International Management

Richard Mead convenes international management programs at the School of Oriental and African Studies, University of London. He has 35 years experience teaching communications management, including a visiting position at the Kellogg Graduate School of Management, Northwestern, and teaching at the Sasin Graduate Institute of Business Administration, Thailand.Tim Andrews is Senior Lecturer in Management at the University of Strathclyde, UK.

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• Preface xiiAcknowledgments xvPart One Introduction 1Chapter 1 International Management and Culture 31.1 Introduction 31.2 Factors that influence decision-making 41.3 Using culture 61.4 Cross-cultural and International Management 161.5 Implications for the Manager 171.6 Summary 181.7 Exercise 18Case for Part One 20Chapter 1 Case: Slicing the Meat 20Part Two CROSS-CULTURAL MANAGEMENT 23Chapter 2 Analyzing Cultures: Making Comparisons 272.1 Introduction 272.2 Comparative Analysis 282.3 Kluckhohn and Strodtbeck (1961) 292.4 Hall (1976) 302.5 Hofstede’s Model 352.6 Applying Hofstede’s Model 432.7 Implications for the Manager 452.8 Summary 462.9 Exercise 46Chapter 3 Analyzing Cultures: After Hofstede 483.1 Introduction 483.2 Comparative Analysis since Hofstede 493.3 New Approaches 593.4 Implications for the Manager 613.5 Summary 613.6 Exercise 62Chapter 4 Movement in the Culture 634.1 Introduction 634.2 Recognizing Significant Movement in the Culture 644.3 Economic Change and Cultural Movement in Japan 674.4 Other Factors Causing Movement 714.5 Implications for the Manager 774.6 Summary 774.7 Exercise 78Chapter 5 Organizational Culture 795.1 Introduction 795.2 Defining and Analyzing Organizational Cultures 805.3 Organizational Culture and National Culture 855.4 Mitigating the Effects of the Environment 885.5 Implications for the Manager 925.6 Summary 935.7 Exercise 93Chapter 6 Culture and Communication 946.1 Introduction 946.2 Appropriate Communication Across Cultures 956.3 One- and Two-way Communication Styles 1016.4 Non-verbal Communication 1066.5 Implications for the Manager 1076.6 Summary 1086.7 Exercise 108Chapter 7 Motivation 1117.1 Introduction 1117.2 Needs 1127.3 Intrinsic and Extrinsic Needs 1147.4 How Context Influences Needs 1167.5 Designing Incentives 1187.6 Work as a Motivator 1237.7 Implications for the Manager 1257.8 Summary 1267.9 Exercise 126Chapter 8 Dispute Resolution 1288.1 Introduction 1288.2 Reasons for Dispute 1298.3 Culture and Dispute 1308.4 The Manager Resolves a Dispute 1348.5 Negotiation 1368.6 Implications for the Manager 1428.7 Summary 1438.8 Exercise 143Chapter 9 Formal Structures 1469.1 Introduction 1469.2 Defining Structure 1479.3 Bureaucracy 1509.4 Culture and Bureaucracy 1559.5 Implications for the Manager 1599.6 Summary 1609.7 Exercise 161Chapter 10 Informal Systems 16310.1 Introduction 16310.2 Informal Relationships 16410.3 Modeling Patronage 16510.4 Patronage, Culture and Society 16810.5 Some Variants: Guanxi and Wasta 17210.6 Managing Informal Systems 17410.7 Implications for the Manager 17710.8 Summary 17710.9 Exercise 178Chapter 11 The Culture and Politics of Planning Change 18011.1 Introduction 18011.2 The Meaning of Planning 18111.3 The Classic Planning Model 18211.4 How National Culture Influences Planning 18411.5 How Organizational Culture Influences Planning 18711.6 The Politics of Planning 18911.7 Implications for the Manager 19211.8 Summary 19311.9 Exercise 193Chapter 12 When Does Culture Matter? The Case of Small/Medium Sized Enterprizes 19512.1 Introduction 19512.2 The Start-up in the United Kingdom and United States 19612.3 The Start-up in Taiwan 19912.4 The Anglo Family Company 20112.5 The Chinese Family Company 20312.6 The Middle Eastern Family Company 20712.7 Assessing the Influence of National Culture 20912.8 Implications for the Managers 20912.9 Summary 21012.10 Exercise 211Cases for Part Two 212Chapter 2 Case: Relations Between Manager and Employees 212Chapter 3 Case: The Venezuelan Manager 213Chapter 4 Case: Youth or Age, or Youth and Age? 214Chapter 5 Case: The Vietnamese Bank 215Chapter 6 Case: Bad Communication 216Chapter 7 Case: Motivating Who? 217Chapter 8 Case: The Nigerian Family Firm 218Chapter 9 Case: No Job Description 219Chapter 10 Case: Patronage in Europe 220Chapter 11 Case: Improving Quality Control 221Chapter 12 Case: Explaining Decisions Made by Small Business Owners 223Part Three International Management 225Chapter 13 Globalization and Localization 22913.1 Introduction 22913.2 Defining Globalization 23013.3 The Social Effects of Globalization 23713.4 The Roots of High Globalization 24013.5 Implications for the Manager 24313.6 Summary 24313.7 Exercise 244Chapter 14 Planning Strategy 24514.1 Introduction 24514.2 The Formal Strategic Plan 24614.3 Stages of Planning 24714.4 Strategic Planning Based on Resources 25014.5 Balancing Resources and Position 25214.6 The Influence of Environmental Factors 25314.7 Growth Strategies 25514.8 Emergent Strategy 25614.9 Scenario Planning 25714.10 Implications for the Manager 25914.11 Summary 25914.12 Exercise 260Chapter 15 Implementing Strategy and Applying Knowledge 26115.1 Introduction 26115.2 Identifying and Applying Knowledge 26215.3 Organizational Capabilities and Competitive Advantage 26415.4 Implementation and Communication 26615.5 International Mergers and Acquisitions 27115.6 Transferring the Implementation System 27315.7 Implications for the Manager 27515.8 Summary 27615.9 Exercise 276Chapter 16 E-Communication 27816.1 Introduction 27816.2 Controlling by E-Communication 27916.3 Cross-national Implementation 28216.4 Email Utilization: Exploring Culture’s Consequences 28416.5 Implications for the Manager 28716.6 Summary 28816.7 Exercise 289Chapter 17 Forming an International Joint Venture 29017.1 Introduction 29017.2 Why Invest in an IJV? 29117.3 Preparing for Success: The Four Compatibilities 29517.4 Trust and Mistrust 29717.5 Sharing Control 30117.6 Implications for the Manager 30417.7 Summary 30517.8 Exercise 306Chapter 18 Risk and Control: Headquarters and Subsidiary 30718.1 Introduction 30718.2 Risk for the Subsidiary 30818.3 Control 31218.4 Implications for the Manager 32018.5 Summary 32018.6 Exercise 321Chapter 19 Managing Human Resources 32319.1 Introduction 32319.2 Applying Concepts of HRM 32419.3 The General Functions of HRM 32619.4 HRM Activities in Context 32819.5 Recruitment 33019.6 Performance Appraisal 33219.7 Training 33419.8 Retention 33619.9 Implications for the Manager 33819.10 Summary 33919.11 Exercise 339Chapter 20 Controlling by Staffing 34120.1 Introduction 34120.2 Staffing to Control the IJV 34220.3 National Culture and Control 34620.4 Local or Expatriate Top Management? 34920.5 Implications for the Manager 35420.6 Summary 35520.7 Exercise 355Chapter 21 Managing Expatriate Assignments 35821.1 Introduction 35821.2 What Expatriates Do 35821.3 Expatriate Success and Failure 36021.4 Expatriate Selection 36321.5 Expatriate Training 36521.6 Expatriate Support 36921.7 Implications for the Manager 37321.8 Summary 37421.9 Exercise 374Chapter 22 The Expatriate Brand Manager 37622.1 Introduction 37622.2 The Emergence of Global Brands 37722.3 Role of the Expatriate Brand Manager 38022.4 Brand Communication: Managing the mix 38222.5 Implications for the Manager 38822.6 Summary 38922.7 Exercise 390Cases for Part Three 392Chapter 13 Case: The Call Center Revolution 392Chapter 14 Case: Baby Food 393Chapter 15 Case: New Knowledge 394Chapter 16 Case: Betafield 395Chapter 17 Case: The Indian Joint Venture 396Chapter 18 Case: Global Paper (1) 397Chapter 19 Case: The Foreign Employee 399Chapter 20 Case: Global Paper (2) 400Chapter 21 Case: Appointing a Headquarters Manager to the Swiss Subsidiary 401Chapter 22 Case: Teldaswift 403Part Four Conclusions 405Chapter 23 The Culture of the Subsidiary: Convergence and Divergence 40723.1 Introduction 40723.2 Corporate Cohesion and Cultural Shift 40823.3 Convergence and Divergence 41023.4 The Dual-pressure Perspective 41223.5 Cross-vergence 41623.6 Implications for the Manager 41723.7 Summary 41823.8 Exercise 419Chapter 24 Ethics and Corporate Responsibility 42024.1 Introduction 42024.2 Ethics 42124.3 Ethics Across Culture and Time 42424.4 Ethics in Branding 42724.5 Corporate Social Responsibility 42924.6 Implications for the Manager 43124.7 Summary 43224.8 Exercise 432Cases for Part Four 434Chapter 23 Case: CAS 434Chapter 24 Case: A Donation to the President’s Campaign Fund 436Appendix: Planning a Dissertation 438Bibliography 443Index 453