Table Of Contents:
Preface xiv
About the Authors xx

Part 1 FOUNDATIONS OF MULTINATIONAL MANAGEMENT 1(122)

Multinational Management in a Changing World 2(40)

The Nature of the Multinational Company 4(2)

The Globalizing Economy: A Changing (But Not Always Stable) Environment for Business 6(19)

Countries of the World: The Arrived, the Coming, and the Struggling 6(1)

Borders Are Disintegrating: The World Trade Organization and Free Trade Areas 7(3)

Sell Anywhere, Locate Anywhere: Trade and Foreign Investment Are Growing But Setbacks Are Part of the Challenge 10(7)

The Internet and Information Technology Are Making It All Easier 17(3)

The Rise of Global Products and Global Customers 20(2)

The State Is Getting Out of Business 22(1)

New Competitors Are Emerging 23(1)

The Rise of Global Standards 23(2)

The Next Generation of Multinational Managers 25(2)

Multinational Management: A Strategic Approach 27(1)

Summary and Conclusions 28(1)

Discussion Questions 28(1)

Multinational Management Skill Builder: Interview a Multinational Manager 29(1)

Endnotes 29(1)

Chapter Case: ABB in China: 1998 30(12)

Culture and Multinational Management 42(36)

What Is Culture? 43(2)

Levels of Culture 45(1)

National Culture 46(1)

Business Culture 47(1)

Occupational Culture and Organizational Culture 47(3)

Cultural Differences and Basic Values: Two Diagnostic Models to Aid the Multinational Manager 50(20)

Hofstede's Model of National Cuture 50(2)

Uncertainty Avoidance 52(9)

7d Cultural Dimensions Model 61(9)

Propensity to Trust: A Cultural Dimension of Increasing Importance 70(1)

Caveats and Cautions 71(2)

Summary and Conclusions 73(1)

Discussion Questions 74(1)

Multinational Management Skill Builder: A Briefing Paper 74(1)

Endnotes 75(1)

Chapter Case: Old Corporate Ways Fade as New Korean Generation Asserts Itself 76(2)

The Institutional Context of Multinational Management 78(45)

Social Institutions and Influence of Society 81(2)

Economic Systems 83(6)

Industrialization 89(4)

Religion 93(9)

Education 102(3)

Organizations Alike: Globalization and Convergence 105(1)

The National Context and International Management 106(1)

Summary and Conclusions 107(1)

Discussion Questions 108(1)

Multinational Management Skill Builder: A Presentation 108(1)

Endnotes 109(1)

Chapter Case: Anglo-American College in Prague (AAC): The Challenge to Lead in Post-Communist Czech Republic 110(7)

Integrating Case 1: Organizational and National Cultures in a Polish/U.S. Joint Venture 117(6)

Part 2 STRATEGY CONTENT AND FORMULATION FOR MULTINATIONAL COMPANIES 123(132)

Strategic Management in the Multinational Company: Content and Formulation 124(24)

Basic Strategy Content Applied to the Multinational Company 125(9)

Competitive Advantage and Multinational Applications of Generic Strategies 126(1)

How Do Low-Cost and Differentiation Firms Make Money? 126(1)

Competitive Advantage and the Value Chain 127(2)

Distinctive Competencies 129(1)

Sustaining Competitive Advantage 129(1)

Offensive and Defensive Competitive Strategies in International Markets 130(3)

Multinational Diversification Strategy 133(1)

Strategy Content: Brief Conclusions 134(1)

Strategy Formulation: Traditional Approaches 134(7)

Industry and Competitive Analyses 134(4)

Company-Situation Analysis 138(2)

Corporate Strategy Selection 140(1)

Organizations Alike: Globalization and Convergence 141(3)

The National Context and Organizational Strategy: Overview and Observations 143(1)

Summary and Conclusions 144(1)

Discussion Questions 144(1)

Multinational Management Skill Builder: Identifying Distinctive Competencies and Generic Strategies 145(1)

Endnotes 145(1)

Chapter Case: Motorola in China 146(2)

Multinational and Participation Strategies: Content and Formulation 148(48)

Multinational Strategies: Dealing with the Global-Local Dilemma 149(5)

Multidomestic Strategy 150(1)

Transnational Strategy 150(3)

International Strategy 153(1)

Regional Strategy 153(1)

A Brief Summary and Caveat 153(1)

Resolving the Global-Local Dilemma: Formulating a Multinational Strategy 154(5)

Global Markets 155(1)

Costs 156(1)

Governments 156(1)

The Competition 156(1)

A Caution 156(1)

Competitive Advantage in the Value Chain 157(1)

Transnational or International: Which Way for the Global Company? 158(1)

The Global-Local Dilemma: Synopsis 159(1)

Participation Strategies: The Content Options 159(7)

Exporting 159(2)

Licensing 161(2)

International Strategic Alliances 163(1)

Foreign Direct Investment 164(2)

Formulating a Participation Strategy 166(9)

Basic Functions of Participation Strategies 167(5)

Choosing a Participation Strategy: General Strategic Considerations 172(2)

Participation Strategies and the Multinational Strategies 174(1)

Participation Strategies: Synopsis 175(2)

Summary and Conclusions 177(1)

Discussion Questions 178(1)

Multinational Management Skill Builder 179(4)

Endnotes 183(1)

Chapter Case: Transition at Whirlpool-Tatramat: From Joint Venture to Acquisition 184(12)

Small Businesses as Multinational Companies: Overcoming Barriers and Finding Opportunities 196(59)

What Is a Small Business? 197(1)

What Is an Entrepreneur? 197(1)

Internationalization and the Small Business 198(4)

The Small-Business Stage Model of Internationalization 198(1)

Small-Business Global Start-Up 199(2)

Small-Business E-Commerce 201(1)

Overcoming Small-Business Barriers to Internationalization 202(5)

Developing a Small-Business Global Culture 203(1)

Changing Attitudes of Key Decision Makers 204(1)

Gaining Experience: Duties and the Personal Life of the Small-Business CEO 205(1)

Is Size a Barrier for Small-Business Internationalization? 205(2)

Using the Small-Business Advantage 207(1)

The Future: Falling Barriers to Multinational Small Businesses and More Global Start-Ups 207(1)

When Should a Small Business Go International? 207(3)

Getting Connected to the International Market 210(6)

Participation Strategies 210(1)

Finding Customers and Partners 210(3)

Ready to Go and Connected: A Synopsis 213(3)

New-Venture Strategies for Small Multinational Companies 216(1)

New Product or Service and First-Mover Advantage 216(2)

Copycat Businesses 217(1)

Summary and Conclusions 218(1)

Discussion Questions 219(1)

Multinational Management Skill Builder: Take a Product International 219(1)

Endnotes 220(1)

Chapter Case: The Fleet Sheet 221(9)

Integrating Case 1: Skoda Auto (The Czech Carmaker) 230(9)

Integrating Case 2: Airview Mapping, Inc. 239(16)

Part 3 MANAGEMENT PROCESSES IN STRATEGY IMPLEMENTATION: DESIGN CHOICES FOR MULTINATIONAL COMPANIES 255(122)

Organizational Designs for Multinational Companies 256(36)

The Nature of Organizational Design 257(3)

A Primer On Organizational Structures 258(2)

Organizational Structures to Implement Multinational Strategies 260(14)

The Export Department 261(1)

Foreign Subsidiaries 262(1)

International Division 263(2)

Worldwide Geographic Structure and Worldwide Product Structure 265(2)

Hybrids and Worldwide Matrix Structures 267(4)

The Transnational Network Structure 271(3)

Beyond the Transnational: Is There a New Structure for the Multinational? 274(3)

Multinational Strategy and Structure: An Overview 277(1)

Implications For Small Multinational Companies 277(1)

Control and Coordination Systems 278(4)

Design Options for Control Systems 279(2)

Design Options for Coordination Systems 281(1)

Summary and Conclusions 282(1)

Discussion Questions 283(1)

Multinational Management Skill Builder: Build an Organization Structure for P&G 283(1)

Endnotes 284(1)

Chapter Case: Haute Innovations---International Virtual Teams Case Scenario 285(7)

International Strategic Alliances: Management and Design 292(32)

Where to Link in the Value Chain 293(4)

Choosing a Partner: The Most Important Choice? 297(3)

Choosing an Alliance Type 300(3)

Informal and Formal International Cooperative Alliances 300(1)

International Joint Ventures 301(2)

Negotiating the Agreement 303(1)

Building the Organization: Organizational Design in Strategic Alliances 304(3)

Decision-Making Control 304(1)

Management Structures 305(1)

Choosing a Strategic Alliance Management Structure 306(1)

Building the Organization: Human Resource Management in Strategic Alliances 307(2)

Commitment and Trust: The Soft Side of Alliance Management 309(5)

The Importance of Commitment and Trust 309(2)

Building and Sustaining Trust and Commitment 311(3)

Assessing the Performance of an International Strategic Alliance 314(1)

If the Alliance Does Not Work 315(1)

Learning to Partner: Building a Dedicated Strategic Alliance Unit 316(1)

Summary and Conclusions 316(1)

Discussion Questions 317(1)

Multinational Management Skill Builder: Compare and Contrast International Joint Venture Contracts 317(1)

Endnotes 317(1)

Chapter Case: PBS (B): The ABB PBS Joint Venture in Operation 318(6)

Multinational E-Commerce: Strategies and Structures 324(53)

The Internet Economy 325(4)

What Is E-Commerce? 325(2)

The Internet Economy 327(2)

Fundamentals of E-Commerce Strategy and Structure 329(4)

Five Steps for Successful E-Commerce Strategy 329(2)

E-Commerce Structure: Integrated or Autonomous 331(1)

Additional Operational Challenges for an E-Commerce Business 331(2)

Globalizing Through the Internet 333(10)

Multinational E-Commerce Strategy Formulation 333(4)

Multinational E-Commerce Strategy Implementation 337(6)

Summary and Conclusions 343(1)

Discussion Questions 343(1)

Multinational Management Skill Builder 343(1)

Endnotes 344(1)

Chapter Case: The Failure of Boo.com 345(6)

Integrating Case 1: Sts Manufacturing in China: Mark Hanson Returns From Vacation 351(9)

Integrating Case 2: Enersis: Global Strategy in the Electric Power Sector 360(17)

Part 4 STRATEGY IMPLEMENTATION FOR MULTINATIONAL COMPANIES: HUMAN RESOURCE MANAGEMENT 377(114)

International Human Resource Management 378(44)

International Human Resource Management Defined 379(3)

International Human Resource Management and International Employees 380(2)

Multinational Managers: The Expatriate or the Host-Country Manager 382(4)

Is the Expatriate Worth It? 383(3)

International Cadre: Another Choice 386(1)

The Expatriate Manager 386(14)

Selecting Expatriate Managers 387(4)

Training And Development 391(2)

Performance Appraisal for the Expatriate 393(2)

Expatriate Compensation 395(2)

The Repatriation Problem 397(3)

International Assignments for Women 400(4)

Successful Women Expatriates 401(1)

Foreign, Not Female 401(2)

More Women in the Future? 403(1)

What Can Companies Do to Ensure Female Expatriate Success? 403(1)

Multinationals and Electronic Human Resource Management 404(3)

Strategic Importance of e.Hr 404(2)

Proper Steps to e.Hr Implementation 406(1)

Multinational Strategy and IHRM 407(7)

IHRM Orientations 407(5)

Finding a Fit: IHRM Orientation and Multinational Strategy 412(2)

Summary and Conclusions 414(1)

Discussion Questions 414(1)

Multinational Management Skill Builder: A Presentation 415(1)

Endnotes 415(2)

Chapter Case: The Road to Hell 417(5)

HRM in the Local Context: Knowing When and How to ADAPT 422(69)

Why Do Nations Differ in HRM? 423(4)

Recruitment 427(5)

Recruitment in the United States 428(1)

Recruitment in Korea 428(1)

Recruitment around the World 429(3)

Selection 432(3)

Selection in the United States 432(1)

Selection in Collectivist Cultures 433(1)

Selection around the World 434(1)

Implications for the Multinational: Recruitment and Selection 435(1)

Training and Development 435(10)

Training and Development in the United States 437(1)

Training and Vocational Education in Germany 438(3)

Management Development in the United States 441(1)

Management Development in Japan 441(4)

Implications for the Multinational: Training and Development 445(2)

Performance Appraisal 447(3)

Performance Appraisal in the United States 447(1)

Performance Appraisals around the World 448(2)

Compensation 450(4)

Compensation Practices in the United States 450(1)

Compensation around the World 451(2)

Compensation in Japan 453(1)

Implications for the Multinational: Performance Evaluation and Compensation 454(2)

A Comparative View of Labor Relations 456(6)

Union-Membership Density 457(1)

Some Historical and Institutional Differences 457(2)

Union Structures 459(1)

Implications for the Multinational: The Search for Harmony 460(2)

Summary and Conclusions 462(1)

Discussion Questions 463(1)

Multinational Management Skill Builder: The HRM Component in a Multinational Company's Location Decision 464(1)

Endnotes 465(2)

Chapter Case: Management Appraisal at Attock Refinery Limited (A) 467(8)

Chapter Case: Management Appraisal at Attock Refinery Limited (B) 475(8)

Integrating Case: Cadet Uniform Services: Cleaning Up in the Cleaning Business 483(8)

Part 5 STRATEGY IMPLEMENTATION FOR MULTINATIONAL COMPANIES: INTERACTION PROCESSES 491(134)

International Negotiation and Cross-Cultural Communication 492(38)

The Basics of Cross-Cultural Communication 494(10)

Language and Culture 494(1)

High- and Low-Context Languages 494(2)

Basic Communication Styles 496(1)

Nonverbal Communication 497(4)

Practical Issues in Cross-Cultural Business Communication 501(3)

International Negotiation 504(17)

Steps in International Negotiations 504(12)

Basic Negotiating Strategies 516(3)

The Successful International Negotiator: Personal Characteristics 519(1)

Steps in, and Styles of, Negotiation, and the Successful Negotiator: Summary Observations 520(1)

Summary and Conclusions 521(1)

Discussion Questions 521(1)

Multinational Management Skill Builder: Negotiating an International Contract-- a Simulation 521(2)

Endnotes 523(1)

Chapter Case: The AT&T/BT Joint Venture Negotiations 524(6)

Motivation in Multinational Companies 530(40)

Work Values and the Meaning of Work 531(6)

Why Do People Work? 531(1)

What Do People Value in Work? 532(5)

Work Motivation and the National Context 537(3)

The Basic Work-Motivation Process 537(1)

National Context and Work Motivation: A Brief Introduction 538(2)

Theories of Work Motivation in the Multinational Context 540(19)

Need Theories of Motivation 540(2)

Needs and the National Context 542(4)

Process and Reinforcement Theories of Motivation 546(9)

Motivation and Job Design: U.S. and European Perspectives 555(4)

Summary and Conclusions 559(1)

Discussion Questions 559(1)

Multinational Management Skill Builder: Planning Motivational Strategies for Different Countries 560(1)

Endnotes 561(1)

Chapter Case: Chiba International, Inc. 562(8)

Leadership and Management Behavior in Multinational Companies 570(55)

Global Leadership: The New Breed 572(1)

Three Classic Models: A Vocabulary of Leadership 573(6)

Leadership Traits 573(1)

Leadership Behaviors 574(2)

Contingency Theories 576(2)

Traits, Behaviors, and Contingencies 578(1)

National Context as a Contingency for Leadership Behaviors 579(12)

The National-Context Contingency Model of Leadership: An Overview 579(3)

Leadership Traits and Behaviours in the National Context 582(7)

National Context and Preferred Leader-Influence Tactics 589(1)

National Context and Subordinates' Expectations 589(2)

Contemporary Leadership Perspectives: Multinational Implications 591(5)

Transformational Leadership 591(4)

Attributions and Leadership 595(1)

Global Women Leaders: The Future? 596(2)

Getting Results: Should You Do What Works at Home? 598(3)

The Cultural Context and Suggested Leadership Styles 599(2)

Summary and Conclusions 601(1)

Discussion Questions 601(1)

Multinational Management Skill Builder: Leadership Challenges in Mexico 602(1)

Endnotes 602(2)

Chapter Case: Grupo UNIKO 604(9)

Integrating Case: Argentina Suites: a Case Study 613(12)

Part 6 THE ETHICAL CONTEXT OF MULTINATIONAL MANAGEMENT 625(46)

Managing Ethical and Social Responsibility Challenges in Multinational Companies 626(45)

What Are International Business Ethics and Social Responsibility? 627(4)

Ethical Philosophy 631(2)

Traditional Views 631(1)

Moral Languages 632(1)

National Differences in Business Ethics and Social Responsibility 633(8)

Questionable Payments and the U.S. Foreign Corrupt Practices Act 637(4)

Toward Transnational Ethics 641(6)

Pressures for Ethical Convergence 641(2)

Prescriptive Ethics for the Multinational 643(4)

The Ethical Dilemma in Multinational Management: How Will You Decide? 647(5)

Ethical Relativism versus Ethical Universalism 647(2)

Individual Ethical Decision Making for the Multinational Manager 649(3)

Summary and Conclusions 652(1)

Discussion Questions 653(1)

Multinational Management Skill Builder: Rex Lewis's Ethical Dilemma 653(1)

Endnotes 654(1)

Chapter Case: Tee-Shirts and Tears: Third World Suppliers to First World Markets 655(16)
Glossary 671(10)
Name Index 681(2)
Subject Index 683(12)
Company Index 695