International Management: Cross- Boundary Challenges

International Management Cross- Boundary Challenges

Edited by Paul Gooderham · Odd Nordhaug
John Wiley & Sons September 2003

Specifications

ISBN-13
9780631233428
Publisher
John Wiley & Sons
Publication
September 2003
Format
Paperback , 496 pages
Jurisdiction
International ? Countri(es) for reference only

Details

What is an international business organization? What are the management challenges that students and managers meet in an international arena?

Based on almost ten years of teaching successful MBA modules in Europe, this much-needed single text provides a thorough, case-based approach to international management at all levels: the multi-national; the global; and the transnational. Combined with new European-based case examples, the theoretical coverage of the book introduces the student to the different characteristics and problems of international organization. Accessible case examples are explained in the context of key international management issues and debates.issues and debates.


  • Provides a thorough, case-based approach to international management at all levels: the multi-national; the global; and the transnational.
  • Theoretical coverage introduces the different characteristics and problems of international organization.
  • Accessible case examples are explained in the context of key international management and debates issues.

Table of Contents

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

About the Author

Paul N. Gooderham is Professor at the Department of Strategy and Management, Norwegian School of Economics and Business Administration and Research Director at the Foundation for Social Science and Business Research in Norway. His research interests are concentrated on international and comparative management, organisation theory and the management of small and medium-sized enterprises. He has published numerous articles in international research journals, including Administrative Science Quarterly, Management International Review and Scandinavian Journal of Management.Odd Nordhaug is Professor at the Department of Strategy and Management, Norwegian School of Economics and Business Administration. He has published extensively in international research journals, such as Administrative Science Quarterly, Human Relations, Management International Review, International Studies of Organization & Management, Journal of Portfolio Management, European Journal of Management and Scandinavian Journal of Management. His research interests comprise international and comparative management, organisation theory and knowledge management.
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