International Management » (4th Edition)

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.

As in previous editions of this popular text on cross-cultural management, students will find here an invaluable guide to key management theories, linked to practical examples from all round the world. The book's key distinctive feature remains its truly international profile, with current examples from the US, Europe, Asia and new perspectives in this edition from other regions.

• Discussion of cross-cultural models is updated by including the 'crossvergence' framework developed during the 1990s, as well as the latest new research on organizational culture


• Coverage of how and to what extent cultural variation affects the implementation of e-technology at the workplace (esp. in multinational subsidiaries)


• New material on the management of marketing/sales teams across borders and implications of cultural differences for expatriate managers.


• The addition of several new cases, from the Middle East, Latin America and Africa as well as new cases in in Asia.

The 4th edition retains the special appendix on how to write a successful dissertaion or project which makes this a useful text for both MBA and advanced undergraduate courses.

PREFACE

PART ONE Introduction

Chapter 1. INTERNATIONAL MANAGEMENT AND CULTURE

1.1 Introduction

1.2 Factors that influence decision making

1.3 Using culture

1.4 Cross-cultural and international management

1.5 Implications for the Manager

1.5 Summary

1.7 Exercise

Case for PART ONE

Chapter 1. Slicing the meat.

PART TWO: CROSS-CULTURAL MANAGEMENT

Chapter 2. ANALYSING CULTURES: MAKING COMPARISONS

2.1 Introduction

2.2 Comparative analysis

2.3 Kluckhohn and Strodtbeck (1961)

2.4 Hall (1976)

2.5 Hofstede’s model

2.6 Applying Hofstede’s model

2.7 Implications for the Manager

2.8 Summary

2.9 Exercise

Chapter 3 ANALYSING CULTURES: AFTER HOFSTEDE

3.1 Introduction

3.2 Comparative analysis since Hofstede

3.3 Problems in using comparative analysis

3.4 New approaches

3.5 Implications for the Manager

3,6 Summary

3.7 Exercise

Chapter 4 MOVEMENT IN THE CULTURE

4.1 Introduction

4.2 Recognizing significant movement in the culture

4.3 Economic change and cultural movement in Japan

4.4 Other factors causing movement

4.5 Implications for the Manager

4.6 Summary

4.7 Exercise

Chapter 5. ORGANIZATIONAL CULTURE

5.1 Introduction

5.2 Defining and analysing organizational cultures

5.3 Organizational culture and national culture

5.4 Mitigating the effects of the environment

5.5 Implications for the Manager

5.6 Summary

5.7 Exercise

Chapter 6. CULTURE AND COMMUNICATION

6.1 Introduction

6.2 Appropriate communication across cultures

6.3 One- and two-way communication styles

6.4 Non-verbal communication

6.5 Implications for the Manager

6.6 Summary

6.7 Exercise

Chapter 7. MOTIVATION

7.1 Introduction

7.2 Needs

7.3 Intrinsic and extrinsic needs

7.4 How context influences needs

7.5 Designing incentives

7.6 Implications for the Manager

7.7 Summary

7.8 Exercise

Chapter 8. DISPUTE RESOLUTION AND NEGOTIATION

8.1 Introduction

8.2 Reasons for dispute

6.3 Culture and dispute

6.4 The manager resolves a dispute

6.5 Negotiation

6.6 Implications for the Manager

6.7 Summary

6.8 Exercise

Chapter 9. FORMAL STRUCTURES

9.1 Introduction

9.2 Defining structure

9.3 Bureaucracy

9.4 Culture and bureaucracy

9.5 Implications for the Manager

9.6 Summary

9.7 Exercise

Chapter 10. INFORMAL SYSTEMS

10.1 Introduction

10.2 Informal relationships

10.3 Modelling patronage

10.4 Patronage, culture and society

10.5 Some variants: Guanxi and Wasta

10.6 Managing informal systems

10.7 Implications for the Manager

10.8 Summary

10.9 Exercise

Chapter 11 THE CULTURE AND POLITICS OF PLANNING CHANGE

11.1 Introduction

11.2 The meaning of planning

11.3 The classic planning model

11.4 How national culture influences planning

11.5 How organisational culture influences planning

11.6 The politics of planning

11.7 Implications for the Manager

11.8 Summary

11.9 Exercise

Chapter 12 WHEN DOES CULTURE MATTER? THE CASE OF SMEs

12.1 Introduction

12.2 The start-up in the United Kingdom and United States

12.3 The start-up in Taiwan

12.4 The Anglo family company

12.5 The Chinese family company

12.6 The Middle eastern family company

12.7 Assessing the influence of national culture

12.8 Implications for the Manager

12.9 Summary

12.10 Exercise

Cases for PART TWO

Chapter 2 Relations between manager and employees

Chapter 3 The Venezuelan manager

Chapter 4 Youth and age, or youth and age?

Chapter 5 The Vietnamese bank

Chapter 6 Bad communication

Chapter 7 Motivating who?

Chapter 8 The Nigerian family firm

Chapter 9 No job description

Chapter 10 Patronage in Europe

Chapter 11 Improving quality control

Chapter 12 Explaining decisions made by small business owners

PART THREE: INTERNATIONAL MANAGEMENT

Chapter 13 GLOBALIZATION AND LOCALIZATION

13.1 Introduction

13.2 Defining globalisation

13.3 The social effects of globalisation

13.4 The roots of high globalisation

13.5 Implications for the Manager

13.6 Summary

13.7 Exercise

Chapter 14 PLANNING STRATEGY

14.1 Introduction

14.2 Reasons for strategic planning

14.3 Stages in strategic planning

14.4 Strategic planning based on resources

14.5 Balancing resources and position

14.6 The influence of environmental factors

14.7 Growth strategies

14.8 Emergent strategy

14.9 Scenario planning

14.10 Implications for the Manager

14.11 Summary

14.12 Exercise

Chapter 15 IMPLEMENTING STRATEGY AND APPLYING KNOWLEDGE

15.1 Introduction

15.2 Identifying and applying knowledge

15.3 Organizational capabilities and competitive advantage

15.4 Implementation and communication

15.5 Mergers and Acquisitions

15.6 Transferring the implementation system

15.7 Implications for the Manager

15.8 Summary

15.9 Exercise

Chapter 16 E-COMMUNICATION

16.1 Introduction

16.2 Controlling by E-communication

16.3 Cross national implementation

16.4 Culture and E-communication

16.5 Implications for the Manager

16.6 Summary

16.7 Exercise

Chapter 17 FORMING AN INTERNATIONAL JOINT VENTURE

17.1 Introduction

17.2 Why invest in an IJV?

17.3 Preparing for success: the four compatibilities

17.4 Trust and mistrust

17.5 Sharing control

17.6 Implications for the Manager

17.7 Summary

17.8 Exercise

Chapter 18 OPPORTUNITY AND RISK: HEADQUARTERS AND SUBSIDIARY

18.1 Introduction

18.2 Risk for the subsidiary

18.3 Control

18.5 Implications for the Manager

18.6 Summary

18.7 Exercise

Chapter 19 MANAGING HUMAN RESOURCES

19.1 Introduction

19.2 Applying concepts of HRM

19.3 The general functions of HRM

19.4 HRM activities in context

19.5 Recruitment

19.6 Performance appraisal

19.7 Training

19.8 Retention

19.9 Implications for the Manager

19.10 Summary

19.11 Exercise

Chapter 20 CONTROLLING BY STAFFING

20.1 Introduction

20.2 Staffing to control the IJV

20.3 Bureaucratic or cultural control in the subsidiary?

20.4 Local or expatriate management?

20.5 Implications for the Manager

20.6 Summary

20.7 Exercise

Chapter 21 MANAGING EXPATRIATE ASIGNMENTS

21.1 Introduction

21.2 What expatriates do

21.3 Expatriate success and failure

21.4 Expatriate selection

21.5 Expatriate training

21.6 Expatriate support

21.7 Implications for the Manager

21.8 Summary

21.9 Exercise

Chapter 22 THE EXPATRIATE BRAND MANAGER

22.1 Introduction

22.2 The emergence of global brands

22.3 Role of the expatriate brand manager

22.4 Brand communication: managing the mix

22.5 Implications for the Manager

22.6 Summary

22.7 Exercise

Cases for PART THREE

Chapter 13 The call centre revolution

Chapter 14 Baby food

Chapter 15 New knowledge

Chapter 16 Betafield

Chapter 17 The Indian joint venrture

Chapter 18 Global Paper (1)

Chapter 19 The foreign employee

Chapter 20 Global Paper (2)

Chapter 21 Appointing a headquarters manager to the Swiss subsidiary

Chapter 22 Teldaswift

PART FOUR: CONCLUSIONS

Chapter 23 THE CULTURE OF THE SUBSIDIARY: CONVERGENCE AND

DIVERGENCE

22.1 Introduction

23.2 Corporate cohesion and cultural shift

23.3 Convergence and divergence

23.4 The dual-pressure perspective

23.5 Cross-vergence

23.6 Implications for the Manager

23.7 Summary

23.8 Exercise

Chapter 24. ETHICS AND CORPORATE RESPONSIBILITY

24.1 Introduction

24.2 Ethics

24.3 Ethics across culture and time

24.4 Ethics in branding

24.5 Corporate Social Responsibility

24.6 Implications for the Manager

24.7 Summary

24.8 Exercise

Cases for PART FOUR

Chapter 23 CAS

Chapter 24 A Donation to the President’s Campaign Fund

Appendix Planning a Dissertation

Bibliography

BIBLIOGRAPHY