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International Business Management: Succeeding in a Culturally Diverse World Second Edition 2019 [Kietas viršelis]

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  • Formatas: Hardback, 448 pages, aukštis x plotis: 235x155 mm, weight: 869 g, 17 Illustrations, color; 32 Illustrations, black and white; XXII, 448 p. 49 illus., 17 illus. in color., 1 Hardback
  • Serija: Springer Texts in Business and Economics
  • Išleidimo metai: 05-Dec-2018
  • Leidėjas: Springer International Publishing AG
  • ISBN-10: 3319966219
  • ISBN-13: 9783319966212
Kitos knygos pagal šią temą:
International Business Management: Succeeding in a Culturally Diverse World Second Edition 2019Didesnis paveikslėlis
  • Formatas: Hardback, 448 pages, aukštis x plotis: 235x155 mm, weight: 869 g, 17 Illustrations, color; 32 Illustrations, black and white; XXII, 448 p. 49 illus., 17 illus. in color., 1 Hardback
  • Serija: Springer Texts in Business and Economics
  • Išleidimo metai: 05-Dec-2018
  • Leidėjas: Springer International Publishing AG
  • ISBN-10: 3319966219
  • ISBN-13: 9783319966212
Kitos knygos pagal šią temą:
Pastovi nuoroda: https://www.kriso.lt/db/9783319966212.html

This textbook explores the theoretical and practical aspects of managing international business operations while also dealing with multi-cultural, multi-national and global issues of managing business expansion beyond the domestic market. A second, revised edition of Managing Internationally: Succeeding in a Culturally Diverse World, each chapter contains up-to-date material, in-depth coverage of topics, visual aids (i.e., charts, tables, etc.), and vignettes, making this new edition engaging, visually appealing and easily accessible for students taking International Business Management courses.

The contents of this textbook are separated into four parts. Part one offers introductory information on the scope and importance of international business management as well as the social and ethical challenges. Part two covers cultural and behavioral topics. Part three discusses the strategic and operational aspects of international business management. Part four explores human resources and labor relations. To assist students, each chapter starts a preview section which includes an outline of the chapter indicating the important aspects along with a brief description of the major issues. Following the preview is a vignette that encapsulates the crux of the chapter, often presented in an amusing and engaging manner. To further help students focus on key issues, the text includes the list of useful business cases to which students can refer. To assist professors in teaching from this book, ancillary teaching materials such as sample syllabi, slides, tests and answer keys will be available for download. 

Part I Introduction
1 The Management of International Business
3(34)
Overview
4(1)
Introduction
5(2)
The Changing Profile of the Global Business Environment
7(11)
Decreased Trade Barriers
8(1)
Developing Countries' Attitude Change
8(2)
Adoption of Export-Oriented Strategies by Developing Countries
10(1)
Spread of Regional Trade Agreements
10(1)
Technological Developments
11(1)
Global Demand for Capital
11(1)
Diminishing Effectiveness of National Borders
11(1)
Investment Requirement in R&D
12(1)
Increasing Interdependence Among Nations
13(3)
The Effect of the Internet
16(1)
International Terrorism
17(1)
The Imperatives of Globalization of Business
18(5)
Why Do Businesses Expand Their Operations Abroad?
18(5)
Types of International Business Operations
23(1)
Perspectives of International Business Activities
23(1)
Direct Investment
24(1)
New Trends in International Business
24(2)
Major Elements of Managing International Business Operations
26(7)
Management View of International Business
27(3)
MNCs and Host Government Relationships
30(2)
Host Country Business Environment
32(1)
References
33(4)
2 Socio-Ethical Issues and International Management
37(40)
Overview
38(1)
Introduction
39(1)
Social Responsibilities of MNCs
40(6)
The Stakeholder Perspective
41(5)
Problem Areas
46(11)
Ecological Concerns
46(4)
Bribery and Corruption
50(6)
The Issue of Free Trade
56(1)
Concerns of Developing Countries
57(3)
Globalization Backlash
60(2)
Supranational Organizations
62(6)
The United Nations
62(1)
The World Bank and the International Monetary Fund
63(3)
The World Trade Organization
66(2)
What Is Next?
68(3)
References
71(6)
Part II Cultural and Behavioral
3 International Management and the Cultural Context
77(32)
Overview
78(1)
Introduction
79(1)
What Is Culture?
79(7)
The Major Components of Culture
80(2)
Six Dimensions of Culture
82(4)
Other Potential Dimensions of Culture
86(9)
Work and Material Gain
86(3)
Informality
89(1)
Joking and Fun/Informality
90(1)
Attitude Toward Time
91(1)
Time Perspective
92(2)
Age and Gender
94(1)
Corporate Culture
95(2)
Cultural Typology of the Organization
97(4)
The Family Culture
98(1)
The Eiffel Tower
99(1)
The Guided Missile
99(1)
The Incubator Culture
100(1)
Countries and Corporate Culture Types
101(1)
Monolithic, Plural, and Multicultural Organizations
101(3)
Monolithic Organization
102(1)
Plural Organization
103(1)
Multicultural Organization
103(1)
The Benefits of Multiculturalism
104(2)
References
106(3)
4 International Communication and Negotiation
109(36)
Overview
110(1)
Introduction
111(1)
Micro and Macro International Communication
111(3)
The Classic Communication Model
114(3)
Origination
114(1)
Destination
115(1)
Noise (Distortion)
115(1)
Feedback
116(1)
International Verbal Communication
117(1)
Cultural Differences in Nonverbal Communication
118(8)
Expressiveness
119(2)
Emotions
121(2)
Individualism
123(1)
Gender Role Differentiation and Rigidity
123(1)
Power Distance
124(1)
Uncertainty
124(1)
Contextual Variations
124(2)
Communication Competence
126(2)
Dos and Don'ts of Communication with Foreigners
128(1)
International Negotiations
129(13)
Negotiation Process
129(1)
Principled Negotiation
130(2)
The American Negotiation Style
132(2)
Intercultural Negotiations
134(8)
References
142(3)
5 Managerial Leadership and Motivation in an International Context
145(48)
Overview
146(2)
Introduction
148(1)
The Shortcomings of Leadership Theories
149(8)
The Cultural Relativity of Leadership
151(6)
Managerial Leadership in Europe
157(5)
Britain
157(2)
France
159(1)
Germany
160(2)
Managerial Leadership in Japan Versus the United States
162(2)
Motivation
164(1)
Motivation and Culture
165(9)
Cultural Influences on Motivation
166(7)
Applicability of Major Motivation Theories
173(1)
The Shortcomings of Motivation Theories
174(6)
Maslow's Hierarchy of Needs
174(2)
Motivators and Hygiene Factors
176(1)
McClelland's Three Motives
177(1)
Expectancy Theory
178(1)
Equity Theory
179(1)
Motivation and Learning
180(1)
Motivation and Japanese Employees
180(1)
Global Trends and Motivation
181(5)
References
186(7)
Part III Strategic and Operational
6 International Environment and Strategy
193(24)
Overview
194(1)
Introduction
195(3)
International Business Environment
198(8)
Host Government, Political, and Legal Issues
198(5)
The Competition
203(3)
Industry Characteristics and MNC Strategy
206(4)
International Industries
207(1)
Multidomestic Industries
207(1)
Global Industries
208(1)
Transnational Industries
209(1)
Four MNC Strategies
210(6)
International Strategy
210(1)
Host Country Focus Strategy
211(1)
Global Integration Strategy
212(1)
Transnational Strategy
213(3)
References
216(1)
7 International Strategic Alliance
217(24)
Overview
218(1)
Introduction
219(1)
General Understanding of Strategic Alliance
220(4)
What Is Strategic Alliance?
220(3)
What Are the Motivations for Strategic Alliances?
223(1)
Succeeding in Strategic Alliances
224(4)
Challenging Issues and Risks of Strategic Alliance
224(2)
Factors Affecting the Success of Alliances
226(2)
International Strategic Alliance and Alliance Governance Mode Choice
228(4)
Cultural Environment
229(1)
Economic Environment
229(1)
Institutional Environment
230(1)
Other Contingency Factors
231(1)
Managing Alliance Portfolios to Enhance Performance
232(6)
Alliance Portfolio Strategy
232(1)
Definition and Challenges of Alliance Portfolios
232(2)
Alliance Portfolio Configuration
234(4)
References
238(3)
8 Organization of Multinational Operations
241(34)
Overview
242(1)
Introduction
243(1)
Definition and Functions of Organizing
243(2)
The Organization of Multinationals
245(1)
Factors Influencing the Structure of MNCs
246(4)
External Forces
246(1)
Company Factors
247(3)
The Development of an International Corporate Structure
250(23)
The International Division Structure
252(5)
The Geographic Division Structure
257(2)
The Product Division Structure
259(2)
The Functional Structure
261(1)
Global Matrix Structure
262(2)
Mixed Structure
264(1)
Newer Forms of Organization
264(9)
References
273(2)
9 Control of International Operations
275(34)
Overview
276(1)
Introduction
277(1)
Purpose and Functions of the Control Process
278(1)
Control Mechanisms
278(6)
Input and Output Controls
279(1)
Locus of Decision-Making
279(1)
Communication and Information Flow
280(2)
Organizational Structure
282(1)
Integrative Mechanisms
282(1)
Resource Allocation
283(1)
Control Approaches
284(4)
The Market Approach
284(1)
Rules Approach
285(1)
Cultural Approach
286(2)
Cultural Aspects of MNC Control
288(1)
Corporate Socialization
288(1)
Evolution of Coordination and Control of MNCs
289(4)
Additional Control Problems of MNCs
293(8)
Language and Cultural Differences
293(2)
Geographical Distance
295(1)
Legal Differences
295(1)
Security Issues
296(1)
Intrafirm Business Transactions
297(3)
Other Factors
300(1)
Ownership and Host Government Involvement
301(5)
Host Government Involvement
301(2)
Ownership and Control of Foreign Affiliates
303(3)
References
306(3)
10 International Information Systems Management
309(32)
Overview
310(1)
Introduction
311(1)
Computer-Based Information Systems
312(1)
Information Architecture (IT)
313(3)
Supply Chain Management
314(1)
Enterprise Resource Planning
315(1)
Electronic Data Interchange
316(1)
Ramifications of Internationalization on the IS Function
316(8)
The IS Function Within the Multinational Corporation
318(1)
International IS Issues
319(2)
The Internet
321(2)
Global IS Management
323(1)
IS Security
323(1)
Building a Global IS
324(13)
Planning Globally
326(2)
Communication Integration in the Global Organization
328(3)
Data Integration in the Global Organization
331(2)
The IS Application Portfolio in the Global Organization
333(1)
Redefining the CIO as the Global Information Officer
334(3)
References
337(4)
Part IV Human Resources
11 International Human Resource Management
341(36)
Overview
342(1)
Introduction
343(1)
The Transition From a Domestic to an International Position
343(2)
Recruitment and Selection
345(10)
Recruitment Philosophy
345(2)
Selection Criteria
347(4)
Personnel Selection Options
351(3)
Host Country or Third-Country Staffing Criteria
354(1)
Product Life Cycle and International Human Resource Management
355(5)
International Product Life Cycle
356(2)
HRM Practices
358(2)
International Management and Intercultural Training and Preparation
360(7)
Pre-departure Preparations
362(1)
International and Intercultural Training
362(3)
The Intercultural Sensitizer
365(1)
Training Host Country or Third-Country Nationals
365(1)
Training Host Country Nonmanagerial Employees
366(1)
Repatriation Problems
367(1)
Compensation
368(6)
Compensation Methods
369(2)
Host Country Employees
371(3)
References
374(3)
12 International Labor Relations
377(34)
Overview
378(1)
Introduction
379(1)
Locus of Control in International Workplace Practices
380(5)
Headquarters-Subsidiary Relationships
380(1)
The Quandary of National Unions
381(1)
Cross-Border Labor Tactics
382(3)
Host Government Involvement
385(1)
International Labor Organizations
385(6)
International Affiliates of Labor Unions
388(1)
Intergovernmental Organizations
389(2)
Diversity in International Labor Relations
391(17)
Industrial Relations in the United States
392(1)
European Industrial Democracy
393(1)
Differences Between Participative Management and Industrial Democracy
393(1)
Industrial Democracy in Germany
394(2)
Labor Unions in Germany
396(1)
Background and Structure of Codetermination
397(3)
Opposition to Codetermination
400(1)
French Labor Unions
401(1)
Labor Unions in Britain
402(1)
Japanese Enterprise Unions
403(5)
References
408(3)
Appendix A Major Leadership Theories 411(10)
Appendix B Major Motivation Theories 421(6)
Appendix C Charter of the United Nations 427(2)
The List of Cases 429(2)
Author Index 431(8)
Subject Index 439
Kamal Fatehi is Professor of Management at Coles College of Business, Kennesaw State University (KSU). He joined KSU in 2000 as the Chair of Management and Entrepreneurship Department. Before joining KSU, he was Interim Dean of College of Business Administration at Texas A&M International University. Previously, he was a professor of Strategic and International Management at Barton School of Business, Wichita State University, Wichita, Kansas.  He has taught at Louisiana State University, Western Illinois University, and Eastern Illinois University. At Western Illinois University, he was recognized as an Outstanding Scholar. He has received research awards from three universities. Dr. Fatehi is the recipient of six Fulbright Awards. The last one was in 2018 that he assisted Sultan Hassan II University, in Casablanca, Morocco. Related to these awards and assignments is his service as adviser/host to many foreign scholars who received scholarships from the State Department and placed with the universities with which he was affiliated. In 1999, in cooperation with his colleagues from Texas A&M University, he assisted Turkmen State University to establish the first business program in Turkmenistan. In teaching and research studies he draws from his years of managerial experience with industry and his service to public and private organizations as a consultant, including an assignment with the Russian Privatization Center, Moscow, Russia.





 Fatehi has published in such journals as Asia Pacific Journal of Marketing, Cross-Cultural Research, Decision Science Journal of Innovative Education, Employee Relations Law Journal, Industrial Management, International Executive, International Journal of Commerce and Management, International Journal of Management, Journal of Behavioral Economics, Journal of Business Research, Journal of Global Business, Global Business Review, Journal of Management, Management International Review, Managerial Planning, and Transnational Management.





 He is the author of three international management textbooks published by Prentice Hall, Sage Publications, and Springer. He is serving on the editorial boards of eleven scholarly/professional journals.





Jeongho Choi is Assistant Professor of Management at the School of Business, St. John Fisher College (SJFC), Rochester, New York. Before he joined SJFC, Dr. Choi has taught International Business and Management courses such as Principles of Management, and a capstone, Strategic Management (Business Policy & Strategy), since 2011 at Rutgers Business School and the State University of New York.





 Before pursuing his career in academia, Dr. Choi worked for an electronics company manufacturing semiconductors (MLCC: Multilayer Ceramic Capacitor), and was in charge of monitoring product quality and promoting process innovation. Having this industry background, his research focuses primarily on Research and Development (R&D) activities of multinational corporations. In relation to this, his research interests include alliance governance structure, alliance contract design, alliance collaboration with diverse partners, and technology innovation. His work examines the effectiveness of communication and coordination mechanisms, and flexible contract on alliance collaboration performance. His research has appeared in top-tier journals such as Journal of International Business Studies, British Journal of Management and International Business Review. His research also published in the Best Paper Proceedings of the Academy of Management. And Dr. Choi is the author of several book chapters.





 Dr. Choi has been serving as a reviewer for numerous journals and a member of the Academy of International Business (since 2008), Academy of Management (since 2013), and European InternationalBusiness Academy (since 2013). His favorite pastime includes playing a classical and electric guitar, and stargazing. His lifetime interest remains in art and science.