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E-raamat: International Business Strategy and Cross-Cultural Management: An Applied Approach

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  • Formaat: PDF+DRM
  • Ilmumisaeg: 15-Mar-2022
  • Kirjastus: Edward Elgar Publishing Ltd
  • Keel: eng
  • ISBN-13: 9781839108631
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International Business Strategy and Cross-Cultural Management: An Applied ApproachSuurem pilt
  • Formaat: PDF+DRM
  • Ilmumisaeg: 15-Mar-2022
  • Kirjastus: Edward Elgar Publishing Ltd
  • Keel: eng
  • ISBN-13: 9781839108631
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This comprehensive yet accessible textbook provides readers with an advanced and applied approach to traditional international business that integrates key cross-cultural management topics. Its ten chapters give profound insights into analysing, selecting and entering international markets, strategic partnerships, strategic positioning, global value chains, organizational designs, intercultural interaction, leadership and motivation and international human resources management. For each of these topics, advanced and contemporary theoretical and analytical frameworks are discussed and translated into toolsets that will assist readers in solving practical challenges.



Key Features:



  • A strong connection of theoretical foundations with illustrative case studies

  • Integration of current trends and challenges, such as intercultural competence, migration and digitalization, offshoring and global value chains

  • Comprehensive practical examples from multinational firms that demonstrate the value of the frameworks and toolsets included in each chapter

  • An integrative case study that picks up key practical challenges in each chapter and invites the reader to apply theories, frameworks and toolsets

  • A supplementary website that provides multiple materials for furthering readers’ knowledge, including toolsets, further cases and exercises, accompanying videos, quizzes, and presentation slides



International Business Strategy and Cross-Cultural Management is a key resource for postgraduate courses on international business management, globalization and entrepreneurship, international human resource management and global marketing. It will also serve as a complementary text for lecturers and students involved in the X-Culture project.

Arvustused

International Business Strategy and Cross-cultural Management: An Applied Approach is not just another standard IB textbook. The book excels in several ways. First, it fulfils the titles promise of an applied approach by translating IB and cultural theory into many exciting real life company cases and a constructed but realistic case, Magic Juice, which reappears in each chapter covering its key topics. The successful application of theory makes the book appealing to students as well as managers facing the challenges of international business, not least the question of how to navigate intercultural interactions. Here, the authors bring two interesting concepts to the table: the culture map and cultural intelligence. Often, textbooks focus on either IB strategy or cross-cultural management. However, the two topics are closely related and this book offers a happy marriage of the two. I give the book my warmest recommendations. -- Bent Petersen, Copenhagen Business School, Denmark

Preface xi
How to approach a case challenge xiv
1 Analyzing international markets 1(25)
1.1 Analyzing the formal context
2(9)
1.1.1 The economic context
2(4)
1.1.2 The political and regulatory context
6(3)
1.1.3 A standard framework to assess the formal context
9(2)
1.2 Analyzing the informal context
11(9)
1.2.1 Country cultures
11(5)
1.2.2 Clustering national cultures
16(1)
1.2.3 Cultural archetypes and individual cultural value patterns
17(3)
Review Questions
20(2)
Magic Juice: A disruptor in the business of juice bars
22(4)
2 Selecting international markets 26(33)
2.1 A top-down or restricted international market selection
26(9)
2.1.1 Internationalization motives
26(2)
2.1.2 Portfolio analyses
28(7)
2.2 A bottom-up or expansive international market selection
35(7)
2.2.1 Liabilities of foreignness
35(2)
2.2.2 Managing distance
37(5)
2.3 The international market selection at Metro Group
42(3)
2.4 An international market selection toolset
45(4)
Review Questions
49(3)
Market selection at Magic Juice
52(7)
3 Analyzing and selecting modes to enter, operate in and exit international markets 59(37)
3.1 Complexity of the entry mode decision
60(3)
3.2 Non-equity modes
63(6)
3.2.1 Export modes
63(2)
3.2.2 Contracting modes
65(4)
3.3 Equity modes
69(8)
3.3.1 Ownership modes: Wholly owned subsidiaries versus joint ventures/strategic alliances
70(5)
3.3.2 Establishment modes: Greenfield investments versus acquisitions
75(2)
3.4 An analytical framework to guide the entry mode decision
77(10)
3.4.1 Internal firm factors
79(4)
3.4.2 Home-country factors
83(1)
3.4.3 Host-country factors
83(4)
3.5 Entry mode changes over time and foreign market exit
87(2)
3.6 Entry modes in fashion retailing, with a focus on Bestseller
89(3)
Review Questions
92(3)
Magic Juice: Which entry mode(s) to choose?
95(1)
4 Entering markets with a partner 96(33)
4.1 Selecting the right partner
97(4)
4.2 Paying the right price
101(7)
4.2.1 Valuation methods
101(5)
4.2.2 Form of payment
106(2)
4.3 Negotiations
108(3)
4.4 Integration approaches
111(2)
4.5 Cultural integration
113(3)
4.6 Best practices to integrate the partners
116(2)
4.7 Adidas and Reebok: What went wrong?
118(4)
Review Questions
122(2)
Magic Juice: Entering a partnership?
124(5)
5 Developing strategy and strategic positioning in international markets 129(45)
5.1 Crafting a strategy
130(10)
5.1.1 Strategy statements
130(4)
5.1.2 Strategic analyses
134(6)
5.2 Developing a global or local positioning
140(13)
5.2.1 Identifying customer needs and viable segments
140(4)
5.2.2 Developing value propositions
144(2)
5.2.3 Integrating value propositions or not
146(7)
5.3 Monitoring strategic success
153(8)
5.4 Strategic positioning and strategy at IKEA
161(3)
Review Questions
164(3)
Magic Juice: Strategy and positioning
167(7)
6 Designing global value chains 174(25)
6.1 Understanding global value chains
174(8)
6.1.1 Elements of the value chain and value added
174(4)
6.1.2 The rise of the global value chain and the "smiling curve"
178(4)
6.2 Value chain strategies
182(9)
6.2.1 Value chain configurations and their determinants
182(4)
6.2.2 Strategic options to configure the value chain
186(5)
6.3 Global value chain design at ECCO A/S versus competitors
191(3)
Review Questions
194(2)
Magic Juice: Expanding the value chain?
196(3)
7 Designing the MNE organization 199(32)
7.1 Hierarchical models (traditional structures)
200(6)
7.2 Heterarchical models: Networks and transnationals
206(3)
7.3 Organizational coordination mechanisms: Centralization, formalization and socialization
209(3)
7.4 Subsidiary roles and mandates
212(5)
7.5 Power and conflicts within the MNE organization
217(4)
7.6 Procter & Gamble: Organizational transformation
221(5)
Review Questions
226(3)
Magic Juice-Zumo Saludable: How to organize the combination?
229(2)
8 Navigating intercultural interactions 231(26)
8.1 The culture map
232(9)
8.1.1 The dimensions of the culture map
232(4)
8.1.2 The culture map in action
236(5)
8.2 Intercultural competence
241(9)
8.2.1 The dimensions of intercultural competence
241(7)
8.2.2 Intercultural competence in action
248(2)
8.3 Intercultural competence development at the Bosch Group
250(2)
Review Questions
252(3)
Intercultural communications at Magic Juice: Difficulties ahead?
255(2)
9 Leading and motivating people in an international environment 257(33)
9.1 Leadership in international environments
258(9)
9.1.1 Global leadership dimensions and attributes
258(5)
9.1.2 Cultural values and clusters as predictors of leadership expectations
263(1)
9.1.3 Keys for successful leadership in international environments: Expectation-behavior fit
264(3)
9.2 Leadership in global virtual teams
267(4)
9.2.1 The challenge of leading global virtual teams
267(1)
9.2.2 Keys for successful leadership in global virtual teams
268(3)
9.3 Motivation in an international environment
271(11)
9.3.1 Theories to understand motivation: Maslow, McClelland and equity theory
271(6)
9.3.2 Work centrality and work values around the globe
277(2)
9.3.3 Determinants of job satisfaction across cultures
279(3)
9.4 Employee engagement at a marketing consultancy
282(2)
Review Questions
284(3)
Magic Juice: Towards self-management?
287(3)
10 Building an effective international workforce 290(29)
10.1 Recruitment and selection
290(8)
10.1.1 Recruitment approaches
290(2)
10.1.2 Selection tools
292(4)
10.1.3 Selection criteria for international assignments
296(2)
10.2 Training and development
298(4)
10.3 Compensation
302(4)
10.3.1 Compensation components in an international context
302(2)
10.3.2 Approaches for compensating international employees
304(2)
10.3.3 International assignment policy at Bosch
306(1)
10.4 Performance management
306(4)
10.4.1 Cross-cultural perspectives on performance management
306(2)
10.4.2 High-performance work practices
308(2)
10.5 Integration of international migrants
310(4)
Review Questions
314(4)
Magic Juice: Towards an HRM strategy
318(1)
Index 319
Nicole Franziska Richter, Associate Professor of International Business, Jesper Strandskov, Professor Emeritus of International Business, Department of Business and Management, University of Southern Denmark, Denmark, Sven Hauff, Professor of Human Resource Management, Department of Humanities and Social Sciences, Helmut Schmidt University, Hamburg, Germany and Vasyl Taras, Professor of International Business and Department Chair, Bryan School of Business and Economics, University of North Carolina at Greensboro, US
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