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International Management : Managing Across Borders and Cultures,9780131095977
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International Management : Managing Across Borders and Cultures

by
Edition:
6th
ISBN13:

9780131095977

ISBN10:
0131095978
Format:
Hardcover
Pub. Date:
1/1/2008
Publisher(s):
Prentice Hall

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Summary

For courses in International Management and Multinational Management. International Management is a comprehensive textbook that addresses the practical management functions and behaviors necessary to develop global vision and management skills at both a strategic (macro) level and an interpersonal (micro) level.

Table of Contents

Preface xiv
PART I: THE GLOBAL MANAGER'S ENVIRONMENT
1(78)
Assessing the Environment--Political, Economic, Legal, Technological
1(28)
Opening Profile: Business Goes on in Jakarta Despite Threat of Terrorism
1(3)
The Global Business Environment
3(1)
Globalism
3(1)
Management Focus: Small Company, Global Approach
4(5)
Regional Trading Blocs---The Triad
5(3)
Other Regions in the World
8(1)
Comparative Management in Focus: Opening Economy Revitalizes India
9(15)
Information Technology
11(1)
The Globalization of Human Capital
12(1)
The Global Manager's Role
12(1)
The Political and Economic Environment
13(1)
Political Risk
14(1)
Political Risk Assessment
15(1)
Managing Political Risk
16(1)
Managing Terrorism Risk
17(1)
Economic Risk
17(1)
The Legal Environment
18(1)
Contract Law
19(1)
Other Regulatory Issues
20(1)
The Technological Environment
20(2)
Global E-Business
22(2)
E-Biz Box: Europe's Airbus Joins Global Aerospace B2B Exchange
24(5)
Conclusion
24(1)
Summary of Key Points
25(1)
Discussion Questions
26(1)
Application Exercises
26(1)
Experiential Exercise
26(1)
Internet Resources
26(1)
Case Study: The EC Shatters Microsoft's Windows
27(2)
Managing Interdependence--Social Responsibility and Ethics
29(50)
Opening Profile: The Collapse of Parmalat---Italy's ``Enron''
29(12)
The Social Responsibility of MNCs
31(3)
MNC Responsibility Toward Human Rights
34(1)
Codes of Conduct
34(2)
Ethics in Global Management
36(5)
E-Biz Box: EU Imposes Cross-Border: Electronic Data Privacy
41(5)
Questionable Payments
42(3)
Making the Right Decision
45(1)
Management Focus: CEO Speaks Out: Ethics Abroad---Business Fundamentals, Value Judgments
46(5)
Managing Interdependence
47(1)
Foreign Subsidiaries in the United States
47(1)
Managing Subsidiary--Host-Country Interdependence
48(3)
Comparative Management in Focus: Interdependence: NAFTA at 10---Growing Pains in Mexico, Canada, and the United States
51(28)
Managing Environmental Interdependence
56(1)
Conclusion
57(1)
Summary of Key Points
58(1)
Discussion Questions
58(1)
Application Exercises
58(1)
Experiential Exercise
59(1)
Internet Resources
59(1)
Case Study: G.M. Returns to South Africa 10 Years After End of Apartheid
60(3)
Comprehensive Cases
63(1)
Case 1 Reebok: Managing Human Rights Issues ``Ethically?''
63(8)
Case 2 Treating AIDS: A Global Ethical Dilemma in 2004
71(2)
Case 3 Footwear International (Setting: Indonesia)
73(6)
PART II: THE CULTURAL CONTEXT OF GLOBAL MANAGEMENT
79(140)
Understanding the Role of Culture
79(37)
Opening Profile: Adjusting Business to Saudi Arabian Culture
79(6)
Culture and Its Effects on Organizations
83(2)
E-Biz Box: Companies Must Localize E-Commerce to Avoid Culture---Internet Clash
85(3)
Cultural Variables
87(1)
Management Focus: The Body Shop's Anita Roddick: Advocacy for Awareness
88(15)
Subcultures
89(1)
Influences on National Culture
90(1)
Cultural Value Dimensions
91(1)
Project Globe Cultural Dimensions
92(1)
Cultural Clusters
93(1)
Hofstede's Value Dimensions
93(3)
Trompenaars's Value Dimensions
96(2)
Critical Operational Value Differences
98(2)
The Internet and Culture
100(1)
Developing Cultural Profiles
101(2)
Comparative Management in Focus: Profiles in Culture: Japan, Germany, and South Korea
103(13)
Culture and Management Styles around the World
108(1)
Saudi Arabia
108(1)
Chinese Small Family Businesses
109(3)
Conclusion
112(1)
Summary of Key Points
112(1)
Discussion Questions
112(1)
Application Exercises
112(1)
Experiential Exercises
113(1)
Internet Resources
113(1)
Case Study: Trouble at Computex Corporation
114(2)
Communicating across Cultures
116(31)
Opening Profile: On Keeping Your Foot Safely Out of Your Mouth
116(12)
The Communication Process
119(1)
Cultural Noise in the Communication Process
120(1)
The Culture-Communication Link
121(1)
Trust in Communication
121(1)
The Globe Project
121(2)
Cultural Variables in the Communication Process
123(4)
Context
127(1)
Management Focus: Oriental Poker Face: Eastern Deception or Western Inscrutability?
128(1)
Comparative Management in Focus: Communicating with Arabs
129(6)
Communication Channels
131(2)
Information Technology: Going Global and Acting Local
133(2)
E-Biz Box: Manheim Auctions Adds Localized B2B System to Its Global Operations
135(1)
Managing Cross-Cultural Communication
136(1)
Management Focus: Indian Companies Are Adding Western Flavor
136(11)
Developing Cultural Sensitivity
138(1)
Careful Encoding
138(1)
Selective Transmission
139(1)
Careful Decoding of Feedback
139(1)
Follow-up Actions
140(1)
Conclusion
141(1)
Summary of Key Points
142(1)
Discussion Questions
142(1)
Application Exercises
142(1)
Experiential Exercise
142(2)
Internet Resources
144(1)
Case Study: Elizabeth Visits GPC's French Subsidiary
145(2)
Cross-cultural Negotiation and Decision Making
147(72)
Opening Profile: Bechtel and GE Benefit from Enron's Failed Negotiations over Dabhol Plant
147(2)
Negotiation
149(12)
The Negotiation Process
149(1)
Stage One: Preparation
150(1)
Stage Two: Relationship Building
151(1)
Stage Three: Exchanging Task-Related Information
152(1)
Stage Four: Persuasion
153(1)
Stage Five: Concessions and Agreement
154(1)
Understanding Negotiation Styles
155(1)
Successful Negotiators Around the World
156(2)
Managing Negotiation
158(2)
Using the Web to Support Negotiations
160(1)
E-Negotiation
161(1)
Management Focus: Samsung's e-Chaebol
161(1)
Comparative Management in Focus: Negotiating with the Chinese
161(5)
Managing Conflict Resolution
165(1)
E-Biz Box: B2B Markets: Fast Negotiations and Transactions
166(3)
Decision Making
166(1)
The Influence of Culture on Decision Making
167(1)
Approaches to Decision Making
168(1)
Comparative Management in Focus: Decision Making in Japanese Companies
169(50)
Conclusion
171(1)
Summary of Key Points
171(1)
Discussion Questions
171(1)
Experiential Exercises
172(1)
Internet Resources
173(1)
Case Study: Martinez Construction Company in Germany
174(5)
Comprehensive Cases
179(1)
Case 4 Dell's Dilemma in Brazil: Negotiating at the State Level
179(9)
Case 5 General Motors and AvtoVAZ of Russia
188(12)
Case 6 TelSys International: A Marriage of Two Cultures (Case or Negotiation Simulation)
200(8)
Case 7 Guanxi in Jeopardy: Joint Venture Negotiations in China
208(7)
Case 8 Moto: Coming to America
215(4)
PART III: FORMULATING AND IMPLEMENTING STRATEGY FOR INTERNATIONAL AND GLOBAL OPERATIONS
219(1)
Formulating Strategy
219(134)
Opening Profile: Mexican Cement Maker with a Worldview
219(34)
Reasons for Going International
222(1)
Reactive Responses
222(1)
Proactive Reasons
223(1)
Strategic Formulation Process
224(1)
Steps in Developing International and Global Strategies
225(1)
Mission and Objectives
226(1)
Environmental Assessment
226(2)
Sources of Environmental Information
228(1)
Internal Analysis
229(1)
Competitive Analysis
230(1)
Global and International Strategic Alternatives
231(1)
Approaches to World Markets
231(1)
Global Integrative Strategies
232(1)
Management Focus: Whirlpool India's Whitemagic Blends with Local Culture and Traditions
233(3)
Using E-Business for Global Expansion
234(2)
E-Biz Box: eBay's Global Strategy
236(6)
E-global or E-local?
236(1)
Entry Strategy Alternatives
237(5)
Comparative Management in Focus: Strategic Planning for the EU Market
242(11)
Strategic Choice
245(2)
Timing Entry and Scheduling Expansions
247(1)
The Influence of Culture on Strategic Choice
247(1)
Conclusion
248(1)
Summary of Key Points
248(1)
Discussion Questions
248(1)
Application Exercises
249(1)
Experiential Exercise
249(1)
Internet Resources
249(1)
Case Study: Vodafone U.K. in 2004-2005---Changing Competition and Global Strategies
250(3)
Global Alliances and Strategy Implementation
253(27)
Opening Profile: France's Thomson and China's TCL to Join TV Units
253(3)
Strategic Alliances
255(1)
E-Biz Box: Covisint, LLC
256(6)
Global and Cross-Border Alliances: Motivations and Benefits
257(1)
Challenges in Implementing Global Alliances
258(3)
Guidelines for Successful Alliances
261(1)
Comparative Management in Focus: Joint Ventures in the Russian Federation
262(8)
Strategic Implementation
265(1)
Managing Performance in International Joint Ventures
266(2)
Government Influences on Strategic Implementation
268(1)
Cultural Influences on Strategic Implementation
269(1)
Management Focus: Wal-Mart Takes a Local Partner to Adapt in Japan
270(3)
E-commerce Impact on Strategy Implementation
272(1)
Management Focus: NextLinx Enables Global Strategy Implementation
273(7)
Conclusion
273(1)
Summary of Key Points
273(1)
Discussion Questions
274(1)
Application Exercises
274(1)
Experiential Exercise
274(2)
Internet Resources
276(1)
Case Study: NTT DoCoMo, Japan: Global Alliances and Strategy Implementation
277(3)
Organization Structure and Control Systems
280(73)
Opening Profile: Samsung Electronics Thrives through Its Global Network of R&D Alliances, Streamlined Structure, and Vertical Integration
280(7)
Organizational Structure
282(1)
Evolution and Change in MNC Organizational Structures
283(1)
Integrated Global Structures
284(2)
Organizing for Globalization
286(1)
Comparative Management in Focus: The Overseas Chinese Global Network
287(9)
Organizing to ``Be Global, Act Local''
288(1)
Emergent Structural Forms
289(1)
Interorganizational Networks
289(1)
The Global E-Corporation Network Structure
290(1)
The Transnational Corporation (TNC) Network Structure
291(1)
Choice of Organizational Form
291(2)
Organizational Change and Design Variables
293(2)
Control Systems for Global Operations
295(1)
Monitoring Systems
295(1)
Direct Coordinating Mechanisms
296(1)
Management Focus: McDonald's in Moscow---A Decade of Control Challenges
296(2)
E-Biz Box: Bikeworld Goes Global with E-Commerce Shipping Alliances
298(55)
Indirect Coordinating Mechanisms
300(1)
Managing Effective Monitoring Systems
300(1)
The Appropriateness of Monitoring and Reporting Systems
300(1)
The Role of Information Systems
301(1)
Evaluation Variables across Countries
301(1)
Conclusion
302(1)
Summary of Key Points
302(1)
Discussion Questions
303(1)
Application Exercises
303(1)
Experiential Exercise
303(1)
Internet Resources
303(1)
Case Study: Asea Brown Boveri (ABB), Sweden, 2004: What Went Wrong?
304(5)
Comprehensive Cases
309(1)
Case 9 FedEx vs. UPS---Competing with Contrasting Strategies in China
309(9)
Case 10 Pepsi's Entry into India---A Lesson in Globalization
318(5)
Case 11 Starbucks' International Operations
323(7)
Case 12 DaimlerChrysler AG in 2004: A Global Strategy Gone Sour
330(12)
Case 13 Global E-Commerce at United Parcel Service
342(11)
PART IV: GLOBAL HUMAN RESOURCES MANAGEMENT
353(128)
Staffing, Training, and Compensation for Global Operations
353(25)
Opening Profile: Offshoring IT Jobs---Dell Moves Some Operations Back to the United States
353(3)
E-Biz Box: HRMS Goes Global at British Airways
356(10)
Staffing for Global Operations
357(2)
Global Selection
359(2)
Problems with Expatriation
361(1)
Training and Development
362(1)
Cross-cultural Training
363(1)
Culture Shock
363(1)
Subculture Shock
364(1)
Training Techniques
365(1)
Management Focus: Citibank Gives Advice on Career Planning
366(2)
Integrating Training with Global Orientation
366(1)
Training Host-Country Nationals
367(1)
Management Focus: Success! Starbucks' Java Style Helps to Recruit, Train, and Retain Local Managers in Beijing
368(4)
Compensating Expatriates
370(2)
Compensating Host-Country Nationals
372(1)
Comparative Management in Focus: Compensating Russians
372(6)
Conclusion
373(1)
Summary of Key Points
373(1)
Discussion Questions
374(1)
Application Exercises
374(1)
Experiential Exercise
374(1)
Internet Resources
374(1)
Case Study: Fred Bailey in Japan: An Innocent Abroad
375(3)
Developing a Global Management Cadre
378(28)
Opening Profile: Foreign from the Start
378(4)
Preparation, Adaptation, and Repatriation
379(1)
The Role of the Expatriate Spouse
380(1)
Expatriate Career Management
381(1)
The Role of Repatriation in Developing a Global Management Cadre
382(1)
E-Biz Box: Booz-Allen & Hamilton Uses Intranet Technology to Share Technology around the Globe
382(7)
Global Management Teams
384(1)
``Virtual'' Transnational Teams
385(1)
Managing Transnational Teams
385(3)
The Role of Women in International Management
388(1)
Management Focus: Japan's Neglected Resource: Female Workers
389(5)
Working within Local Labor Relations Systems
391(1)
Organized Labor around the World
392(2)
Convergence versus Divergence in Labor Systems
394(1)
Management Focus: Unions without Borders? The Case of the Duro Bag Factory in Rio Bravo
394(3)
The NAFTA and Labor Relations in Mexico
396(1)
Comparative Management in Focus: Labor Relations in Germany
397(9)
Conclusion
399(1)
Summary of Key Points
399(1)
Discussion Questions
400(1)
Application Exercise
400(1)
Experiential Exercise
400(1)
Internet Resources
400(1)
Case Study: Avon in Global Markets: Managing and Developing a Global Workforce
401(5)
Motivating and Leading
406(75)
Opening Profile: Fujitsu Uses Pay Cuts as a Motivational Tool
406(8)
Motivating
407(1)
Cross-Cultural Research on Motivation
407(1)
The Meaning of Work
408(3)
The Needs Hierarchy in the International Context
411(2)
The Intrinsic--Extrinsic Dichotomy in the International Context
413(1)
Comparative Management in Focus: Motivation in Mexico
414(7)
Reward Systems
418(1)
Leading
419(1)
The Global Leader's Role and Environment
419(1)
The E-Business Effect on Leadership
420(1)
E-Biz Box: Italtel Spa's Leadership Style Empowers Global Employees with Technology
421(1)
Management Focus: Leadership in a Digital World
422(7)
Cross-Cultural Research on Leadership
423(1)
Contingency Leadership: The Culture Variable
423(1)
The Globe Project
423(6)
Comparative Management in Focus: Leadership in India
429(52)
Conclusion
431(1)
Summary of Key Points
431(1)
Discussion Questions
432(1)
Application Exercises
432(1)
Experiential Exercises
432(1)
Internet Resources
432(1)
Case Study: Sir Richard Branson's Planes, Trains, Resorts, and Colas in 2004: A Case in Global Leadership
433(4)
Comprehensive Cases
437(1)
Case 14 Management of Human Assets at Infosys
437(12)
Case 15 West Indies Yacht Club Resort: When Cultures Collide
449(11)
Case 16 A First-Time Expatriate's Experience in a Joint Venture in China
460(11)
Integrative Section
471(1)
Integrative Term Project
471(1)
Integrative Case: Wal-Mart's German Misadventure
472(9)
Glossary 481(5)
Endnotes 486(17)
Name and Subject Index 503


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