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基本説明
Explores the theoretical and practical aspects of managing international business operations, and deals with multicultural, multinational and global issues of managing the business expansion beyound the domestic market.
Full Description
"Managing Internationally provides a broad yet original treatment of global business environment and managing globally. The book addresses the most common aspects of operating internationally and introduces subjects that are often neglected by management scholars. Powerful insights and perspectives are provided for understanding the dynamics and complexity of managing business across the globe."
--Abbas J. Ali, Indiana University of Pennsylvania
"A well-written text that highlights the tenets of international management in their cultural realities. Current, focused, and grounded in the importance of understanding the diverse business and management practices...to be successful in today's global environment."
--Jim Giermanski, Belmont Abbey College and Powers International Inc.
Key Features
Provides a better understanding of existing international management knowledge: The book traces this knowledge back to its origins to reinforce the scope and importance of international business and international management.
Offers a cross-cultural perspective within a functional framework: The author underlines the effectiveness of different concepts for various functions of management when applied in diverse environments.
Presents cutting edge topics: Concepts and ideas unique to this book include an entire chapter devoted to information systems, a chapter on legal issues, and a unique perspective on control in international business transactions.
Includes engaging vignettes: Each chapter begins with an interesting and often amusing short story related to the content.
Provides ample visual aids: Charts, graphs, tables, and boxed material cover specific issues that can be used as a starting point for discussion of chapter material.
Instructor's Resources
An instructor's resource CD, including PowerPoint slides, teaching notes for all in-text cases studies, suggested exercises, discussion questions, a brief test bank, and related journal articles, is available to qualified adopters of this text.
Intended Audience: This is an excellent source for advanced undergraduate and graduate courses in International Management, Global Management, Multinational Management, or Transnational Management. It is also a valuable resource for practicing managers to gain a competitive advantage in the global market.
Contents
Part I: Introduction
1. Introduction: the Management of International Business
The Changing Profile of the Global Business Environment
The Imperatives of Globalization of Business
Types of International Business Operations
International Business and International Management
Major Elements of Managing International Business
2. Socio-Ethical Issues and International Management
Social Responsibility and MNCs
Problem Areas
Concerns of Developing Countries
Globalization Backlash
Supranational Organizations
What's Next?
Case 1: Construction Dilemma
Case 2: Vodka Blues
Case 3: Yahoo vs. Survivors of the Holocaust
Case 4: Union Carbide, Bhopal
Case 5: Footwear International
Part II: Culture and Behavior
3. International Management and the Cultural Context
Introduction
Cultural Framework
Cultural Aspects of Management
Corporate Culture
4. International Communication and Negotiation
International Communication
Macro and Micro International Communication
Classic Communication Model
International Verbal Communication
Cultural Differences in Nonverbal Communication
Communication Competence
Dos and Don'ts of Communication with Foreigners
International Negotiation
The American Negotiation Style
5. Managerial Leadership and Motivation in an International Context
The Shortcomings of Leadership Theories
Managerial Leadership in Europe
Managerial Leadership in Japan versus the U.S.
Leadership Summary
Motivation and Culture
Cultural Influence on Motivation
Applicability of Major Motivation Theories
Motivation and Japanese Employees
Global Trends and Motivation
Case 6: Kiwi Samuri: Secure Fit
Case 7: Frank Davis Comes to Madagascar
Case 8: Culture Clash: Don't Buyouts Always Make Sense
Case 9: Bill Keane
Case 10: Alternative Dispute Resolution
Case 11: Leasing Cargo Space in Granada
Part III: Strategy and Operations
6. International Environment and Strategy
Cultural Aspects of Strategy
International Environmental Forces
Generic MNC Strategies
Industry Characteristics and Strategy
7. Legal Issues and International Management
Cultural Heritage and Business Law
National Sovereignty
International Implications of Legal Issues
MNC Operational Disputes
8. Organization of Multinational Operations
Definiion and Functions of Organizing
The Organization of Multinationals
Factors Influencing MNC Structure
Development of International Corporate Structure
9. Control of International Operations
Purpose and Functions of the Control Process
Control Mechanisms
Control Approaches
Cultural Aspects of MNC Control
Evolution of MNC Coordination and Control
Additional Control Problems of MNCs
Ownership and Host Government Involvement
10. International Information Systems Management
Computer Based Information Systems
Information Architecture
Ramifications of Internationalization for the Information Systems Function
Building a Global Information System
Case 12: Daimler-Chrysler Merger
Case 13: Vinhdat Company
Case 14: Langle International Growers, Inc.: Managing a Small Business
Case 15: Global Multi-Products Chile
Case 16: Enron in India
Case 17: Ceramic Brick Factory
Part IV: Human Resources
11. International Human Resource Management
The Transition from Domestic to International Position
Recruitment and Selection
Product Life Cycle and International Human Resource Management
International Management and Intercultural Training and Preparation
Repatriation Problems
Compensation
12. International Labor Relations
Locus of Control in International Workplace Practices
Host Government Involvement
International Labor Organizations
Diversity in International Labor Relations
Case 18: Barbara and William Harold: A Case Study of Americans Living Abroad in Belfast, North Ireland
Case 19: American Manager in Australia
Case 20: Human Resource Management Practices: A Small Business in a Transition Economy
