International Management

Paul N. Gooderham is Professor at the Department of Strategy and Management, Norwegian School of Economics and Business Administration and Research Director at the Foundation for Social Science and Business Research in Norway. His research interests are concentrated on international and comparative management, organisation theory and the management of small and medium-sized enterprises. He has published numerous articles in international research journals, including Administrative Science Quarterly, Management International Review and Scandinavian Journal of Management.Odd Nordhaug is Professor at the Department of Strategy and Management, Norwegian School of Economics and Business Administration. He has published extensively in international research journals, such as Administrative Science Quarterly, Human Relations, Management International Review, International Studies of Organization & Management, Journal of Portfolio Management, European Journal of Management and Scandinavian Journal of Management. His research interests comprise international and comparative management, organisation theory and knowledge management.

"Gooderham and Nordhaug have succeeded in finding just the right spot in the triangle of strategy, cultural understanding, and organisation management. Their book is immediately usable comes with excellent cases, and focuses on the key issues of cross national organisational management. It is also one of those rare academic texts that is clear to read while offering superb insight and depth. I like their book and am happy to recommend it." Michael Segalla, Dept of Management and HRM, Groupe HEC "In times where the human side of corporations becomes more and more crucial, Gooderham and Nordhaug's book International Management offers important insights and inspiration to both multinational companies and students on how companies globalise their human knowledge and competencies and balance their global and local responsibilities." Majken Schultz, Professor, Copenhagen Business School "We are moving fast into a global world where the managerial challenge is to generate and transfer knowledge across boundaries. Gooderham and Nordhaug illuminate the different aspects of this challenge in terms of structure, competence development, and people - and not least the ehthical dilemmas for multinational leaders. Their book provides a holistic yet practical perspective, with well chosen cases that make this come alive for the reader." Paul Evans, INSEAD "This book is about modern management of multinational corporations. Developing key competences within networks requires new approaches, and this book provides that. It is particularly good to see rich, specific company cases that help the reader to focus on implementation of management practices. The book is equally important when it comes to developing new, fruitful concepts that can be applied in real business life. It is an excellent piece of work." Peter Lorange, IMD, Switzerland "Many speak of the linkage between human resources, competencies, organisational performance and the context multinational companies operate within. The text by Gooderham and Nordhaug provides an overview of this. Clearly written, with a convincing theoretical background and numerous real business cases and examples, it constitutes an ideal basis for students interested in the subject of multinationals and their roles in the contemporary global economic landscape." Wolfgang Mayrhofer, Wirtschaftsuniversitat Wien

• Introduction. 1. The Multinational Corporation:.Purpose.The Globalization of Business.Regional Boundaries.National Identity.The Focus.Entry Strategy Alternatives.Summary.Case 1 Vita Insurance: Creation of Cross-National Learning: Martin Gjelsvik(Rogaland Research Institute, Norway) and Odd Nordhaug.2. Structures and Learning Networks:.Purpose.Traditional Motivation.Basic Structures.Emerging Motivations.The Transnational.Validation.The Evolution of the MNC.Global Learning and Knowledge Networks.Competence Generation in Foreign Subsidiaries.The Network of MNC.Centres of Excellence in Service MNCs.Summary.Case 2 ABB: Beyond the Global Matrix: Winifried Ruigrok (University of St Gallen, Switzerland), Leona Achtenhagen (Jönköping International Business School, Sweden), Mathias Wagner (Fresenius Kabi AG, Germany), and Johannes Rüegg-Stürm (University of St.Gallen, Switzerland).3. Cross-National HRM:.Purpose.Brief Background.Cross-National HRM.An Environmental Model.Micro-Influences.Macro-Influences.Practical Lessons.Summary.Case 3 Lafarge in China: Cross-National HRM: Keith Goodall (University of Cambridge and China Europe International Business School, China) and Malcolm Warner (University of Cambridge).4. MNCs and Cultural Diversity:.Purpose.Why Consider Culture.The Concept of Culture.Classifying National Cultures.Hofstede’s Four Dimensions.Hofstede and US Management Theories.Criticism of Hofstede.Trompenaaar’s Cultural Dimensions.Lessons for MNCs.Hofstede and Trompenaars Compared.The Eurobusiness Student Survey.Summary.Case 4 Russian Voices from a Danish Company: Snejina Michailova (Copenhagen Business School) and Alla Anisimova (Copenhagen Business School).5. Transfer of US HRM to Europe:.Purpose.The US Approach to HRM.The Genesis of HRM.The Essence of US HRM.Organizational Autonomy.The Link between HRM and Business Strategy.A Dual Level Framework.Four Contexts for HRM in Europe.HRM in Europe.When in Rome, Do They Do as the Romans?.Summary.Case 5 SR-Bank: Cultural Translation of a US Concept: Martin Gjelsvik and Odd Nordhaug.6. Competence Creation in MNCs:.Purpose.Background.Human Resources or Competencies?.Intellectual and Human Capital.Classification of Competencies.Competence Creation.Summary.Case 6 Knowledge Management in Accenture: Siri Ann Terjesen (London Business School).7. Knowledge Transfer from HQ to Subsidiaries:.Purpose.Background.Explicit and Tacit Knowledge.Out-Transfer Capacity.In-Transfer Capacity.Beyond Formal Vertical Mechanisms.Cultural Distance.The Model.Summary.Case 7 Kodak in China: Transferring “Know-How” to the Xiamen Plant: Keith Goodall and Malcolm Warner.8. Expatriation and Repatriation:.Purpose.The Functions of Expatriation.Position Filling.Organization Development.Management Development.Different Attitudes to International Operations.The Polycentric Approach.The Geocentric Approach.Approach to International Staffing.Barriers to Expatriation.Differences in the Deployment of Expatriates.Selection of Expatriates.Training and Development.Repatriation.The Cost of Expatriation.Recent Trends.Summary.Case 8 LVMH: Career Development through International Mobility: Jean-Luc Cerdin (ESSEC, France).9. Ethics and Social Responsibility in MNCs:.Purpose.The MNC as a Global Citizen.Stages in Corporate Ethical Development.Ethnicity and Racial Discrimination.Corruption.Child Labour.Gender Discrimination.Codes of Conduct and Ethics.Monitoring of Ethical Practice.Whistle-Blowing and Loyalty.Ethical Absolutism or Relativism?.Profit Seeking and Social Responsibility.Summary.Case 9 Norsk Hydro’s Utkal Venture in Orissa, India: Siri Ann Terjesen.10. Future Challenges:.Purpose.Paradigm Shift?.The Flexicratic MNC.Structural Challenges.The New Generation.Legitimacy and Ethics as Sources of Meaning.Readings.When Companies Become Networks: John Storey (Open University Business School, UK).How Long Division Can Add up to Bigger Numbers: Julian Birkinshaw (London Business School).Nokia: An Extended Company with Local and Global Operations:.Jyrki Ali-Yrkkö (Research Institute of the Finnish Economy ETLA), Laura Paija ( ETLA), Petri Rouvinen ( ETLA), and Pekka Ylä-Anttila ( ETLA).LEGO: From a Multi-Local Toy Manufacturer to a Global Brand Company:.Søren Brandi (LEGO Company) and Robbert Nickolaj Stecher (LEGO Company).Algebra Lessons for Older Workers: Karen Cates (Northwestern University), and Kimia D. Rahimi ( Northwestern University).Elite Graduate Expectations: Paul Gooderham and Odd Nordhaug.The Financial Case for Behaving Responsibly: Tim Dickson ( European Business Forum).References.Index.