xx, 392 pages : 28 cm Includes bibliographical references and index Machine generated contents note: ch. 1 Assessing the Environment: Political, Economic, Legal, Technological -- Opening Profile: Western Businesses Scramble to Assess Their Risks in Russia as Geopolitical Tensions Escalate -- The Global Business Environment -- Globalization -- Global Trends -- Globality and Emerging Markets -- Backlash against Globalization -- Effects of Institutions on Global Trade -- Effects of Globalization on Corporations -- Small and Medium-Sized Enterprises (SMEs) -- The Globalization of Human Capital -- The Globalization of Information Technology -- Management in Action: Global Cybertheft of Corporate Secrets an Increasing Risk -- Regional Trading Blocs -- The European Union -- Asia -- Comparative Management in Focus: China Loses Its Allure -- The Americas -- Other Regions in the World -- The Russian Federation -- The Middle East -- Developing Economies -- The African Union (AU) -- The Global Manager's Role -- The Political and Economic Environment Note continued: Political Risk -- Political Risk Assessment -- Managing Political Risk -- Managing Terrorism Risk -- Economic Risk -- The Legal Environment -- Contract Law -- Other Regulatory Issues -- The Technological Environment -- Under the Lens: The Global Role of Information Technology (IT) -- Global E-Business -- Conclusion -- Summary of Key Points -- Discussion Questions -- Application Exercises -- Experiential Exercise -- Case Study: Apple's iPhones-Not "Made in America" -- Endnotes -- ch. 2 Managing Interdependence: Social Responsibility, Ethics, Sustainability -- Opening Profile: The Bangladesh Disaster: Can Companies Outsource Responsibility for Workers in Its Supply Chain? -- The Social Responsibility of MNCs -- CSR: Global Consensus or Regional Variation? -- From CSR to Shared Value? -- Under the Lens: Nestle Company Creates Shared Value Globally -- MNC Responsibility toward Human Rights Note continued: Comparative Management in Focus: Doing Business in China-CSR and the Human Rights Challenge -- Ethics in Global Management -- Ethics in Uses of Technology -- Bribery -- Under the Lens: Rolls-Royce Accused of Bribery to Obtain $100m Petrobras Contract -- Making the Right Decision -- Managing Interdependence -- Foreign Subsidiaries in the United States -- Managing Subsidiary-Host Country Interdependence -- Managing Environmental Interdependence and Sustainability -- Under the Lens: BP's Sustainability Systems Under Fire -- Management in Action: TerraCycle- Social Entrepreneurship Goes Global -- Implementing Sustainability Strategies -- Conclusion -- Summary of Key Points -- Discussion Questions -- Application Exercise -- Experiential Exercise -- Case Study: Levi Looks to Cut Its Cloth Differently by Rewarding Responsible Suppliers -- Endnotes -- Comprehensive Cases PCI-I Note continued: Case 1 Facebook's Internet.org Initiative: Serving the Bottom of the Pyramid? (several countries) PCI-I -- Case 2 An Ethics Role-Playing Case: Stockholders versus Stakeholders (Global/ Sri Lanka) PCI-II -- ch. 3 Understanding the Role of Culture -- Opening Profile: Social Media Bring Changes to Saudi Arabian Culture -- Culture and Its Effects on Organizations -- Societal Culture -- Organizational Culture -- Culture's Effects on Management -- Influences on National Culture -- Under the Lens: Religion and the Workplace -- Cultural Value Dimensions -- Project GLOBE Cultural Dimensions -- Cultural Clusters -- Hofstede's Value Dimensions -- Trompenaars's Value Dimensions -- Consequence or Cause? -- Critical Operational Value Differences -- The Internet and Culture -- Management in Action: Google's Street View Makes Friends in Japan but Clashes with European Culture -- Developing Cultural Profiles Note continued: Comparative Management in Focus: Profiles in Culture-Japan, Germany, Latin America -- Culture and Management Styles around the World -- Under the Lens: Doing Business in Brazil-Language, Culture, Customs, and Etiquette -- Saudi Arabia -- Chinese Family Small Businesses -- Conclusion -- Summary of Key Points -- Discussion Questions -- Application Exercises -- Experiential Exercises -- Case Study: An Australian Manager in an American Company -- Endnotes -- ch. 4 Communicating Across Cultures -- Opening Profile: The Impact of Social Media on Global Business -- The Communication Process -- Cultural Noise in the Communication Process -- The Culture-Communication Link -- Trust in Communication -- The GLOBE Project -- Cultural Variables in the Communication Process -- Under the Lens: Communicating in India-Language, Culture, Customs, and Etiquette -- Nonverbal Communication -- Under the Lens: Communicating Italian Style Note continued: Under the Lens: How Feng Shui Affects Business -- Context -- Management in Action: Oriental Poker Face: Eastern Deception or Western Inscrutability? -- Comparative Management in Focus: Communicating with Arabs -- Communication Channels -- Information Technology: Going Global and Acting Local -- Managing Cross-Cultural Communication -- Developing Cultural Sensitivity -- Careful Encoding -- Selective Transmission -- Careful Decoding of Feedback -- Follow-up Actions -- Conclusion -- Summary of Key Points -- Discussion Questions -- Application Exercises -- Experiential Exercise -- Case Study: Miscommunications with a Brazilian Auto Parts Manufacturer -- Endnotes -- ch. 5 Cross-Cultural Negotiation and Decision Making -- Opening Profile: Facebook's Continued Negotiations in China -- Negotiation -- The Negotiation Process -- Stage One: Preparation -- Negotiating Teams -- Variables in the Negotiation Process -- Stage Two: Relationship Building Note continued: Nontask Sounding -- Stage Three: Exchanging Task-Related Information -- Stage Four: Persuasion -- Stage Five: Concessions and Agreement -- Understanding Negotiation Styles -- Successful Negotiators around the World -- Comparing Profiles -- Managing Negotiation -- Using the Internet to Support Negotiations -- Managing Conflict Resolution -- Context in Negotiations -- Comparative Management in Focus: Negotiating with the Chinese -- Decision Making -- The Influence of Culture on Decision Making -- Under the Lens: Negotiations and Decisions to Save the Eurozone System -- Management in Action: Target: Frozen Out -- Approaches to Decision Making -- Comparative Management in Focus: Decision Making in Japanese Companies -- Conclusion -- Summary of Key Points -- Discussion Questions -- Experiential Exercises -- Case Study: Search Engines Aid Decision Making and Negotiation -- Endnotes -- Comprehensive Cases PC2-I Note continued: Case 3 Vodafone in Egypt: National Crises and Their Implications for Multinational Corporations (Egypt) PC2-I -- Case 4 Hailing a New Era: Haier in Japan (China/Japan) PC2-II -- ch. 6 Formulating Strategy -- Opening Profile: Amazon, eBay, and Flipkart Bet Big on India -- Reasons for Going International -- Reactive Reasons -- Proactive Reasons -- Comparative Management in Focus: Global Companies Take Advantage of Growth Opportunities in South Africa -- Strategic Formulation Process -- Steps in Developing International and Global Strategies -- Step 1. Establish Mission and Objectives -- Step 2. Assess External Environment -- Under the Lens: McDonald's in Russia: A Political Pawn? -- Step 3. Analyze Internal Factors -- Competitive Analysis -- Step 4. Evaluate Global and International Strategic Alternatives -- Approaches to World Markets -- Global Integrative Strategies -- Using E-Business for Global Expansion Note continued: Step 5. Evaluate Entry Strategy Alternatives -- Under the Lens: Modern Mexico: Reshoring-Location and Young Workforce Prove Attractive -- Strategic Planning for Emerging Markets -- Management in Action: Strategic Planning for Emerging Markets -- Step 6. Decide on Strategy -- Timing Entry and Scheduling Expansions -- The Influence of Culture on Strategic Choices -- Conclusion -- Summary of Key Points -- Discussion Questions -- Application Exercises -- Experiential Exercise -- Case Study: "Foreign Businesses Tread Carefully As Cuba Opens Up" -- Endnotes -- ch. 7 Implementing Strategy: Strategic Alliances, Small Businesses, Emerging Economy Firms -- Opening Profile: TAG Heuer in Smartwatch Alliance with Google and Intel -- Strategic Alliances -- Joint Ventures -- Equity Strategic Alliances -- Non-equity Strategic Alliances -- Global Strategic Alliances -- Global and Cross-Border Alliances: Motivations and Benefits Note continued: Challenges in Implementing Global Alliances -- Implementing Alliances between SMEs and MNCs -- Guidelines for Successful Alliances -- Implementing Strategy -- Comparative Management in Focus: Joint Ventures in the Russian Federation -- Implementing Strategies for SMEs -- Under the Lens: Breaking Down Barriers for Small-Business Exports -- Implementing a Global Sourcing Strategy: From Offshoring to Next-Shoring? -- Under the Lens: Global Supply Chain Risks-The Japanese Disaster -- Implementing Strategies for Emerging Economy Firms -- Management in Action: Infosys's Path From Emerging Start-up to EMNE -- Challenges in Implementing Strategies in Emerging Markets -- Managing Performance in International Joint Ventures -- Knowledge Management in IJVs -- Government Influences on Strategic Implementation -- Cultural Influences on Strategic Implementation -- E-Commerce Impact on Strategy Implementation -- Conclusion -- Summary of Key Points Note continued: Discussion Questions -- Application Exercise -- Case Study: Foreign Companies in China Under Attack -- Endnotes -- ch. 8 Organization Structure and Control Systems -- Opening Profile: BMG Signs Distribution Deal with Alibaba -- Organizational Structure -- Evolution and Change in MNC Organizational Structures -- Integrated Global Structures -- Organizing for Globalization -- Organizing to Be Global, Act Local -- Under the Lens: Amazon of India Uses Curry-Carrying Dabawallas to Spice Up Parcel Delivery -- Management in Action: Procter & Gamble's Think Globally-Act Locally Structure -- Emergent Structural Forms -- Teams as a Global-Local Structure -- Comparative Management in Focus: Changing Organizational Structures of Emerging Market Companies -- Interorganizational Networks -- The Global E-Corporation Network Structure -- The Transnational Corporation (TNC) Network Structure -- Choice of Organizational Form -- Organizational Change and Design Variables Note continued: Control Systems for Global Operations -- Under the Lens: FIFA-Restructuring for Governance Oversight of Ethics -- Direct Coordinating Mechanisms -- Indirect Coordinating Mechanisms -- Managing Effective Monitoring Systems -- The Appropriateness of Monitoring and Reporting Systems -- The Role of Information Systems -- Evaluation Variables across Countries -- Conclusion -- Summary of Key Points -- Discussion Questions -- Application Exercises -- Experiential Exercise -- Case Study: HSBC in 2015: Complex Global Operations and Downsizing -- Endnotes -- Comprehensive Cases PC3-1 -- Case 5 Alibaba versus Tencent: The Battle for China's M-Commerce Space (China/Global) PC3-1 -- Case 6 Business Model and Competitive Strategy of IKEA in India (India) PC3-9 -- Case 7 Wal-Mart in Africa (Africa) PC3-21 -- Case 8 Fiat Chrysler Automobiles N.V. (2015): From an Alliance to a Cross-Border Merger (Global) PC3-3 Note continued: ch. 9 Staffing, Training, and Compensation for Global Operations -- Opening Profile: Staffing Company Operations in Emerging Markets -- The Role of IHRM in Global Strategy Implementation -- Staffing for Global Operations -- Under the Lens: Tata's Staffing Challenges in the United States -- Managing Expatriates -- Expatriate Selection -- xpatriate Performance Management -- Under the Lens: Tales from Trailing Husbands -- Global Team Performance Management -- Expatriate Training and Development -- Comparative Management in Focus: Expatriate Performance Management Practices: Samples from Five Countries -- Cross-Cultural Training -- Training Techniques -- Compensating Expatriates -- Training and Compensating Host-Country Nationals -- Training HCNs -- Management in Action: Success! Starbucks' Java Style Helps to Recruit, Train, and Retain Local Managers in Beijing -- Training Priorities for E-Business Development -- Compensating HCNs -- Conclusion Note continued: Summary of Key Points -- Discussion Questions -- Application Exercises -- Experiential Exercise -- Case Study: Kelly's Assignment in Japan -- Endnotes -- ch. 10 Developing a Global Management Cadre -- Opening Profile: The Expat Life -- Expatriate Career Management -- Preparation, Adaptation, and Repatriation -- The Role of the Expatriate Spouse -- Expatriate Retention -- The Role of Repatriation in Developing a Global Management Cadre -- Knowledge Transfer -- Under the Lens: Expatriates' Careers Add to Knowledge Transfer -- Global Management Teams -- Virtual Transnational Teams -- Managing Transnational Teams -- The Role of Women in International Management -- Management in Action: Women in Management Around the World -- Working Within Local Labor Relations Systems -- The Impact of Unions on Businesses -- Under the Lens: Ford's Bitter Struggle to Close a Plant in Belgium -- Organized Labor around the World Note continued: Convergence versus Divergence in Labor Systems -- Under the Lens: Vietnam: The Union Role in Achieving Manufacturing Sustainability and Global Competitiveness -- Adapting to Local Industrial Relations Systems -- NAFTA and Labor Relations in Mexico -- Comparative Management in Focus: Labor Relations in Germany -- Conclusion -- Summary of Key Points -- Discussion Questions -- Application Exercise -- Experiential Exercise -- Case Study: Expatriate Management at AstraZeneca Plc -- Endnotes -- ch. 11 Motivating and Leading -- Opening Profile: The EU Business Leader-Myth Or Reality? -- Motivating -- Cross-Cultural Research on Motivation -- The Meaning of Work -- The Needs Hierarchy in the International Context -- Comparative Management in Focus: Motivation in Mexico -- Under the Lens: Managing in Russia-Motivation and Leadership Challenges -- Reward Systems -- Leading -- The Global Leader's Role And Environment Note continued: Under the Lens: Interview: Yoshiaki Fujimori: Lixil Builds a New Style of Japanese Multinational -- Women in Global Leadership Roles -- Global Team Leadership -- The Role of Technology in Leadership -- Under the Lens: Women in Business Leadership -- Cross-Cultural Research on Leadership -- Management in Action: Leadership in a Digital World -- Contingency Leadership: The Culture Variable -- The GLOBE Project -- Earlier Leadership Research -- Conclusion -- Summary of Key Points -- Discussion Questions -- Application Exercises -- Experiential Exercise -- Case Study: Interview: Carlo D'Asaro Biondo, Google's Europe Strategy Chief in Charm Offensive -- Endnotes -- Comprehensive Cases -- Case 9 Leading Across Cultures at Michelin (France/US) -- Case 10 Ethical Leadership: Ratan Tata and India's Tata Group (Global) -- Integrative Section -- Integrative Term Project