Multinational Management A Strategic Approach,9780324259902

Multinational Management A Strategic Approach

by
Edition: 3rd
ISBN13: 9780324259902
ISBN10: 0324259905
Format: Hardcover
Pub. Date: 2004-02-19
Publisher(s): South-Western College Pub
Upgraded Edition: Click here!
List Price: $322.99

Buy New

Usually ships in 2 to 3 business days.
$322.67
Add to Cart

Rent Textbook

Select for Price
Add to Cart
There was a problem. Please try again later.

Used Textbook

We're Sorry
Sold Out

eTextbook

We're Sorry
Not Available

Summary

MULTINATIONAL MANAGEMENT: A STRATEGIC APPROACH uses strategy as its unifying theme to explore the global economy and the impact of managerial decisions. By examining comparative management issues thoroughly, this text reveals the strengths and weaknesses of competitors and how to adapt organizational practices. Cullen/Parboteeah also covers the key topics of formation and implementation of strategies in the global environment, the building of strategic alliances, negotiation and cross-cultural communication, international human resource management, and business ethics.

Table of Contents

Preface xiv
About the Authors xx
Part 1 FOUNDATIONS OF MULTINATIONAL MANAGEMENT
1(122)
Multinational Management in a Changing World
2(40)
The Nature of the Multinational Company
4(2)
The Globalizing Economy: A Changing (But Not Always Stable) Environment for Business
6(19)
Countries of the World: The Arrived, the Coming, and the Struggling
6(1)
Borders Are Disintegrating: The World Trade Organization and Free Trade Areas
7(3)
Sell Anywhere, Locate Anywhere: Trade and Foreign Investment Are Growing But Setbacks Are Part of the Challenge
10(7)
The Internet and Information Technology Are Making It All Easier
17(3)
The Rise of Global Products and Global Customers
20(2)
The State Is Getting Out of Business
22(1)
New Competitors Are Emerging
23(1)
The Rise of Global Standards
23(2)
The Next Generation of Multinational Managers
25(2)
Multinational Management: A Strategic Approach
27(1)
Summary and Conclusions
28(1)
Discussion Questions
28(1)
Multinational Management Skill Builder: Interview a Multinational Manager
29(1)
Endnotes
29(1)
Chapter Case: ABB in China: 1998
30(12)
Culture and Multinational Management
42(36)
What Is Culture?
43(2)
Levels of Culture
45(1)
National Culture
46(1)
Business Culture
47(1)
Occupational Culture and Organizational Culture
47(3)
Cultural Differences and Basic Values: Two Diagnostic Models to Aid the Multinational Manager
50(20)
Hofstede's Model of National Cuture
50(2)
Uncertainty Avoidance
52(9)
7d Cultural Dimensions Model
61(9)
Propensity to Trust: A Cultural Dimension of Increasing Importance
70(1)
Caveats and Cautions
71(2)
Summary and Conclusions
73(1)
Discussion Questions
74(1)
Multinational Management Skill Builder: A Briefing Paper
74(1)
Endnotes
75(1)
Chapter Case: Old Corporate Ways Fade as New Korean Generation Asserts Itself
76(2)
The Institutional Context of Multinational Management
78(45)
Social Institutions and Influence of Society
81(2)
Economic Systems
83(6)
Industrialization
89(4)
Religion
93(9)
Education
102(3)
Organizations Alike: Globalization and Convergence
105(1)
The National Context and International Management
106(1)
Summary and Conclusions
107(1)
Discussion Questions
108(1)
Multinational Management Skill Builder: A Presentation
108(1)
Endnotes
109(1)
Chapter Case: Anglo-American College in Prague (AAC): The Challenge to Lead in Post-Communist Czech Republic
110(7)
Integrating Case 1: Organizational and National Cultures in a Polish/U.S. Joint Venture
117(6)
Part 2 STRATEGY CONTENT AND FORMULATION FOR MULTINATIONAL COMPANIES
123(132)
Strategic Management in the Multinational Company: Content and Formulation
124(24)
Basic Strategy Content Applied to the Multinational Company
125(9)
Competitive Advantage and Multinational Applications of Generic Strategies
126(1)
How Do Low-Cost and Differentiation Firms Make Money?
126(1)
Competitive Advantage and the Value Chain
127(2)
Distinctive Competencies
129(1)
Sustaining Competitive Advantage
129(1)
Offensive and Defensive Competitive Strategies in International Markets
130(3)
Multinational Diversification Strategy
133(1)
Strategy Content: Brief Conclusions
134(1)
Strategy Formulation: Traditional Approaches
134(7)
Industry and Competitive Analyses
134(4)
Company-Situation Analysis
138(2)
Corporate Strategy Selection
140(1)
Organizations Alike: Globalization and Convergence
141(3)
The National Context and Organizational Strategy: Overview and Observations
143(1)
Summary and Conclusions
144(1)
Discussion Questions
144(1)
Multinational Management Skill Builder: Identifying Distinctive Competencies and Generic Strategies
145(1)
Endnotes
145(1)
Chapter Case: Motorola in China
146(2)
Multinational and Participation Strategies: Content and Formulation
148(48)
Multinational Strategies: Dealing with the Global-Local Dilemma
149(5)
Multidomestic Strategy
150(1)
Transnational Strategy
150(3)
International Strategy
153(1)
Regional Strategy
153(1)
A Brief Summary and Caveat
153(1)
Resolving the Global-Local Dilemma: Formulating a Multinational Strategy
154(5)
Global Markets
155(1)
Costs
156(1)
Governments
156(1)
The Competition
156(1)
A Caution
156(1)
Competitive Advantage in the Value Chain
157(1)
Transnational or International: Which Way for the Global Company?
158(1)
The Global-Local Dilemma: Synopsis
159(1)
Participation Strategies: The Content Options
159(7)
Exporting
159(2)
Licensing
161(2)
International Strategic Alliances
163(1)
Foreign Direct Investment
164(2)
Formulating a Participation Strategy
166(9)
Basic Functions of Participation Strategies
167(5)
Choosing a Participation Strategy: General Strategic Considerations
172(2)
Participation Strategies and the Multinational Strategies
174(1)
Participation Strategies: Synopsis
175(2)
Summary and Conclusions
177(1)
Discussion Questions
178(1)
Multinational Management Skill Builder
179(4)
Endnotes
183(1)
Chapter Case: Transition at Whirlpool-Tatramat: From Joint Venture to Acquisition
184(12)
Small Businesses as Multinational Companies: Overcoming Barriers and Finding Opportunities
196(59)
What Is a Small Business?
197(1)
What Is an Entrepreneur?
197(1)
Internationalization and the Small Business
198(4)
The Small-Business Stage Model of Internationalization
198(1)
Small-Business Global Start-Up
199(2)
Small-Business E-Commerce
201(1)
Overcoming Small-Business Barriers to Internationalization
202(5)
Developing a Small-Business Global Culture
203(1)
Changing Attitudes of Key Decision Makers
204(1)
Gaining Experience: Duties and the Personal Life of the Small-Business CEO
205(1)
Is Size a Barrier for Small-Business Internationalization?
205(2)
Using the Small-Business Advantage
207(1)
The Future: Falling Barriers to Multinational Small Businesses and More Global Start-Ups
207(1)
When Should a Small Business Go International?
207(3)
Getting Connected to the International Market
210(6)
Participation Strategies
210(1)
Finding Customers and Partners
210(3)
Ready to Go and Connected: A Synopsis
213(3)
New-Venture Strategies for Small Multinational Companies
216(1)
New Product or Service and First-Mover Advantage
216(2)
Copycat Businesses
217(1)
Summary and Conclusions
218(1)
Discussion Questions
219(1)
Multinational Management Skill Builder: Take a Product International
219(1)
Endnotes
220(1)
Chapter Case: The Fleet Sheet
221(9)
Integrating Case 1: Skoda Auto (The Czech Carmaker)
230(9)
Integrating Case 2: Airview Mapping, Inc.
239(16)
Part 3 MANAGEMENT PROCESSES IN STRATEGY IMPLEMENTATION: DESIGN CHOICES FOR MULTINATIONAL COMPANIES
255(122)
Organizational Designs for Multinational Companies
256(36)
The Nature of Organizational Design
257(3)
A Primer On Organizational Structures
258(2)
Organizational Structures to Implement Multinational Strategies
260(14)
The Export Department
261(1)
Foreign Subsidiaries
262(1)
International Division
263(2)
Worldwide Geographic Structure and Worldwide Product Structure
265(2)
Hybrids and Worldwide Matrix Structures
267(4)
The Transnational Network Structure
271(3)
Beyond the Transnational: Is There a New Structure for the Multinational?
274(3)
Multinational Strategy and Structure: An Overview
277(1)
Implications For Small Multinational Companies
277(1)
Control and Coordination Systems
278(4)
Design Options for Control Systems
279(2)
Design Options for Coordination Systems
281(1)
Summary and Conclusions
282(1)
Discussion Questions
283(1)
Multinational Management Skill Builder: Build an Organization Structure for P&G
283(1)
Endnotes
284(1)
Chapter Case: Haute Innovations---International Virtual Teams Case Scenario
285(7)
International Strategic Alliances: Management and Design
292(32)
Where to Link in the Value Chain
293(4)
Choosing a Partner: The Most Important Choice?
297(3)
Choosing an Alliance Type
300(3)
Informal and Formal International Cooperative Alliances
300(1)
International Joint Ventures
301(2)
Negotiating the Agreement
303(1)
Building the Organization: Organizational Design in Strategic Alliances
304(3)
Decision-Making Control
304(1)
Management Structures
305(1)
Choosing a Strategic Alliance Management Structure
306(1)
Building the Organization: Human Resource Management in Strategic Alliances
307(2)
Commitment and Trust: The Soft Side of Alliance Management
309(5)
The Importance of Commitment and Trust
309(2)
Building and Sustaining Trust and Commitment
311(3)
Assessing the Performance of an International Strategic Alliance
314(1)
If the Alliance Does Not Work
315(1)
Learning to Partner: Building a Dedicated Strategic Alliance Unit
316(1)
Summary and Conclusions
316(1)
Discussion Questions
317(1)
Multinational Management Skill Builder: Compare and Contrast International Joint Venture Contracts
317(1)
Endnotes
317(1)
Chapter Case: PBS (B): The ABB PBS Joint Venture in Operation
318(6)
Multinational E-Commerce: Strategies and Structures
324(53)
The Internet Economy
325(4)
What Is E-Commerce?
325(2)
The Internet Economy
327(2)
Fundamentals of E-Commerce Strategy and Structure
329(4)
Five Steps for Successful E-Commerce Strategy
329(2)
E-Commerce Structure: Integrated or Autonomous
331(1)
Additional Operational Challenges for an E-Commerce Business
331(2)
Globalizing Through the Internet
333(10)
Multinational E-Commerce Strategy Formulation
333(4)
Multinational E-Commerce Strategy Implementation
337(6)
Summary and Conclusions
343(1)
Discussion Questions
343(1)
Multinational Management Skill Builder
343(1)
Endnotes
344(1)
Chapter Case: The Failure of Boo.com
345(6)
Integrating Case 1: Sts Manufacturing in China: Mark Hanson Returns From Vacation
351(9)
Integrating Case 2: Enersis: Global Strategy in the Electric Power Sector
360(17)
Part 4 STRATEGY IMPLEMENTATION FOR MULTINATIONAL COMPANIES: HUMAN RESOURCE MANAGEMENT
377(114)
International Human Resource Management
378(44)
International Human Resource Management Defined
379(3)
International Human Resource Management and International Employees
380(2)
Multinational Managers: The Expatriate or the Host-Country Manager
382(4)
Is the Expatriate Worth It?
383(3)
International Cadre: Another Choice
386(1)
The Expatriate Manager
386(14)
Selecting Expatriate Managers
387(4)
Training And Development
391(2)
Performance Appraisal for the Expatriate
393(2)
Expatriate Compensation
395(2)
The Repatriation Problem
397(3)
International Assignments for Women
400(4)
Successful Women Expatriates
401(1)
Foreign, Not Female
401(2)
More Women in the Future?
403(1)
What Can Companies Do to Ensure Female Expatriate Success?
403(1)
Multinationals and Electronic Human Resource Management
404(3)
Strategic Importance of e.Hr
404(2)
Proper Steps to e.Hr Implementation
406(1)
Multinational Strategy and IHRM
407(7)
IHRM Orientations
407(5)
Finding a Fit: IHRM Orientation and Multinational Strategy
412(2)
Summary and Conclusions
414(1)
Discussion Questions
414(1)
Multinational Management Skill Builder: A Presentation
415(1)
Endnotes
415(2)
Chapter Case: The Road to Hell
417(5)
HRM in the Local Context: Knowing When and How to ADAPT
422(69)
Why Do Nations Differ in HRM?
423(4)
Recruitment
427(5)
Recruitment in the United States
428(1)
Recruitment in Korea
428(1)
Recruitment around the World
429(3)
Selection
432(3)
Selection in the United States
432(1)
Selection in Collectivist Cultures
433(1)
Selection around the World
434(1)
Implications for the Multinational: Recruitment and Selection
435(1)
Training and Development
435(10)
Training and Development in the United States
437(1)
Training and Vocational Education in Germany
438(3)
Management Development in the United States
441(1)
Management Development in Japan
441(4)
Implications for the Multinational: Training and Development
445(2)
Performance Appraisal
447(3)
Performance Appraisal in the United States
447(1)
Performance Appraisals around the World
448(2)
Compensation
450(4)
Compensation Practices in the United States
450(1)
Compensation around the World
451(2)
Compensation in Japan
453(1)
Implications for the Multinational: Performance Evaluation and Compensation
454(2)
A Comparative View of Labor Relations
456(6)
Union-Membership Density
457(1)
Some Historical and Institutional Differences
457(2)
Union Structures
459(1)
Implications for the Multinational: The Search for Harmony
460(2)
Summary and Conclusions
462(1)
Discussion Questions
463(1)
Multinational Management Skill Builder: The HRM Component in a Multinational Company's Location Decision
464(1)
Endnotes
465(2)
Chapter Case: Management Appraisal at Attock Refinery Limited (A)
467(8)
Chapter Case: Management Appraisal at Attock Refinery Limited (B)
475(8)
Integrating Case: Cadet Uniform Services: Cleaning Up in the Cleaning Business
483(8)
Part 5 STRATEGY IMPLEMENTATION FOR MULTINATIONAL COMPANIES: INTERACTION PROCESSES
491(134)
International Negotiation and Cross-Cultural Communication
492(38)
The Basics of Cross-Cultural Communication
494(10)
Language and Culture
494(1)
High- and Low-Context Languages
494(2)
Basic Communication Styles
496(1)
Nonverbal Communication
497(4)
Practical Issues in Cross-Cultural Business Communication
501(3)
International Negotiation
504(17)
Steps in International Negotiations
504(12)
Basic Negotiating Strategies
516(3)
The Successful International Negotiator: Personal Characteristics
519(1)
Steps in, and Styles of, Negotiation, and the Successful Negotiator: Summary Observations
520(1)
Summary and Conclusions
521(1)
Discussion Questions
521(1)
Multinational Management Skill Builder: Negotiating an International Contract-- a Simulation
521(2)
Endnotes
523(1)
Chapter Case: The AT&T/BT Joint Venture Negotiations
524(6)
Motivation in Multinational Companies
530(40)
Work Values and the Meaning of Work
531(6)
Why Do People Work?
531(1)
What Do People Value in Work?
532(5)
Work Motivation and the National Context
537(3)
The Basic Work-Motivation Process
537(1)
National Context and Work Motivation: A Brief Introduction
538(2)
Theories of Work Motivation in the Multinational Context
540(19)
Need Theories of Motivation
540(2)
Needs and the National Context
542(4)
Process and Reinforcement Theories of Motivation
546(9)
Motivation and Job Design: U.S. and European Perspectives
555(4)
Summary and Conclusions
559(1)
Discussion Questions
559(1)
Multinational Management Skill Builder: Planning Motivational Strategies for Different Countries
560(1)
Endnotes
561(1)
Chapter Case: Chiba International, Inc.
562(8)
Leadership and Management Behavior in Multinational Companies
570(55)
Global Leadership: The New Breed
572(1)
Three Classic Models: A Vocabulary of Leadership
573(6)
Leadership Traits
573(1)
Leadership Behaviors
574(2)
Contingency Theories
576(2)
Traits, Behaviors, and Contingencies
578(1)
National Context as a Contingency for Leadership Behaviors
579(12)
The National-Context Contingency Model of Leadership: An Overview
579(3)
Leadership Traits and Behaviours in the National Context
582(7)
National Context and Preferred Leader-Influence Tactics
589(1)
National Context and Subordinates' Expectations
589(2)
Contemporary Leadership Perspectives: Multinational Implications
591(5)
Transformational Leadership
591(4)
Attributions and Leadership
595(1)
Global Women Leaders: The Future?
596(2)
Getting Results: Should You Do What Works at Home?
598(3)
The Cultural Context and Suggested Leadership Styles
599(2)
Summary and Conclusions
601(1)
Discussion Questions
601(1)
Multinational Management Skill Builder: Leadership Challenges in Mexico
602(1)
Endnotes
602(2)
Chapter Case: Grupo UNIKO
604(9)
Integrating Case: Argentina Suites: a Case Study
613(12)
Part 6 THE ETHICAL CONTEXT OF MULTINATIONAL MANAGEMENT
625(46)
Managing Ethical and Social Responsibility Challenges in Multinational Companies
626(45)
What Are International Business Ethics and Social Responsibility?
627(4)
Ethical Philosophy
631(2)
Traditional Views
631(1)
Moral Languages
632(1)
National Differences in Business Ethics and Social Responsibility
633(8)
Questionable Payments and the U.S. Foreign Corrupt Practices Act
637(4)
Toward Transnational Ethics
641(6)
Pressures for Ethical Convergence
641(2)
Prescriptive Ethics for the Multinational
643(4)
The Ethical Dilemma in Multinational Management: How Will You Decide?
647(5)
Ethical Relativism versus Ethical Universalism
647(2)
Individual Ethical Decision Making for the Multinational Manager
649(3)
Summary and Conclusions
652(1)
Discussion Questions
653(1)
Multinational Management Skill Builder: Rex Lewis's Ethical Dilemma
653(1)
Endnotes
654(1)
Chapter Case: Tee-Shirts and Tears: Third World Suppliers to First World Markets
655(16)
Glossary 671(10)
Name Index 681(2)
Subject Index 683(12)
Company Index 695

An electronic version of this book is available through VitalSource.

This book is viewable on PC, Mac, iPhone, iPad, iPod Touch, and most smartphones.

By purchasing, you will be able to view this book online, as well as download it, for the chosen number of days.

Digital License

You are licensing a digital product for a set duration. Durations are set forth in the product description, with "Lifetime" typically meaning five (5) years of online access and permanent download to a supported device. All licenses are non-transferable.

More details can be found here.

A downloadable version of this book is available through the eCampus Reader or compatible Adobe readers.

Applications are available on iOS, Android, PC, Mac, and Windows Mobile platforms.

Please view the compatibility matrix prior to purchase.