International Management

ISBN-13: 9781405173995 / Angielski / Miękka / 2009 / 488 str.

Richard Mead

Opis

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.

• 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

• Coverage of how and to what extent cultural variation affects the implementation of e-technology at the workplace (esp. in multinational subsidiaries)

• New material on the management of marketing/sales teams across borders and implications of cultural differences for expatriate managers.

• The addition of several new cases, from the Middle East, Latin America and Africa as well as new cases in in Asia.

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.

Spis treści

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

O autorze

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.