International Management: Culture, Strategy, and Behavior 9th Edition

Chapter 01 - Globalization and International Linkages Chapter 1: Globalization and International Linkages Learning Objectives and Chapter Summary 1. ASSESS the implications of globalization for countries, industries, firms, and communities. Globalizationthe process of increased integration among countriescontinues at an accelerated pace. More and more companiesincluding those from developing countriesare going global, creating opportunities

Chapter 01 - Globalization and International Linkages The World of International ManagementRevisited Questions & Suggested Answers 1. What are some of the pros and cons of globalization and free trade? Answer: Pros: lower prices, greater availability of goods, increased product and service choices, better jobs, access to technology, improved competitiveness, and overall economic growth.

Chapter 01 - Globalization and International Linkages Questions and Answers Following this Exercise 1. Which of these companies seems best positioned in Southeast Asia? Answer: Opinions will vary. Jollibee has the most extensive menu aimed at this part of the world. They also have an extensive menu that competes with McDonalds and a

Chapter 10 - Managing Political Risk, Government Relations, and Alliances Chapter 10: Managing Political Risk, Government Relations, and Alliances Learning Objectives and Chapter Summary 1. EXAMINE how MNCs evaluate political risk. Political risk is the likelihood that the foreign investment of a business will be constrained by a host governments policies. In dealing with

Chapter 10 - Managing Political Risk, Government Relations, and Alliances 2) It is important to show the recruits that there are career and personal development opportunities in a new venture. This helps new ventures deal with the reality that many companies raid the management ranks of others, offering lucrative financial arrangements

Chapter 11 - Management Decision and Control Chapter 11: Management Decision and Control Learning Objectives and Chapter Summary 1. PROVIDE comparative examples of decision making in different countries. Decision making involves choosing from among alternatives. Some countries tend to use more centralized decision making than others, so that more decisions are made at the

Chapter 11 - Management Decision and Control business. The ability to change and adapt is essential. 2. To what extent should total quality management and quality control be considered when establishing an online retail presence or contracting with another firm to provide it? Answer: The nature of online retailing implies that there

Chapter 11 - Management Decision and Control 2. What competitive threats does Sony face? From which companies and geographic regions? How does Sony stack up against these competitors? Answer: Samsung Electronics and LG Electronics are putting pressure on Sony with the release of their OLED televisions. Sharp, on the other hand, is

Chapter 12 - Motivation Across Cultures Chapter 12: Motivation Across Cultures Learning Objectives and Chapter Summary 1. DEFINE motivation, and explain it as a psychological process. Two basic types of theories explain motivation: content and process. Content motivation theories have receoved much more attention in international management research because they provide the opportunity to

Chapter 12 - Motivation Across Cultures a) U.S.: Employees perform extremely well when they are assigned specific and challenging goals that they have had a hand in setting.b) Norway: Individual participation in goal setting was seen as inconsistent with the prevailing philosophy of participation through union representatives.c) UK: Workers responded more

Chapter 12 - Motivation Across Cultures 4. A U.S. manufacturer is planning to open a plant in Sweden. What should this firm know about the quality of work life in Sweden that would have a direct effect on job design in the plant? Give an example. Answer: The U.S. manufacturer should know

Chapter 13 - Leadership Across Cultures Chapter 13: Leadership Across Cultures Learning Objectives and Chapter Summary 1. DESCRIBE the basic philosophic foundation and styles of managerial leadership. Leadership is a complex and controversial process that can be defined simply as influencing people to direct their efforts toward the achievement of some particular goal or

Chapter 13 - Leadership Across Cultures 2) Bass found that universal leadership behavior is far more commonly than previously thought and that most effective managers were transformational leaders, characterized by four interrelated factors (the 4 Is): a) Idealized influence b) Inspirational motivation c) Intellectual stimulationd) Individualized consideration c) Intellectual stimulationd) Individualized consideration c) Intellectual stimulation d) Individualized

Chapter 13 - Leadership Across Cultures 3. Is there any relationship between company size and European managers attitude toward participative leadership styles? Answer: Company size tended to influence the degree of participative-autocratic attitudes. European managers in smaller companies tended to take more of a TheoryY attitude, while those in larger companies were

Chapter 14 - Human Resource Selection and Development Across Cultures Chapter 14: Human Resource Selection and Development Across Cultures Learning Objectives and Chapter Summary 1. IDENTIFY the three basic sources that MNCs can tap in filling management vacancies in overseas operations in addition to options of subcontracting and outsourcing. MNCs can use four basic

Chapter 14 - Human Resource Selection and Development Across Cultures i) Conducting a technical skills match to ensure that ones skills are in line with those that are required for the jobii) Starting to learn the language, customs, and etiquette of the region where one will be postediii) Developing an awareness of

Chapter 14 - Human Resource Selection and Development Across Cultures f) After the designer, translator, and native-language trainers are satisfied, the materials are printed. g) Language and content of the training materials are tested with a pilot group. Cultural Assimilators 1) A cultural assimilator is a programmed learning technique designed to expose members

Chapter 14 - Human Resource Selection and Development Across Cultures In The International Spotlight: Russia Questions & Suggested Answers 1. What are some current issues facing Russia? What is the climate for doing business in Russia today? Answer: One of the current issues facing Russia today is continuing social and economic turmoil and what

Chapter 14 - Human Resource Selection and Development Across Cultures In-Depth Integrative Case 4.1: HSBC in China 1. How has HSBC adapted its global strategy to operate in China, both before and after Chinas WTO accession? Answer: Prior to the WTO accession negotiations, Chinas banking industry operated as a cog in Chinas centrally

Chapter 02 - The Political, Legal, and Technological Environment Chapter 2: The Political, Legal, and Technological Environment Learning Objectives and Chapter Summary 1. INTRODUCE the basic political systems that characterize regions and countries around the world and offer brief examples of each and their implications for international management. The global political environment can

Chapter 02 - The Political, Legal, and Technological Environment Foreign Corrupt Practices Act (FCPA)An act that makes it illegal to influence foreign officials through personal payment or political contributions; became U.S. law in 1977 because of concerns over bribes in the international business arena IndividualismThe political philosophy that people should be free

Chapter 03 Ethics, Social Responsibility, and Sustainability Chapter 3: Ethics, Social Responsibility, and Sustainability Learning Objectives and Chapter Summary 1. EXAMINE ethics in international management and some of the major ethical issues and problems confronting MNCs. Ethics is the study of morality and standards of conduct. It is important in the study of international management because

Chapter 03 Ethics, Social Responsibility, and Sustainability the petroleum sector. For example, exports to Saudi Arabia are on the upswing, and many Saudi Arabian businesses are eager to seek out new U.S. firms to operate in an attractive market. It seems that the market potential in Saudi Arabia is in areas where

Chapter 03 Ethics, Social Responsibility, and Sustainability In-Depth Integrative Case 1.1: Student Advocacy and Sweatshop Labor: The Case of Russell Athletic 1. Assume that you are an executive of a large U.S. multinational corporation planning to open new manufacturing plants in China and India to save on labor costs. What factors should

Chapter 04 - The Meanings and Dimensions of Culture Chapter 4: The Meanings and Dimensions of Culture Learning Objectives and Chapter Summary 1. DEFINE the term culture, and discuss some of the comparative ways of differentiating cultures. Culture is acquired knowledge that people use to interpret experience and generate social behavior. Culture also has

Chapter 04 - The Meanings and Dimensions of Culture Key Terms Achievement cultureA culture in which people are accorded status based on how well they perform their functions Ascription cultureA culture in which status is attributed based on who or what a person is CollectivismThe tendency of people to belong to groups or collectives

Chapter 05 - Managing Across Cultures Chapter 5: Managing Across Cultures Learning Objectives and Chapter Summary 1. EXAMINE the strategic dispositions that characterize responses to different cultures. One major problem facing MNCs is that they sometimes attempt to manage across cultures in ways similar to those of their home country. MNC dispositions toward

Chapter 05 - Managing Across Cultures Teaching Tip: This is a website sponsored by the European American Chamber of Commerce (French). The site provides information about the legal, financial, and human resource implications of doing business in France. The site is available at {http://www.eaccfrance.com/}. Doing Business in Brazil 1) Brazil is considered

Chapter 06 - Organizational Cultures and Diversity Chapter 6: Organizational Cultures and Diversity Learning Objectives and Chapter Summary 1. DEFINE exactly what is meant by organizational culture, and discuss the interaction of national and MNC cultures. Organizational culture is a pattern of basic assumptions that a group learned as it solved its problems

Chapter 06 - Organizational Cultures and Diversity 4. What features of multicultural teams are most critical for successful global team collaboration? Answer: Companies can encourage successful global team collaboration by ensuring that trust and cohesion among team members is established early on. Companies should carefully select team members to ensure that they

Chapter 07 - Cross-Cultural Communication and Negotiation Chapter 7: Cross-Cultural Communication and Negotiation Learning Objectives and Chapter Summary 1. DEFINE the term communication, examine some examples of verbal communication styles, and explain the importance of message interpretation. Communication is the transfer of meaning from sender to receiver. The key to the effectiveness of

Chapter 07 - Cross-Cultural Communication and Negotiation b) If no common ground is reached, a neutral third party can come in; the third-party person has the last word in what the true final draft is. If the parties decide it is still unacceptable, walk away from negotiations. Bargaining Behaviors 1) Verbal behaviors are

Chapter 07 - Cross-Cultural Communication and Negotiation 4. What negotiation approaches may Hatley use if she wants to continue with the deal in order to increase her confidence that it will be successful? Should Hatley decide to pursue the deal with the South Korean company, a lot of planning is necessary. Dealing

Chapter 07 - Cross-Cultural Communication and Negotiation 4. Based on its experience, what are three lessons the company should have learned about how to deal with diversity? Describe each. Answer: The lesson that management has learned is to understand the need of marketing research. Euro Disneyland ignored the data supporting the concept

Chapter 08 - Strategy Formulation and Implementation Chapter 8: Strategy Formulation and Implementation Learning Objectives and Chapter Summary 1. DISCUSS the meaning, needs, benefits, and approaches of the strategic planning process for today's MNC. There is a growing need for strategic management among MNCs. Some of the primary reasons include: foreign direct investment is

Chapter 08 - Strategy Formulation and Implementation 2. When MNCs scan the environment, what are two key areas of consideration that MNCs must address? Answer: There are a number of areas that warrant consideration when scanning the environment. Examples include the competition, political stability, technology, and demographic consumer data. The competition is

Chapter 09 - Entry Strategies and Organizational Structures Chapter 9: Entry Strategies and Organizational Structures Learning Objectives and Chapter Summary 1. DESCRIBE how an MNC develops and implements entry strategies and ownership structures. MNCs pursue a range of entry strategies in their international operations. These include wholly owned subsidiaries, mergers and acquisitions, alliances and

Chapter 09 - Entry Strategies and Organizational Structures 1) Specialization is an organizational characteristic that assigns individuals to specific, well- defined tasks. a) Horizontal specialization involves the assignment of jobs so that individuals are given a particular function to perform and tend to stay within the confines of this area.b) Vertical specialization