The 12th edition of International Management: Culture, Strategy, and Behavior takes a user-friendly, well-balanced approach in covering all the critical dimensions and the interdependencies between them. This edition covers environment and OB/HRM over three chapters each, along with Culture and Strategy getting their own four chapters. The text also emphasizes a balance of research and application. The 12th edition has been updated to reflect how the COVID-19 pandemic has challenged the fundamental assumptions about how international business is conducted. The authors also incorporated…mehr
The 12th edition of International Management: Culture, Strategy, and Behavior takes a user-friendly, well-balanced approach in covering all the critical dimensions and the interdependencies between them. This edition covers environment and OB/HRM over three chapters each, along with Culture and Strategy getting their own four chapters. The text also emphasizes a balance of research and application. The 12th edition has been updated to reflect how the COVID-19 pandemic has challenged the fundamental assumptions about how international business is conducted. The authors also incorporated coverage of emerging markets that are facing a high level of stress and how the development of new technology, such as artificial intelligence and robotics, will result in fundamental changes to the global job market. This edition also marks the addition of a new author, Ajai Gaur, a Professor of Strategy and International Business at Rutgers University. Ajai brings subject expertise in global business strategy, emerging markets, institutions, and a range of other topics. He also has deep ties and links to East and South Asia and helps to further "globalize" the book.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
FRED LUTHANS is the University and the George Holmes Distinguished Professor of Management, Emeritus at the University of Nebraska-Lincoln. He is also a senior research scientist for HUMANeX Ventures Inc. He received his B.A., M.B.A., and Ph.D. from the University of Iowa, where he received the Distinguished Alumni Award in 2002. While serving as an officer in the U.S. Army from 1965 to 1967, he taught leadership at the U.S. Military Academy at West Point. He has been a visiting scholar at a number of colleges and universities and has lectured in numerous European and Pacific Rim countries. He has taught international management as a visiting faculty member at the universities of Bangkok, Hawaii, Henley in England, Norwegian Management School, Monash in Australia, Macau, Chemnitz in Germany, and Tirana in Albania. A past President of the Academy of Management, in 1997 he received the Academy's Distinguished Educator Award. In 2000 he became an inaugural member of the Academy's Hall of Fame for being one of the "Top Five" all-time published authors in the prestigious academy journals. For many years he was co-editor-in-chief of the Journal of World Business and editor of Organizational Dynamics and is currently co-editor of Journal of Leadership and Organizational Studies. The author of numerous books, his seminal Organizational Behavior is now in its thirteenth edition and the 2007 groundbreaking book Psychological Capital (Oxford University Press) with Carolyn Youssef and Bruce Avolio came out in a new version in 2015. He is one of very few management scholars who is a Fellow of the Academy of Management, the Decision Sciences Institute, and the Pan Pacific Business Association. He received the Global Leadership Award from the Pan Pacific Association and has been a member of its Executive Committee since it was founded over 30 years ago. This committee helps organize the annual meeting held in Pacific Rim countries. He has been involved with some of the first empirical studies on motivation and behavioral management techniques and the analysis of managerial activities in Russia; these articles were published in the Academy of Management Journal, Journal of International Business Studies, Journal of World Business, and European Management Journal. Since the very beginning of the transition to market economies after the fall of communism in Eastern Europe, he has been actively involved in management education programs sponsored by the U.S. Agency for International Development in Albania and Macedonia, and in U.S. Information Agency programs involving the Central Asian countries of Kazakhstan, Kyrgyzstan, and Tajikistan. Professor Luthans's recent international research involves his construct of positive psychological capital (PsyCap). For example, he and colleagues have published their research demonstrating the impact of Chinese workers' PsyCap on their performance in the International Journal of Human Resource Management and Management and Organization Review. He is applying his positive approach to positive organizational behavior (POB), PsyCap, and authentic leadership to effective global management and has been the keynote at programs in China (numerous times), Malaysia, South Korea, Indonesia, Philippines, Singapore, Taiwan, Japan, Vietnam, Costa Rica, Mexico, Chile, Fiji, Germany, France, England, Spain, Norway, Finland, Denmark, Netherlands, Italy, Russia, Macedonia, Albania, Morocco, South Africa, New Zealand, and Australia.
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PART ONE: ENVIRONMENTAL FOUNDATION Chapter 1: Globalization and International Linkages Chapter 2: The Political, Legal, and Technological Environment Chapter 3: Ethics, Social Responsibility, and Sustainability Brief Integrative Case 1.1.: Advertising or Free Speech? The Case of Nike and Human Rights Brief Integrative Case 1.2: TOMS Put Its Right Foot Forward In-Depth Integrative Case 1.1: Student Advocacy and "Sweatshop" Labor: The Case of Russell Athletic In-Depth Integrative Case 1.2: The Ethics of Global Drug Pricing PART TWO: THE ROLE OF CULTURE Chapter 4: The Meanings and Dimensions of Culture Chapter 5: Managing Across Cultures Chapter 6: Organizational Cultures and Diversity Chapter 7: Cross-Cultural Communication and Negotiation Brief Integrative Case 2.1: Coca-Cola in India Brief Integrative Case 2.2: Danone's Wrangle with Wahaha In-Depth Integrative Case 2.1: Disney in Asia In-Depth Integrative Case 2.2: Walmart's Global Strategies PART THREE: INTERNATIONAL STRATEGIC MANAGEMENT Chapter 8: Strategy Formulation and Implementation Chapter 9: Entry Strategies and Organizational Structures Chapter 10: Managing Political Risk, Government Relations, and Alliances Chapter 11: Management Decision and Control Brief Integrative Case 3.1: Google in China: Protecting Property and Rights In-Depth Integrative Case 3.1: How Starbucks Convince Indians to Embrace Coffee PART FOUR: ORGANZIATIONAL BEHAVIOR AND HUMAN RESOURCE MANAGEMENT Chapter 12: Motivation across Cultures Chapter 13: Leadership across Cultures Chapter 14: Human Resource Selection and Development across Cultures Brief Integrative Case 4.1: IKEA's Global Renovations In-Depth Integrative Case 4.1: How Didi Fought Uber in China and Won: Next, Taking on the World In-Depth Integrative Case 4.2: Chiquita's Global Turnaround SKILL BUILDING AND EXPERIENTIAL EXERCISES Glossary Indexes
PART ONE: ENVIRONMENTAL FOUNDATION Chapter 1: Globalization and International Linkages Chapter 2: The Political, Legal, and Technological Environment Chapter 3: Ethics, Social Responsibility, and Sustainability Brief Integrative Case 1.1.: Advertising or Free Speech? The Case of Nike and Human Rights Brief Integrative Case 1.2: TOMS Put Its Right Foot Forward In-Depth Integrative Case 1.1: Student Advocacy and "Sweatshop" Labor: The Case of Russell Athletic In-Depth Integrative Case 1.2: The Ethics of Global Drug Pricing PART TWO: THE ROLE OF CULTURE Chapter 4: The Meanings and Dimensions of Culture Chapter 5: Managing Across Cultures Chapter 6: Organizational Cultures and Diversity Chapter 7: Cross-Cultural Communication and Negotiation Brief Integrative Case 2.1: Coca-Cola in India Brief Integrative Case 2.2: Danone's Wrangle with Wahaha In-Depth Integrative Case 2.1: Disney in Asia In-Depth Integrative Case 2.2: Walmart's Global Strategies PART THREE: INTERNATIONAL STRATEGIC MANAGEMENT Chapter 8: Strategy Formulation and Implementation Chapter 9: Entry Strategies and Organizational Structures Chapter 10: Managing Political Risk, Government Relations, and Alliances Chapter 11: Management Decision and Control Brief Integrative Case 3.1: Google in China: Protecting Property and Rights In-Depth Integrative Case 3.1: How Starbucks Convince Indians to Embrace Coffee PART FOUR: ORGANZIATIONAL BEHAVIOR AND HUMAN RESOURCE MANAGEMENT Chapter 12: Motivation across Cultures Chapter 13: Leadership across Cultures Chapter 14: Human Resource Selection and Development across Cultures Brief Integrative Case 4.1: IKEA's Global Renovations In-Depth Integrative Case 4.1: How Didi Fought Uber in China and Won: Next, Taking on the World In-Depth Integrative Case 4.2: Chiquita's Global Turnaround SKILL BUILDING AND EXPERIENTIAL EXERCISES Glossary Indexes
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