 1. Establish Mission and Objectives | 244 | ||
| Step 2. Assess External Environment | 245 | ||
| Under the Lens: 2012: US Bans Huawei from Government Contracts: in 2015, China Bans Cisco. Politics or Business as Usual? | 246 | ||
| Step 3. Analyze Internal Factors | 248 | ||
| Competitive Analysis | 249 | ||
| Step 4. Evaluate Global and International Strategic Alternatives | 251 | ||
| Approaches to World Markets | 252 | ||
| Global Integrative Strategies | 254 | ||
| Using E-Business for Global Expansion | 255 | ||
| Step 5. Evaluate Entry Strategy Alternatives | 257 | ||
| Under the Lens: Modern Mexico: Reshoring—Location and Young Workforce Prove Attractive | 260 | ||
| Strategic Planning for Emerging Markets | 265 | ||
| Management in Action: Strategic Planning for Emerging Markets | 266 | ||
| Step 6. Decide on Strategy | 271 | ||
| Timing Entry and Scheduling Expansions | 272 | ||
| The Influence of Culture on Strategic Choices | 272 | ||
| Conclusion | 273 | ||
| Summary of Key Points | 273 | ||
| Discussion Questions | 274 | ||
| Application Exercises | 274 | ||
| Experiential Exercise | 274 | ||
| Case Study: “Foreign Businesses Tread Carefully as Cuba Opens Up” | 274 | ||
| Endnotes | 276 | ||
| Chapter 7 Implementing Strategy: Small Businesses, Global Alliances, Emerging Market Firms | 279 | ||
| Opening Profile: TAG Heuer in Smartwatch Alliance with Google\rand Intel | 280 | ||
| Strategic Alliances | 280 | ||
| Joint Ventures | 281 | ||
| Equity Strategic Alliances | 282 | ||
| Non-equity Strategic Alliances | 282 | ||
| Global Strategic Alliances | 282 | ||
| Global and Cross-Border Alliances: Motivations and Benefits | 283 | ||
| Challenges in Implementing Global Alliances | 284 | ||
| Implementing Alliances between SMEs and MNCs | 285 | ||
| Guidelines for Successful Alliances | 285 | ||
| Implementing Strategy | 286 | ||
| Comparative Management in Focus: Joint Ventures in the Russian Federation | 287 | ||
| Implementing Strategies for SMEs | 289 | ||
| Under the Lens: Breaking Down Barriers for Small-Business Exports | 290 | ||
| Implementing a Global Sourcing Strategy: From Offshoring to Next-Shoring? | 291 | ||
| Under the Lens: Global Supply Chain Risks—The Japanese Disaster | 292 | ||
| Implementing Strategies for Emerging Economy Firms | 293 | ||
| Management in Action: Infosys’s Path From Emerging Start-up to EMNE | 294 | ||
| Challenges in Implementing Strategies in Emerging Markets | 295 | ||
| Managing Performance in International Joint Ventures | 295 | ||
| Knowledge Management in IJVs | 297 | ||
| Government Influences on Strategic Implementation | 297 | ||
| Cultural Influences on Strategic Implementation | 298 | ||
| E-Commerce Impact on Strategy Implementation | 300 | ||
| Conclusion | 301 | ||
| Summary of Key Points | 301 | ||
| Discussion Questions | 301 | ||
| Application Exercise | 302 | ||
| Case Study: Foreign Companies in China Under Attack | 302 | ||
| Endnotes | 303 | ||
| Chapter 8 Organization Structure and Control Systems | 306 | ||
| Opening Profile: BMG Signs Distribution Dealwith Alibaba | 307 | ||
| Organizational Structure | 308 | ||
| Evolution and Change in MNC Organizational Structures | 308 | ||
| Integrated Global Structures | 310 | ||
| Organizing for Globalization | 312 | ||
| Organizing to Be Global, Act Local | 314 | ||
| Under the Lens: Amazon of India Uses Curry-Carrying Dabawallas to Spice Up Parcel Delivery | 314 | ||
| Management in Action: Procter & Gamble’s Think Globally–Act Locally Structure | 315 | ||
| Emergent Structural Forms | 317 | ||
| Teams as a Global–Local Structure | 317 | ||
| Comparative Management in Focus: Changing Organizational Structures of Emerging Market Companies | 318 | ||
| Interorganizational Networks | 318 | ||
| The Global E-Corporation Network Structure | 319 | ||
| The Transnational Corporation (TNC) Network Structure | 320 | ||
| Choice of Organizational Form | 321 | ||
| Organizational Change and Design Variables | 322 | ||
| Control Systems for Global Operations | 323 | ||
| Under the Lens: FIFA—Restructuring for Governance Oversight of Ethics | 324 | ||
| Direct Coordinating Mechanisms | 325 | ||
| Indirect Coordinating Mechanisms | 326 | ||
| Managing Effective Monitoring Systems | 327 | ||
| The Appropriateness of Monitoring and Reporting Systems | 327 | ||
| The Role of Information Systems | 327 | ||
| Evaluation Variables across Countries | 328 | ||
| Conclusion | 328 | ||
| Summary of Key Points | 329 | ||
| Discussion Questions | 329 | ||
| Application Exercises | 329 | ||
| Experiential Exercise | 330 | ||
| Case Study: HSBC in 2015: Complex Global Operations and Downsizing | 330 | ||
| Endnotes | 332 | ||
| Comprehensive Cases | 335 | ||
| New: Case 5 Alibaba versus Tencent: The Battle for China’s M-Commerce Space (China/Global) | 335 | ||
| New: Case 6 Business Model and Competitive Strategy of IKEA in India (India) | 343 | ||
| New: Case 7 Wal-Mart in Africa (Africa) | 355 | ||
| New: Case 8 Fiat Chrysler Automobiles N.V. (2015): From an Alliance to a Cross-Border Merger (Global) | 365 | ||
| Part 4 Global Human Resources Management | 371 | ||
| Chapter 9 Staffing, Training, and Compensation for Global Operations | 372 | ||
| Opening Profile: Staffing Company Operations in Emerging Markets | 373 | ||
| The Role of IHRM in Global Strategy Implementation | 374 | ||
| Staffing for Global Operations | 376 | ||
| Under the Lens: HSBC’s Staffing Challenges in the UAE | 378 | ||
| Managing Expatriates | 382 | ||
| Expatriate Selection | 383 | ||
| Expatriate Performance Management | 383 | ||
| Under the Lens: Tales from Trailing Husbands | 384 | ||
| Global Team Performance Management | 386 | ||
| Expatriate Training and Development | 386 | ||
| Comparative Management in Focus: Expatriate Performance Management Practices: Samples from Five Countries | 386 | ||
| Cross-Cultural Training | 388 | ||
| Training Techniques | 390 | ||
| Compensating Expatriates | 392 | ||
| Training and Compensating Host-Country Nationals | 394 | ||
| Training HCNs | 394 | ||
| Management in Action: Success! Starbucks’ Java Style Helps to Recruit, Train, and Retain Local Managers in Beijing | 395 | ||
| Training Priorities for E-Business Development | 397 | ||
| Compensating HCNs | 397 | ||
| Conclusion | 398 | ||
| Summary of Key Points | 398 | ||
| Discussion Questions | 398 | ||
| Application Exercises | 399 | ||
| Experiential Exercise | 399 | ||
| Case Study: Kelly’s Assignment in Japan | 399 | ||
| Endnotes | 402 | ||
| Chapter 10 Developing a Global Management Cadre | 404 | ||
| Opening Profile: The Expat Life | 405 | ||
| Expatriate Career Management | 407 | ||
| Preparation, Adaptation, and Repatriation | 407 | ||
| The Role of the Expatriate Spouse | 408 | ||
| Expatriate Retention | 409 | ||
| The Role of Repatriation in Developing a Global Management Cadre | 410 | ||
| Knowledge Transfer | 410 | ||
| Under the Lens: Expatriates’ Careers Add to Knowledge Transfer | 412 | ||
| Global Management Teams | 413 | ||
| Virtual Transnational Teams | 413 | ||
| Managing Transnational Teams | 416 | ||
| The Role of Women in International Management | 417 | ||
| Management in Action: Women in Management Around the World | 418 | ||
| Working Within Local Labor Relations Systems | 419 | ||
| The Impact of Unions on Businesses | 420 | ||
| Under the Lens: Ford’s Bitter Struggle to Close a Plant in Belgium | 420 | ||
| Organized Labor around the World | 421 | ||
| Convergence versus Divergence in Labor Systems | 423 | ||
| Under the Lens: Vietnam: The Union Role in Achieving Manufacturing Sustainability and Global Competitiveness | 424 | ||
| Adapting to Local Industrial Relations Systems | 426 | ||
| NAFTA and Labor Relations in Mexico | 427 | ||
| Comparative Management in Focus: Labor Relations in Germany | 427 | ||
| Conclusion | 430 | ||
| Summary of Key Points | 430 | ||
| Discussion Questions | 430 | ||
| Application Exercise | 430 | ||
| Experiential Exercise | 431 | ||
| Case Study: Expatriate Management at AstraZeneca Plc | 431 | ||
| Endnotes | 433 | ||
| Chapter 11 Motivating and Leading | 436 | ||
| Opening Profile: The EU Business Leader—Myth Or Reality? | 437 | ||
| Motivating | 438 | ||
| Cross-Cultural Research on Motivation | 438 | ||
| The Meaning of Work | 440 | ||
| The Needs Hierarchy in the International Context | 442 | ||
| Comparative Management in Focus: Motivation in Mexico | 443 | ||
| Under the Lens: Managing in Russia—Motivation and Leadership Challenges | 446 | ||
| Reward Systems | 447 | ||
| Leading | 448 | ||
| The Global Leader’s Role And Environment | 449 | ||
| Under the Lens: Interview: Yoshiaki Fujimori: Lixil Builds a New Style of Japanese Multinational | 451 | ||
| Women in Global Leadership Roles | 452 | ||
| Global Team Leadership | 452 | ||
| The Role of Technology in Leadership | 452 | ||
| Under the Lens: Women in Business Leadership | 453 | ||
| Cross-Cultural Research on Leadership | 454 | ||
| Management in Action: Leadership in a Digital World | 455 | ||
| Contingency Leadership: The Culture Variable | 456 | ||
| The GLOBE Project | 456 | ||
| Earlier Leadership Research | 458 | ||
| Conclusion | 460 | ||
| Summary of Key Points | 460 | ||
| Discussion Questions | 461 | ||
| Application Exercises | 461 | ||
| Experiential Exercise | 461 | ||
| Case Study: Interview: Carlo D’Asaro Biondo, Google’s Europe Strategy Chief in Charm Offensive | 461 | ||
| Endnotes | 463 | ||
| Comprehensive Cases | 465 | ||
| New: Case 9 Ethical Leadership: Ratan Tata and India’s Tata Group (Global) | 465 | ||
| Part 5: Integrative Section | 475 | ||
| Integrative Term Project | 475 | ||
| New: Integrative Case: Case 10 IKEA in Russia: Emerging Market Strategies and Ethical Dilemmas (Russia) | 477 | ||
| Glossary | 485 | ||
| Index | 491 |