"Managing Internationally provides a broad yet original treatment of global business environment and managing globally. The book addresses the most common aspects of operating internationally and introduces subjects that are often neglected by management scholars. Powerful insights and perspectives are provided for understanding the dynamics and complexity of managing business across the globe." --Abbas J. Ali, Indiana University of Pennsylvania "A well-written text that highlights the tenets of international management in their cultural realities. Current, focused, and grounded in the…mehr
"Managing Internationally provides a broad yet original treatment of global business environment and managing globally. The book addresses the most common aspects of operating internationally and introduces subjects that are often neglected by management scholars. Powerful insights and perspectives are provided for understanding the dynamics and complexity of managing business across the globe." --Abbas J. Ali, Indiana University of Pennsylvania "A well-written text that highlights the tenets of international management in their cultural realities. Current, focused, and grounded in the importance of understanding the diverse business and management practices...to be successful in today's global environment." --Jim Giermanski, Belmont Abbey College and Powers International Inc. Key Features Provides a better understanding of existing international management knowledge: The book traces this knowledge back to its origins to reinforce the scope and importance of international business and international management. Offers a cross-cultural perspective within a functional framework: The author underlines the effectiveness of different concepts for various functions of management when applied in diverse environments. Presents cutting edge topics: Concepts and ideas unique to this book include an entire chapter devoted to information systems, a chapter on legal issues, and a unique perspective on control in international business transactions. Includes engaging vignettes: Each chapter begins with an interesting and often amusing short story related to the content. Provides ample visual aids: Charts, graphs, tables, and boxed material cover specific issues that can be used as a starting point for discussion of chapter material. Instructor's Resources An instructor's resource CD, including PowerPoint slides, teaching notes for all in-text cases studies, suggested exercises, discussion questions, a brief test bank, and related journal articles, is available to qualified adopters of this text. IRCDs are available for qualified instructors only. To request an IRCD for this book please contact Customer Care at 1.800.818.7243 (6 am - 5 pm Pacific Time) or by emailing info@sagepub.com with course name and enrollment and your university mailing address to expedite the process.Intended Audience: This is an excellent source for advanced undergraduate and graduate courses in International Management, Global Management, Multinational Management, or Transnational Management. It is also a valuable resource for practicing managers to gain a competitive advantage in the global market.Hinweis: Dieser Artikel kann nur an eine deutsche Lieferadresse ausgeliefert werden.
Dr. Kamal Fatehi is Professor of International Management and former Chair of Management and Entrepreneurship Department at Coles College of Business, Kennesaw State University. Before joining Kennesaw State University, he was Chair of Management and Marketing Department, and 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, Eastern Illinois University, and Texas A&M International University. At Western Illinois University, he was recognized as an Outstanding Scholar. He was the recipient of Barton School of Business, Wichita State University Research Award. In 1995, he was a Fulbright Senior Scholar at Western University in Baku, Azerbaijan and in 2004, he served as a Fulbright Senior Specialist and assisted the International Academy of Business, Almaty, Kazakhstan. 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 he draws from his years of managerial experience with industry and his service to public and private organizations as consultant, including an assignment with the Russian Privatization Center, Moscow, Russia. Dr. Fatehi has published in such journals as Journal of Business Research, Journal of Behavioral Economics, Journal of Management, Industrial Management, Employee Relations Law Journal, Managerial Planning, Management International Review, International Executive, International Journal of Management, and Journal of Global Business. He is the author of International Management: A Cross-Cultural and Functional Perspective (PH, 1996). He has served on the editorial board of five scholarly/professional Journals.
Inhaltsangabe
Part I: Introduction 1. Introduction: the Management of International Business The Changing Profile of the Global Business Environment The Imperatives of Globalization of Business Types of International Business Operations International Business and International Management Major Elements of Managing International Business 2. Socio-Ethical Issues and International Management Social Responsibility and MNCs Problem Areas Concerns of Developing Countries Globalization Backlash Supranational Organizations What s Next? Case 1: Construction Dilemma Case 2: Vodka Blues Case 3: Yahoo vs. Survivors of the Holocaust Case 4: Union Carbide, Bhopal Case 5: Footwear International Part II: Culture and Behavior 3. International Management and the Cultural Context Introduction Cultural Framework Cultural Aspects of Management Corporate Culture 4. International Communication and Negotiation International Communication Macro and Micro International Communication Classic Communication Model International Verbal Communication Cultural Differences in Nonverbal Communication Communication Competence Dos and Don ts of Communication with Foreigners International Negotiation The American Negotiation Style 5. Managerial Leadership and Motivation in an International Context The Shortcomings of Leadership Theories Managerial Leadership in Europe Managerial Leadership in Japan versus the U.S. Leadership Summary Motivation and Culture Cultural Influence on Motivation Applicability of Major Motivation Theories Motivation and Japanese Employees Global Trends and Motivation Case 6: Kiwi Samuri: Secure Fit Case 7: Frank Davis Comes to Madagascar Case 8: Culture Clash: Don t Buyouts Always Make Sense Case 9: Bill Keane Case 10: Alternative Dispute Resolution Case 11: Leasing Cargo Space in Granada Part III: Strategy and Operations 6. International Environment and Strategy Cultural Aspects of Strategy International Environmental Forces Generic MNC Strategies Industry Characteristics and Strategy 7. Legal Issues and International Management Cultural Heritage and Business Law National Sovereignty International Implications of Legal Issues MNC Operational Disputes 8. Organization of Multinational Operations Definiion and Functions of Organizing The Organization of Multinationals Factors Influencing MNC Structure Development of International Corporate Structure 9. Control of International Operations Purpose and Functions of the Control Process Control Mechanisms Control Approaches Cultural Aspects of MNC Control Evolution of MNC Coordination and Control Additional Control Problems of MNCs Ownership and Host Government Involvement 10. International Information Systems Management Computer Based Information Systems Information Architecture Ramifications of Internationalization for the Information Systems Function Building a Global Information System Case 12: Daimler-Chrysler Merger Case 13: Vinhdat Company Case 14: Langle International Growers, Inc.: Managing a Small Business Case 15: Global Multi-Products Chile Case 16: Enron in India Case 17: Ceramic Brick Factory Part IV: Human Resources 11. International Human Resource Management The Transition from Domestic to International Position Recruitment and Selection Product Life Cycle and International Human Resource Management International Management and Intercultural Training and Preparation Repatriation Problems Compensation 12. International Labor Relations Locus of Control in International Workplace Practices Host Government Involvement International Labor Organizations Diversity in International Labor Relations Case 18: Barbara and William Harold: A Case Study of Americans Living Abroad in Belfast, North Ireland Case 19: American Manager in Australia Case 20: Human Resource Management Practices: A Small Business in a Transition Economy
Part I: Introduction 1. Introduction: the Management of International Business The Changing Profile of the Global Business Environment The Imperatives of Globalization of Business Types of International Business Operations International Business and International Management Major Elements of Managing International Business 2. Socio-Ethical Issues and International Management Social Responsibility and MNCs Problem Areas Concerns of Developing Countries Globalization Backlash Supranational Organizations What s Next? Case 1: Construction Dilemma Case 2: Vodka Blues Case 3: Yahoo vs. Survivors of the Holocaust Case 4: Union Carbide, Bhopal Case 5: Footwear International Part II: Culture and Behavior 3. International Management and the Cultural Context Introduction Cultural Framework Cultural Aspects of Management Corporate Culture 4. International Communication and Negotiation International Communication Macro and Micro International Communication Classic Communication Model International Verbal Communication Cultural Differences in Nonverbal Communication Communication Competence Dos and Don ts of Communication with Foreigners International Negotiation The American Negotiation Style 5. Managerial Leadership and Motivation in an International Context The Shortcomings of Leadership Theories Managerial Leadership in Europe Managerial Leadership in Japan versus the U.S. Leadership Summary Motivation and Culture Cultural Influence on Motivation Applicability of Major Motivation Theories Motivation and Japanese Employees Global Trends and Motivation Case 6: Kiwi Samuri: Secure Fit Case 7: Frank Davis Comes to Madagascar Case 8: Culture Clash: Don t Buyouts Always Make Sense Case 9: Bill Keane Case 10: Alternative Dispute Resolution Case 11: Leasing Cargo Space in Granada Part III: Strategy and Operations 6. International Environment and Strategy Cultural Aspects of Strategy International Environmental Forces Generic MNC Strategies Industry Characteristics and Strategy 7. Legal Issues and International Management Cultural Heritage and Business Law National Sovereignty International Implications of Legal Issues MNC Operational Disputes 8. Organization of Multinational Operations Definiion and Functions of Organizing The Organization of Multinationals Factors Influencing MNC Structure Development of International Corporate Structure 9. Control of International Operations Purpose and Functions of the Control Process Control Mechanisms Control Approaches Cultural Aspects of MNC Control Evolution of MNC Coordination and Control Additional Control Problems of MNCs Ownership and Host Government Involvement 10. International Information Systems Management Computer Based Information Systems Information Architecture Ramifications of Internationalization for the Information Systems Function Building a Global Information System Case 12: Daimler-Chrysler Merger Case 13: Vinhdat Company Case 14: Langle International Growers, Inc.: Managing a Small Business Case 15: Global Multi-Products Chile Case 16: Enron in India Case 17: Ceramic Brick Factory Part IV: Human Resources 11. International Human Resource Management The Transition from Domestic to International Position Recruitment and Selection Product Life Cycle and International Human Resource Management International Management and Intercultural Training and Preparation Repatriation Problems Compensation 12. International Labor Relations Locus of Control in International Workplace Practices Host Government Involvement International Labor Organizations Diversity in International Labor Relations Case 18: Barbara and William Harold: A Case Study of Americans Living Abroad in Belfast, North Ireland Case 19: American Manager in Australia Case 20: Human Resource Management Practices: A Small Business in a Transition Economy
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