"Managing Internationalisation" explains the process of internationalising any kind of organisation from a management perspective. Based on the renowned EFQM Excellence Model, all issues with special relevance for international activities are explained and traced back to recent scientific research and good management practise. The book is meant for practitioners and students alike. For a better understanding, extensive illustrations, examples, exercises and recommendations for case studies enrich the text. Dieses Buch erklärt den Prozess der Internationalisierung von Organisationen aus der…mehr
"Managing Internationalisation" explains the process of internationalising any kind of organisation from a management perspective. Based on the renowned EFQM Excellence Model, all issues with special relevance for international activities are explained and traced back to recent scientific research and good management practise. The book is meant for practitioners and students alike. For a better understanding, extensive illustrations, examples, exercises and recommendations for case studies enrich the text. Dieses Buch erklärt den Prozess der Internationalisierung von Organisationen aus der Sicht des Managements. Auf der Basis des EFQM-Modells für Business Excellence (Qualitätsmanagement) werden alle für internationale Aktivitäten relevanten Themen erläutert. Das Buch ist für Praktiker und Studierende gleichermaßen geeignet. Mit praxisnahen Übungen und Fallstudien.
Preface5Acknowledgements6Table of Figures131 Introduction and Overview Strategic International Management191.1 Introduction201.1.1 How to Use This Book201.1.2 From Gradual Globalisation to Transnational Organisations21VIPs261.2 The Use of Holistic Management Models27VIPs291.3 The Approach of the EFQM Excellence Model301.3.1 Background Information: The EFQM and its Model301.3.2 The Fundamental Concepts of Excellence301.3.3 The EFQM Excellence Model Framework 2013331.3.4 The EFQM RADAR Logic36VIPs381.4 Process Model "Managing Internationalisation"381.5 Citations & Notes392 Key Issue: Developing Cross-Cultural Competence412.1 The Importance of Intercultural Understanding for International Business Issues422.2 Hofstede's Framework: Cultures and Organisations442.2.1 Culture as a Part of Human Mental Programming44VIPs452.2.2 An Introduction to Hofstede's Dimensions462.2.3 Power Distance472.2.4 Individualism/Collectivism502.2.5 Masculinity/Femininity512.2.6 Uncertainty Avoidance532.2.7 Long-Term Orientation542.2.8 Establishing Country Clusters562.2.9 Adding a New Dimension: Indulgence versus Restraint58VIPs592.3 The Dilemma Approach of Trompenaars & Hampden-Turner602.3.1 A View of Culture Based on Dilemmas60VIPs612.3.2 Universalism versus Particularism612.3.3 Individualism versus Communitarianism632.3.4 Neutrality versus Affection632.3.5 Specificity versus Diffusion642.3.6 Achieved versus Ascribed Status652.3.7 The Concept of Time662.3.8 Inner versus Outer Direction682.3.9 Reconciling Dilemmas69VIPs712.4 Globe Study: More Issues Arising71VIPs732.5 Critical Acclaim732.5.1 Typical Problems of Cross-Cultural Research732.5.2 Critical Acclaim of Hofstede's Dimensions742.5.3 Critical Acclaim of Trompenaars & Hampden-Turner's Dilemmas752.5.4 Critical Acclaim of the GLOBE Study762.6 Citations & Notes773 Leading the Internationalisation Process813.1 Good Leadership823.1.1 The Coherent Leadership Approach82VIPs883.1.2 Excellent Leaders: EFQM Criterion 1883.2 Developing the Mission, Vision, Values and Ethics893.2.1 Defining and Communicating the Core Purpose of an Organisation89VIPs923.2.2 Acting as Role Models for Ethical Behaviour923.2.2.1 Corporate Ethics and Social Responsibility923.2.2.2 Ethical Behaviour in International Business93VIPs963.2.3 Communicating Direction and Uniting the Organisation's People963.2.5 Developing and Reviewing Leadership Culture973.2.5.1 Developing and Supporting a Shared Leadership Culture973.2.5.2 Reviewing and Improving Leadership Behaviour99VIPs1013.3 Driving Performance and Engaging with External Stakeholders1013.4 Reinforcing a Culture of Excellence1023.4.1 Developing an Excellent Organisational Culture1023.4.2 Promoting and Encouraging Diversity104VIPs1073.5 Managing Change107VIPs1113.6 Citations & Notes1114 Defining and Delivering an International Strategy1154.1 Strategy and the Strategy Management Process1164.1.1 Popular Strategy Definitions1164.1.2 Comprehensive Strategy Management Processes: EFQM Criterion 21164.2 Scanning the Environment1184.2.1 Understanding the Needs and Expectations of Stakeholders1184.2.2 Analysing Industry and Markets1194.2.3 Identifying and Understanding Environmental Key Trends1224.2.4 Predicting Future Developments and Changes126VIPs1284.3 Analysing Internal Performance1294.3.1 Understanding Operational Performance and Capabilities1294.3.2 Determining Competencies of Partners and Potential Impacts of Changes1324.3.3 Bringing It All Together: Portfolios132VIPs1354.4 Developing the Strategy1364.4.1 Strategy Levels1364.4.2 Generating a Sustainable Business Model1374.4.3 Business Model Choices1404.4.4 Establishing a Strategy Development Process143VIPs1454.5 Communicating and Implementing the Strategy1464.6 Citations & Notes1475 Deploying Strategy through People1515.1 International Hu
Preface5Acknowledgements6Table of Figures131 Introduction and Overview Strategic International Management191.1 Introduction201.1.1 How to Use This Book201.1.2 From Gradual Globalisation to Transnational Organisations21VIPs261.2 The Use of Holistic Management Models27VIPs291.3 The Approach of the EFQM Excellence Model301.3.1 Background Information: The EFQM and its Model301.3.2 The Fundamental Concepts of Excellence301.3.3 The EFQM Excellence Model Framework 2013331.3.4 The EFQM RADAR Logic36VIPs381.4 Process Model "Managing Internationalisation"381.5 Citations & Notes392 Key Issue: Developing Cross-Cultural Competence412.1 The Importance of Intercultural Understanding for International Business Issues422.2 Hofstede's Framework: Cultures and Organisations442.2.1 Culture as a Part of Human Mental Programming44VIPs452.2.2 An Introduction to Hofstede's Dimensions462.2.3 Power Distance472.2.4 Individualism/Collectivism502.2.5 Masculinity/Femininity512.2.6 Uncertainty Avoidance532.2.7 Long-Term Orientation542.2.8 Establishing Country Clusters562.2.9 Adding a New Dimension: Indulgence versus Restraint58VIPs592.3 The Dilemma Approach of Trompenaars & Hampden-Turner602.3.1 A View of Culture Based on Dilemmas60VIPs612.3.2 Universalism versus Particularism612.3.3 Individualism versus Communitarianism632.3.4 Neutrality versus Affection632.3.5 Specificity versus Diffusion642.3.6 Achieved versus Ascribed Status652.3.7 The Concept of Time662.3.8 Inner versus Outer Direction682.3.9 Reconciling Dilemmas69VIPs712.4 Globe Study: More Issues Arising71VIPs732.5 Critical Acclaim732.5.1 Typical Problems of Cross-Cultural Research732.5.2 Critical Acclaim of Hofstede's Dimensions742.5.3 Critical Acclaim of Trompenaars & Hampden-Turner's Dilemmas752.5.4 Critical Acclaim of the GLOBE Study762.6 Citations & Notes773 Leading the Internationalisation Process813.1 Good Leadership823.1.1 The Coherent Leadership Approach82VIPs883.1.2 Excellent Leaders: EFQM Criterion 1883.2 Developing the Mission, Vision, Values and Ethics893.2.1 Defining and Communicating the Core Purpose of an Organisation89VIPs923.2.2 Acting as Role Models for Ethical Behaviour923.2.2.1 Corporate Ethics and Social Responsibility923.2.2.2 Ethical Behaviour in International Business93VIPs963.2.3 Communicating Direction and Uniting the Organisation's People963.2.5 Developing and Reviewing Leadership Culture973.2.5.1 Developing and Supporting a Shared Leadership Culture973.2.5.2 Reviewing and Improving Leadership Behaviour99VIPs1013.3 Driving Performance and Engaging with External Stakeholders1013.4 Reinforcing a Culture of Excellence1023.4.1 Developing an Excellent Organisational Culture1023.4.2 Promoting and Encouraging Diversity104VIPs1073.5 Managing Change107VIPs1113.6 Citations & Notes1114 Defining and Delivering an International Strategy1154.1 Strategy and the Strategy Management Process1164.1.1 Popular Strategy Definitions1164.1.2 Comprehensive Strategy Management Processes: EFQM Criterion 21164.2 Scanning the Environment1184.2.1 Understanding the Needs and Expectations of Stakeholders1184.2.2 Analysing Industry and Markets1194.2.3 Identifying and Understanding Environmental Key Trends1224.2.4 Predicting Future Developments and Changes126VIPs1284.3 Analysing Internal Performance1294.3.1 Understanding Operational Performance and Capabilities1294.3.2 Determining Competencies of Partners and Potential Impacts of Changes1324.3.3 Bringing It All Together: Portfolios132VIPs1354.4 Developing the Strategy1364.4.1 Strategy Levels1364.4.2 Generating a Sustainable Business Model1374.4.3 Business Model Choices1404.4.4 Establishing a Strategy Development Process143VIPs1454.5 Communicating and Implementing the Strategy1464.6 Citations & Notes1475 Deploying Strategy through People1515.1 International Hu
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Aus: Business Spotlight Ausgabe 6/2015 This book will be useful to anyone who works for an international organization and wants to understand international management. [...]
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