Details

International Management

4. Aufl.

von: Richard Mead, Tim G. Andrews
47,99 €
Verlag:	Wiley-Blackwell
Format:	PDF
Veröffentl.:	18.05.2009
ISBN/EAN:	9781444306576
Sprache:	englisch
Anzahl Seiten:	496

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Beschreibungen

Titelbeschreibung

As in previous editions of this popular text on cross-cultural management, students will find here an invaluable guide to key management theories, linked to practical examples from all round the world. The book's key distinctive feature remains its truly international profile, with current examples from the US, Europe, Asia and new perspectives in this edition from other regions. <ul> <li>Discussion of cross-cultural models is updated by including the 'crossvergence' framework developed during the 1990s, as well as the latest new research on organizational culture</li> <li>Coverage of how and to what extent cultural variation affects the implementation of e-technology at the workplace (esp. in multinational subsidiaries)</li> <li>New material on the management of marketing/sales teams across borders and implications of cultural differences for expatriate managers.</li> <li>The addition of several new cases, from the Middle East, Latin America and Africa as well as new cases in in Asia.</li> </ul> The 4th edition retains the special appendix on how to write a successful dissertaion or project which makes this a useful text for both MBA and advanced undergraduate courses.

Inhaltsverzeichnis

Preface xii Acknowledgments xv Part One Introduction 1 Chapter 1 International Management and Culture 3 1.1 Introduction 3 1.2 Factors that influence decision-making 4 1.3 Using culture 6 1.4 Cross-cultural and International Management 16 1.5 Implications for the Manager 17 1.6 Summary 18 1.7 Exercise 18 Case for Part One 20 Chapter 1 Case: Slicing the Meat 20 Part Two CROSS-CULTURAL MANAGEMENT 23 Chapter 2 Analyzing Cultures: Making Comparisons 27 2.1 Introduction 27 2.2 Comparative Analysis 28 2.3 Kluckhohn and Strodtbeck (1961) 29 2.4 Hall (1976) 30 2.5 Hofstede’s Model 35 2.6 Applying Hofstede’s Model 43 2.7 Implications for the Manager 45 2.8 Summary 46 2.9 Exercise 46 Chapter 3 Analyzing Cultures: After Hofstede 48 3.1 Introduction 48 3.2 Comparative Analysis since Hofstede 49 3.3 New Approaches 59 3.4 Implications for the Manager 61 3.5 Summary 61 3.6 Exercise 62 Chapter 4 Movement in the Culture 63 4.1 Introduction 63 4.2 Recognizing Significant Movement in the Culture 64 4.3 Economic Change and Cultural Movement in Japan 67 4.4 Other Factors Causing Movement 71 4.5 Implications for the Manager 77 4.6 Summary 77 4.7 Exercise 78 Chapter 5 Organizational Culture 79 5.1 Introduction 79 5.2 Defining and Analyzing Organizational Cultures 80 5.3 Organizational Culture and National Culture 85 5.4 Mitigating the Effects of the Environment 88 5.5 Implications for the Manager 92 5.6 Summary 93 5.7 Exercise 93 Chapter 6 Culture and Communication 94 6.1 Introduction 94 6.2 Appropriate Communication Across Cultures 95 6.3 One- and Two-way Communication Styles 101 6.4 Non-verbal Communication 106 6.5 Implications for the Manager 107 6.6 Summary 108 6.7 Exercise 108 Chapter 7 Motivation 111 7.1 Introduction 111 7.2 Needs 112 7.3 Intrinsic and Extrinsic Needs 114 7.4 How Context Influences Needs 116 7.5 Designing Incentives 118 7.6 Work as a Motivator 123 7.7 Implications for the Manager 125 7.8 Summary 126 7.9 Exercise 126 Chapter 8 Dispute Resolution 128 8.1 Introduction 128 8.2 Reasons for Dispute 129 8.3 Culture and Dispute 130 8.4 The Manager Resolves a Dispute 134 8.5 Negotiation 136 8.6 Implications for the Manager 142 8.7 Summary 143 8.8 Exercise 143 Chapter 9 Formal Structures 146 9.1 Introduction 146 9.2 Defining Structure 147 9.3 Bureaucracy 150 9.4 Culture and Bureaucracy 155 9.5 Implications for the Manager 159 9.6 Summary 160 9.7 Exercise 161 Chapter 10 Informal Systems 163 10.1 Introduction 163 10.2 Informal Relationships 164 10.3 Modeling Patronage 165 10.4 Patronage, Culture and Society 168 10.5 Some Variants: Guanxi and Wasta 172 10.6 Managing Informal Systems 174 10.7 Implications for the Manager 177 10.8 Summary 177 10.9 Exercise 178 Chapter 11 The Culture and Politics of Planning Change 180 11.1 Introduction 180 11.2 The Meaning of Planning 181 11.3 The Classic Planning Model 182 11.4 How National Culture Influences Planning 184 11.5 How Organizational Culture Influences Planning 187 11.6 The Politics of Planning 189 11.7 Implications for the Manager 192 11.8 Summary 193 11.9 Exercise 193 Chapter 12 When Does Culture Matter? The Case of Small/Medium Sized Enterprizes 195 12.1 Introduction 195 12.2 The Start-up in the United Kingdom and United States 196 12.3 The Start-up in Taiwan 199 12.4 The Anglo Family Company 201 12.5 The Chinese Family Company 203 12.6 The Middle Eastern Family Company 207 12.7 Assessing the Influence of National Culture 209 12.8 Implications for the Managers 209 12.9 Summary 210 12.10 Exercise 211 Cases for Part Two 212 Chapter 2 Case: Relations Between Manager and Employees 212 Chapter 3 Case: The Venezuelan Manager 213 Chapter 4 Case: Youth or Age, or Youth and Age? 214 Chapter 5 Case: The Vietnamese Bank 215 Chapter 6 Case: Bad Communication 216 Chapter 7 Case: Motivating Who? 217 Chapter 8 Case: The Nigerian Family Firm 218 Chapter 9 Case: No Job Description 219 Chapter 10 Case: Patronage in Europe 220 Chapter 11 Case: Improving Quality Control 221 Chapter 12 Case: Explaining Decisions Made by Small Business Owners 223 Part Three International Management 225 Chapter 13 Globalization and Localization 229 13.1 Introduction 229 13.2 Defining Globalization 230 13.3 The Social Effects of Globalization 237 13.4 The Roots of High Globalization 240 13.5 Implications for the Manager 243 13.6 Summary 243 13.7 Exercise 244 Chapter 14 Planning Strategy 245 14.1 Introduction 245 14.2 The Formal Strategic Plan 246 14.3 Stages of Planning 247 14.4 Strategic Planning Based on Resources 250 14.5 Balancing Resources and Position 252 14.6 The Influence of Environmental Factors 253 14.7 Growth Strategies 255 14.8 Emergent Strategy 256 14.9 Scenario Planning 257 14.10 Implications for the Manager 259 14.11 Summary 259 14.12 Exercise 260 Chapter 15 Implementing Strategy and Applying Knowledge 261 15.1 Introduction 261 15.2 Identifying and Applying Knowledge 262 15.3 Organizational Capabilities and Competitive Advantage 264 15.4 Implementation and Communication 266 15.5 International Mergers and Acquisitions 271 15.6 Transferring the Implementation System 273 15.7 Implications for the Manager 275 15.8 Summary 276 15.9 Exercise 276 Chapter 16 E-Communication 278 16.1 Introduction 278 16.2 Controlling by E-Communication 279 16.3 Cross-national Implementation 282 16.4 Email Utilization: Exploring Culture’s Consequences 284 16.5 Implications for the Manager 287 16.6 Summary 288 16.7 Exercise 289 Chapter 17 Forming an International Joint Venture 290 17.1 Introduction 290 17.2 Why Invest in an IJV? 291 17.3 Preparing for Success: The Four Compatibilities 295 17.4 Trust and Mistrust 297 17.5 Sharing Control 301 17.6 Implications for the Manager 304 17.7 Summary 305 17.8 Exercise 306 Chapter 18 Risk and Control: Headquarters and Subsidiary 307 18.1 Introduction 307 18.2 Risk for the Subsidiary 308 18.3 Control 312 18.4 Implications for the Manager 320 18.5 Summary 320 18.6 Exercise 321 Chapter 19 Managing Human Resources 323 19.1 Introduction 323 19.2 Applying Concepts of HRM 324 19.3 The General Functions of HRM 326 19.4 HRM Activities in Context 328 19.5 Recruitment 330 19.6 Performance Appraisal 332 19.7 Training 334 19.8 Retention 336 19.9 Implications for the Manager 338 19.10 Summary 339 19.11 Exercise 339 Chapter 20 Controlling by Staffing 341 20.1 Introduction 341 20.2 Staffing to Control the IJV 342 20.3 National Culture and Control 346 20.4 Local or Expatriate Top Management? 349 20.5 Implications for the Manager 354 20.6 Summary 355 20.7 Exercise 355 Chapter 21 Managing Expatriate Assignments 358 21.1 Introduction 358 21.2 What Expatriates Do 358 21.3 Expatriate Success and Failure 360 21.4 Expatriate Selection 363 21.5 Expatriate Training 365 21.6 Expatriate Support 369 21.7 Implications for the Manager 373 21.8 Summary 374 21.9 Exercise 374 Chapter 22 The Expatriate Brand Manager 376 22.1 Introduction 376 22.2 The Emergence of Global Brands 377 22.3 Role of the Expatriate Brand Manager 380 22.4 Brand Communication: Managing the mix 382 22.5 Implications for the Manager 388 22.6 Summary 389 22.7 Exercise 390 Cases for Part Three 392 Chapter 13 Case: The Call Center Revolution 392 Chapter 14 Case: Baby Food 393 Chapter 15 Case: New Knowledge 394 Chapter 16 Case: Betafield 395 Chapter 17 Case: The Indian Joint Venture 396 Chapter 18 Case: Global Paper (1) 397 Chapter 19 Case: The Foreign Employee 399 Chapter 20 Case: Global Paper (2) 400 Chapter 21 Case: Appointing a Headquarters Manager to the Swiss Subsidiary 401 Chapter 22 Case: Teldaswift 403 Part Four Conclusions 405 Chapter 23 The Culture of the Subsidiary: Convergence and Divergence 407 23.1 Introduction 407 23.2 Corporate Cohesion and Cultural Shift 408 23.3 Convergence and Divergence 410 23.4 The Dual-pressure Perspective 412 23.5 Cross-vergence 416 23.6 Implications for the Manager 417 23.7 Summary 418 23.8 Exercise 419 Chapter 24 Ethics and Corporate Responsibility 420 24.1 Introduction 420 24.2 Ethics 421 24.3 Ethics Across Culture and Time 424 24.4 Ethics in Branding 427 24.5 Corporate Social Responsibility 429 24.6 Implications for the Manager 431 24.7 Summary 432 24.8 Exercise 432 Cases for Part Four 434 Chapter 23 Case: CAS 434 Chapter 24 Case: A Donation to the President’s Campaign Fund 436 Appendix: Planning a Dissertation 438 Bibliography 443 Index 453

Autorenportrait

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.

Back cover copy

As in previous editions of this popular text on cross-cultural management, students will find here an invaluable guide to key management theories, linked to practical examples from all round the world. The book's key distinctive feature remains its truly international profile, with current examples from the US, Europe, Asia and new perspectives in this edition from other regions. <ul> <li style="list-style: none"> </li> <li>Discussion of cross-cultural models is updated by including the 'crossvergence' framework developed during the 1990s, as well as the latest new research on organizational culture</li> <li style="list-style: none"> </li> <li>Coverage of how and to what extent cultural variation affects the implementation of e-technology at the workplace (esp. in multinational subsidiaries)</li> <li style="list-style: none"> </li> <li>New material on the management of marketing/sales teams across borders and implications of cultural differences for expatriate managers.</li> <li style="list-style: none"> </li> <li>The addition of several new cases, from the Middle East, Latin America and Africa as well as new cases in in Asia.</li> </ul> The 4th edition retains the special appendix on how to write a successful dissertaion or project which makes this a useful text for both MBA and advanced undergraduate courses.