International Management. Cross– Boundary Challenges. Management, Organizations and Business

  • ID: 2212149
  • Book
  • Region: Global
  • 492 Pages
  • John Wiley and Sons Ltd
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International Management focuses on the most crucial challenge faced by managers of multinational companies today that of the generation and transfer of knowledge across national settings, organizations and networks.

The text takes an interactive approach to exploring this knowledge challenge. Each chapter consists of three parts:–

A theoretically–grounded presentation of a particular aspect of international management
A case study from the real world of international management that is designed to illustrate the theory
Case assignments that assist the student in relating the theory to the case.

In addition, the closing chapter contains a discussion of four particular challenges facing multinational companies in the coming decade, illustrated through a series of readings.

As well as a wide range of multinational companies, the text spans a variety of national settings and draws upon contributors based in a diverse range of countries. Countries featured directly include China, Denmark, Finland, France, India, Ireland, Norway, Russia, Sweden, Switzerland, the United Kingdom and the USA.
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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.

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Paul Gooderham
Odd Nordhaug
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