International Management

PREFACE PART ONE Introduction Chapter 1. INTERNATIONAL MANAGEMENT AND CULTURE 1.1 Introduction 1.2 Factors that influence decision making 1.3 Using culture 1.4 Cross-cultural and international management 1.5 Implications for the Manager 1.5 Summary 1.7 Exercise Case for PART ONE Chapter 1. Slicing the meat. PART TWO: CROSS-CULTURAL MANAGEMENT Chapter 2. ANALYSING CULTURES: MAKING COMPARISONS 2.1 Introduction 2.2 Comparative analysis 2.3 Kluckhohn and Strodtbeck (1961) 2.4 Hall (1976) 2.5 Hofstede's model 2.6 Applying Hofstede's model 2.7 Implications for the Manager 2.8 Summary 2.9 Exercise Chapter 3 ANALYSING CULTURES: AFTER HOFSTEDE 3.1 Introduction 3.2 Comparative analysis since Hofstede 3.3 Problems in using comparative analysis 3.4 New approaches 3.5 Implications for the Manager 3,6 Summary 3.7 Exercise Chapter 4 MOVEMENT IN THE CULTURE 4.1 Introduction 4.2 Recognizing significant movement in the culture 4.3 Economic change and cultural movement in Japan 4.4 Other factors causing movement 4.5 Implications for the Manager 4.6 Summary 4.7 Exercise Chapter 5. ORGANIZATIONAL CULTURE 5.1 Introduction 5.2 Defining and analysing organizational cultures 5.3 Organizational culture and national culture 5.4 Mitigating the effects of the environment 5.5 Implications for the Manager 5.6 Summary 5.7 Exercise Chapter 6. CULTURE AND COMMUNICATION 6.1 Introduction 6.2 Appropriate communication across cultures 6.3 One- and two-way communication styles 6.4 Non-verbal communication 6.5 Implications for the Manager 6.6 Summary 6.7 Exercise Chapter 7. MOTIVATION 7.1 Introduction 7.2 Needs 7.3 Intrinsic and extrinsic needs 7.4 How context influences needs 7.5 Designing incentives 7.6 Implications for the Manager 7.7 Summary 7.8 Exercise Chapter 8. DISPUTE RESOLUTION AND NEGOTIATION 8.1 Introduction 8.2 Reasons for dispute 6.3 Culture and dispute 6.4 The manager resolves a dispute 6.5 Negotiation 6.6 Implications for the Manager 6.7 Summary 6.8 Exercise Chapter 9. FORMAL STRUCTURES 9.1 Introduction 9.2 Defining structure 9.3 Bureaucracy 9.4 Culture and bureaucracy 9.5 Implications for the Manager 9.6 Summary 9.7 Exercise Chapter 10. INFORMAL SYSTEMS 10.1 Introduction 10.2 Informal relationships 10.3 Modelling patronage 10.4 Patronage, culture and society 10.5 Some variants: Guanxi and Wasta 10.6 Managing informal systems 10.7 Implications for the Manager 10.8 Summary 10.9 Exercise Chapter 11 THE CULTURE AND POLITICS OF PLANNING CHANGE 11.1 Introduction 11.2 The meaning of planning 11.3 The classic planning model 11.4 How national culture influences planning 11.5 How organisational culture influences planning 11.6 The politics of planning 11.7 Implications for the Manager 11.8 Summary 11.9 Exercise Chapter 12 WHEN DOES CULTURE MATTER? THE CASE OF SMEs 12.1 Introduction 12.2 The start-up in the United Kingdom and United States 12.3 The start-up in Taiwan 12.4 The Anglo family company 12.5 The Chinese family company 12.6 The Middle eastern family company 12.7 Assessing the influence of national culture 12.8 Implications for the Manager 12.9 Summary 12.10 Exercise Cases for PART TWO Chapter 2 Relations between manager and employees Chapter 3 The Venezuelan manager Chapter 4 Youth and age, or youth and age? Chapter 5 The Vietnamese bank Chapter 6 Bad communication Chapter 7 Motivating who? Chapter 8 The Nigerian family firm Chapter 9 No job description Chapter 10 Patronage in Europe Chapter 11 Improving quality control Chapter 12 Explaining decisions made by small business owners PART THREE: INTERNATIONAL MANAGEMENT Chapter 13 GLOBALIZATION AND LOCALIZATION 13.1 Introduction 13.2 Defining globalisation 13.3 The social effects of globalisation 13.4 The roots of high globalisation 13.5 Implications for the Manager 13.6 Summary 13.7 Exercise Chapter 14 PLANNING STRATEGY 14.1 Introduction 14.2 Reasons for strategic planning 14.3 Stages in strategic planning 14.4 Strategic planning based on resources 14.5 Balancing resources and position 14.6 The influence of environmental factors 14.7 Growth strategies 14.8 Emergent strategy 14.9 Scenario planning 14.10 Implications for the Manager 14.11 Summary 14.12 Exercise Chapter 15 IMPLEMENTING STRATEGY AND APPLYING KNOWLEDGE 15.1 Introduction 15.2 Identifying and applying knowledge 15.3 Organizational capabilities and competitive advantage 15.4 Implementation and communication 15.5 Mergers and Acquisitions 15.6 Transferring the implementation system 15.7 Implications for the Manager 15.8 Summary 15.9 Exercise Chapter 16 E-COMMUNICATION 16.1 Introduction 16.2 Controlling by E-communication 16.3 Cross national implementation 16.4 Culture and E-communication 16.5 Implications for the Manager 16.6 Summary 16.7 Exercise Chapter 17 FORMING AN INTERNATIONAL JOINT VENTURE 17.1 Introduction 17.2 Why invest in an IJV? 17.3 Preparing for success: the four compatibilities 17.4 Trust and mistrust 17.5 Sharing control 17.6 Implications for the Manager 17.7 Summary 17.8 Exercise Chapter 18 OPPORTUNITY AND RISK: HEADQUARTERS AND SUBSIDIARY 18.1 Introduction 18.2 Risk for the subsidiary 18.3 Control 18.5 Implications for the Manager 18.6 Summary 18.7 Exercise Chapter 19 MANAGING HUMAN RESOURCES 19.1 Introduction 19.2 Applying concepts of HRM 19.3 The general functions of HRM 19.4 HRM activities in context 19.5 Recruitment 19.6 Performance appraisal 19.7 Training 19.8 Retention 19.9 Implications for the Manager 19.10 Summary 19.11 Exercise Chapter 20 CONTROLLING BY STAFFING 20.1 Introduction 20.2 Staffing to control the IJV 20.3 Bureaucratic or cultural control in the subsidiary? 20.4 Local or expatriate management? 20.5 Implications for the Manager 20.6 Summary 20.7 Exercise Chapter 21 MANAGING EXPATRIATE ASIGNMENTS 21.1 Introduction 21.2 What expatriates do 21.3 Expatriate success and failure 21.4 Expatriate selection 21.5 Expatriate training 21.6 Expatriate support 21.7 Implications for the Manager 21.8 Summary 21.9 Exercise Chapter 22 THE EXPATRIATE BRAND MANAGER 22.1 Introduction 22.2 The emergence of global brands 22.3 Role of the expatriate brand manager 22.4 Brand communication: managing the mix 22.5 Implications for the Manager 22.6 Summary 22.7 Exercise Cases for PART THREE Chapter 13 The call centre revolution Chapter 14 Baby food Chapter 15 New knowledge Chapter 16 Betafield Chapter 17 The Indian joint venrture Chapter 18 Global Paper (1) Chapter 19 The foreign employee Chapter 20 Global Paper (2) Chapter 21 Appointing a headquarters manager to the Swiss subsidiary Chapter 22 Teldaswift PART FOUR: CONCLUSIONS Chapter 23 THE CULTURE OF THE SUBSIDIARY: CONVERGENCE AND DIVERGENCE 22.1 Introduction 23.2 Corporate cohesion and cultural shift 23.3 Convergence and divergence 23.4 The dual-pressure perspective 23.5 Cross-vergence 23.6 Implications for the Manager 23.7 Summary 23.8 Exercise Chapter 24. ETHICS AND CORPORATE RESPONSIBILITY 24.1 Introduction 24.2 Ethics 24.3 Ethics across culture and time 24.4 Ethics in branding 24.5 Corporate Social Responsibility 24.6 Implications for the Manager 24.7 Summary 24.8 Exercise Cases for PART FOUR Chapter 23 CAS Chapter 24 A Donation to the President's Campaign Fund Appendix Planning a Dissertation Bibliography BIBLIOGRAPHY