This new edition of International Management secures the position of this successful text as the most comprehensive introduction to global cross-cultural management available. For the Fourth Edition, the text has been extensively revised and updated, with the addition of more student exercises, assignments, exam questions, and new material on the Middle East. As in previous editions of this popular text, students will find an invaluable guide to key management theories, linked to practical examples from the US, Europe, Asia, and, in this edition, from other regions.

Richard Mead convenes international management programs at the School of Oriental and African Studies, University of London. He has 35 years experience teaching communications management, including a visiting position at the Kellogg Graduate School of Management, Northwestern, and teaching at the Sasin Graduate Institute of Business Administration, Thailand.

Tim Andrews is Senior Lecturer in Management at the University of Strathclyde, UK.

Preface
Introduction
International Management And Culture
Introduction
Factors that influence decision making
Using culture
Cross-cultural and international management
Implications for the Manager
Summary
Exercise
Case for Part 1
Slicing the meat
Cross-Cultural Management
Analysing Cultures: Making Comparisons
Introduction
Comparative analysis
Kluckhohn and Strodtbeck (1961)
Hall (1976)
Hofstede's model
Applying Hofstede's model
Implications for the Manager
Summary
Exercise
Analysing Cultures: After Hofstede
Introduction
Comparative analysis since Hofstede
Problems in using comparative analysis
New approaches
Implications for the Manager
Summary
Exercise
Movement In The Culture
Introduction
Recognizing significant movement in the culture
Economic change and cultural movement in Japan
Other factors causing movement
Implications for the Manager
Summary
Exercise
Organizational Culture
Introduction
Defining and analysing organizational cultures
Organizational culture and national culture
Mitigating the effects of the environment
Implications for the Manager
Summary
Exercise
Culture And Communication
Introduction
Appropriate communication across cultures
One- and two-way communication styles
Non-verbal communication
Implications for the Manager
Summary
Exercise
Motivation
Introduction
Needs
Intrinsic and extrinsic needs
How context influences needs
Designing incentives
Implications for the Manager
Summary
Exercise
Dispute Resolution And Negotiation
Introduction
Reasons for dispute
Culture and dispute
The manager resolves a dispute
Negotiation
Implications for the Manager
Summary
Exercise
Formal Structures
Introduction
Defining structure
Bureaucracy
Culture and bureaucracy
Implications for the Manager
Summary
Exercise
Informal Systems
Introduction
Informal relationships
Modelling patronage
Patronage, culture and society
Some variants: Guanxi and Wasta
Managing informal systems
Implications for the Manager
Summary
Exercise
The Culture And Politics Of Planning Change
Introduction
The meaning of planning
The classic planning model
How national culture influences planning
How organisational culture influences planning
The politics of planning
Implications for the Manager
Summary
Exercise
When Does Culture Matter? The Case Of Smes
Introduction
The start-up in the United Kingdom and United States
The start-up in Taiwan
The Anglo family company
The Chinese family company
The Middle eastern family company
Assessing the influence of national culture
Implications for the Manager
Summary
Exercise
Cases for Part 2
Relations between manager and employees
The Venezuelan manager
Youth and age, or youth and age?
The Vietnamese bank
Bad communication
Motivating who?
The Nigerian family firm
No job description
Patronage in Europe
Improving quality control
Explaining decisions made by small business owners
International Management
Globalization And Localization
Introduction
Defining globalisation
The social effects of globalisation
The roots of high globalisation
Implications for the Manager
Summary
Exercise
Planning Strategy
Introduction
Reasons for strategic planning
Stages in strategic planning
Strategic planning based on resources
Balancing resources and position
The influence of environmental factors
Growth strategies
Emergent strategy
Scenario planning
Implications for the Manager
Summary
Exercise
Implementing Strategy And Applying Knowledge
Introduction
Identifying and applying knowledge
Organizational capabilities and competitive advantage
Implementation and communication
Mergers and Acquisitions
Transferring the implementation system
Implications for the Manager
Summary
Exercise
E-Communication
Introduction
Controlling by E-communication
Cross national implementation
Culture and E-communication
Implications for the Manager
Summary
Exercise
Forming An International Joint Venture
Introduction
Why invest in an IJV?
Preparing for success: the four compatibilities
Trust and mistrust
Sharing control
Implications for the Manager
Summary
Exercise
Opportunity And Risk: Headquarters And Subsidiary
Introduction
Risk for the subsidiary
Control
Implications for the Manager
Summary
Exercise
Managing Human Resources
Introduction
Applying concepts of HRM
The general functions of HRM
HRM activities in context
Recruitment
Performance appraisal
Training
Retention
Implications for the Manager
Summary
Exercise
Controlling By Staffing
Introduction
Staffing to control the IJV
Bureaucratic or cultural control in the subsidiary?
Local or expatriate management?
Implications for the Manager
Summary
Exercise
Managing Expatriate Asignments
Introduction
What expatriates do
Expatriate success and failure
Expatriate selection
Expatriate training
Expatriate support
Implications for the Manager
Summary
Exercise
The Expatriate Brand Manager
Introduction
The emergence of global brands
Role of the expatriate brand manager
Brand communication: managing the mix
Implications for the Manager
Summary
Exercise
Cases for PART THREE
The call centre revolution
Baby food
New knowledge
Betafield
The Indian joint venrture
Global Paper (1)
The foreign employee
Global Paper (2)
Appointing a headquarters manager to the Swiss subsidiary
Teldaswift
Conclusions
The Culture Of The Subsidiary: Convergence And Divergence
Introduction
Corporate cohesion and cultural shift
Convergence and divergence
The dual-pressure perspective
Cross-vergence
Implications for the Manager
Summary
Exercise
Ethics And Corporate Responsibility
Introduction
Ethics
Ethics across culture and time
Ethics in branding
Corporate Social Responsibility
Implications for the Manager
Summary
Exercise
Cases for PART FOUR
CAS
A Donation to the President's Campaign Fund
Appendix Planning a Dissertation
Bibliography
Bibliography
Table of Contents provided by Publisher. All Rights Reserved.

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International Management

9781405173995

1405173998

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