International Management Cross boundary Challenges
Blackwell
International Management focuses on the most crucial challenge faced by managers of multinational companies today that of the generation and transfer of knowledge across national settings organizations and networks The text takes an interactive approach to exploring this knowledge challenge Each chapter consists of three parts A theoretically grounded presentation of a particular aspect of international management A case study from the real world of international management that is designed to illustrate the theory Case assignments that assist the student in relating the theory to the case In addition the closing chapter contains a discussion of four particular challenges facing multinational companies in the coming decade illustrated through a series of readings As well as a wide range of multinational companies the text spans a variety of national settings and draws upon contributors based in a diverse range of countries Countries featured directly include China Denmark Finland France India Ireland Norway Russia Sweden Switzerland the United Kingdom and the USA 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 Jonkoping International Business School Sweden Mathias Wagner Fresenius Kabi AG Germany and Johannes Ruegg Sturm 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 Develop
