International Business is conducted around the globe across cultures, languages, traditions, and a range of economic, political, and technological landscapes. International Management: Managing Across Borders and Cultures examines the challenges to the manager’s role associated with adaptive leadership and thoroughly prepares students for the complicated yet fascinating discipline of international and global management.
No matter the size, companies operating overseas are faced with distinct scenarios. In order to be successful, they must accurately assess the components that shape their strategies, operations and overall function. The Ninth Edition trains students and practicing managers for careers in this evolving global environment by exposing them to effective strategic, interpersonal, and organizational skills, while focusing on sustainability.
About the Author
Helen Deresky is a Professor of strategic Management and International management and director of the International business Program at the State University of New York,Plattsburgh.
Features
Comprehensive Cases feature examples of businesses that are familiar to students
The streamlined text maintains particular focus on global strategic positioning, entry strategies and alliances, effective cross-cultural understanding, and developing an effective global management team.
Coverage of recent geopolitical developments and their effects on strategy is included throughout the text.
Comparative Management sections provide in-depth comparative applications of chapter topics in a broad range of specific countries or regions. All of these sections are revised and updated to maintain currency.
All of the Management in Action boxes are replaced or updated. Some of the examples considered are global cybertheft, Infosys, Target, and emerging markets.
Coverage of developments in globalization and the growing nationalist backlash is included.
There is expanded coverage on sustainability and creating shared value.
Coverage of management issues regarding emerging market economies like China, India, Brazil, Africa, and Russia flows throughout the text.
Table Content
Part 1: The Global Manager’s Environment
1. Assessing the Environment: Political, Economic, Legal, Technological
2. Managing Interdependence: Social Responsibility, Ethics, Sustainability
Comprehensive Cases
NEW! Case 1 Facebook’s Internet.org Initiative: Serving the Bottom of the Pyramid? (several countries)
Case 2 An Ethics Role-Playing Case: Stockholders versus Stakeholders (Global/Sri Lanka)
Part 2: The Cultural Context of Global Management
3. Understanding the Role of Culture
4. Communicating Across Cultures
5. Cross-Cultural Negotiation and Decision Making
Comprehensive Cases
NEW! Case 3 Vodafone in Egypt: National Crises and Their Implications for Multinational Corporations (Egypt)
NEW! Case 4 Hailing a New Era: Haier in Japan (China/Japan)
Part 3: Formulating and Implementing Strategy for International and Global Operations
6. Formulating Strategy
7. Implementing Strategy: Strategic Alliances, Small Businesses, Emerging Economy Firms
8. Organization Structure and Control Systems
Comprehensive Cases
NEW! Case 5 A libaba versus Tencent: The Battle for China’s M-Commerce Space (China/Global)
NEW! Case 6 Business Model and Competitive Strategy of IKEA in India (India)
NEW! Case 7 Wal-Mart in Africa (Africa)
NEW! Case 8 Fiat Chrysler Automobiles N.V. (2015): From an Alliance to a Cross-Border Merger (Global)
Part 4: Global Human Resources Management
9. Staffing, Training, and Compensation for Global Operations
10. Developing a Global Management Cadre
11. Motivating and Leading
Comprehensive Cases
NEW! Case 9 Leading Across Cultures at Michelin (France/US)
NEW! Case 10 Ethical Leadership: Ratan Tata and India’s Tata Group (Global)
Integrative Section
Integrative Term Project
NEW! Integrative Case: Case 11 IKEA in Russia: Emerging Market Strategies and Ethical Dilemmas (Russia)
Glossary
Name and Subject Index
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