{"product_id":"international-management-isbn-9780631233428","title":"International Management","description":"What is an international business organization? What are the management challenges that students and managers meet in an international arena? \u003cbr\u003e \u003cp\u003eBased 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.\u003cbr\u003e \u003c\/p\u003e \u003cul\u003e \u003cli style=\"list-style: none\"\u003e\n\u003cbr\u003e \u003c\/li\u003e \u003cli\u003eProvides a thorough, case-based approach to international management at all levels: the multi-national; the global; and the transnational.\u003cbr\u003e \u003c\/li\u003e \u003cli\u003eTheoretical coverage introduces the different characteristics and problems of international organization.\u003cbr\u003e \u003c\/li\u003e \u003cli\u003eAccessible case examples are explained in the context of key international management and debates issues.\u003c\/li\u003e \u003c\/ul\u003e  Introduction. \u003cp\u003e\u003cb\u003e1. The Multinational Corporation:\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003ePurpose.\u003c\/p\u003e \u003cp\u003eThe Globalization of Business.\u003c\/p\u003e \u003cp\u003eRegional Boundaries.\u003c\/p\u003e \u003cp\u003eNational Identity.\u003c\/p\u003e \u003cp\u003eThe Focus.\u003c\/p\u003e \u003cp\u003eEntry Strategy Alternatives.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003eCase 1 Vita Insurance: Creation of Cross-National Learning: Martin Gjelsvik(Rogaland Research Institute, Norway) and Odd Nordhaug.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e2. Structures and Learning Networks:\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003ePurpose.\u003c\/p\u003e \u003cp\u003eTraditional Motivation.\u003c\/p\u003e \u003cp\u003eBasic Structures.\u003c\/p\u003e \u003cp\u003eEmerging Motivations.\u003c\/p\u003e \u003cp\u003eThe Transnational.\u003c\/p\u003e \u003cp\u003eValidation.\u003c\/p\u003e \u003cp\u003eThe Evolution of the MNC.\u003c\/p\u003e \u003cp\u003eGlobal Learning and Knowledge Networks.\u003c\/p\u003e \u003cp\u003eCompetence Generation in Foreign Subsidiaries.\u003c\/p\u003e \u003cp\u003eThe Network of MNC.\u003c\/p\u003e \u003cp\u003eCentres of Excellence in Service MNCs.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003eCase 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).\u003c\/p\u003e \u003cp\u003e\u003cb\u003e3. Cross-National HRM:\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003ePurpose.\u003c\/p\u003e \u003cp\u003eBrief Background.\u003c\/p\u003e \u003cp\u003eCross-National HRM.\u003c\/p\u003e \u003cp\u003eAn Environmental Model.\u003c\/p\u003e \u003cp\u003eMicro-Influences.\u003c\/p\u003e \u003cp\u003eMacro-Influences.\u003c\/p\u003e \u003cp\u003ePractical Lessons.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003eCase 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).\u003c\/p\u003e \u003cp\u003e\u003cb\u003e4. MNCs and Cultural Diversity:\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003ePurpose.\u003c\/p\u003e \u003cp\u003eWhy Consider Culture.\u003c\/p\u003e \u003cp\u003eThe Concept of Culture.\u003c\/p\u003e \u003cp\u003eClassifying National Cultures.\u003c\/p\u003e \u003cp\u003eHofstede’s Four Dimensions.\u003c\/p\u003e \u003cp\u003eHofstede and US Management Theories.\u003c\/p\u003e \u003cp\u003eCriticism of Hofstede.\u003c\/p\u003e \u003cp\u003eTrompenaaar’s Cultural Dimensions.\u003c\/p\u003e \u003cp\u003eLessons for MNCs.\u003c\/p\u003e \u003cp\u003eHofstede and Trompenaars Compared.\u003c\/p\u003e \u003cp\u003eThe Eurobusiness Student Survey.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003eCase 4 Russian Voices from a Danish Company: Snejina Michailova (Copenhagen Business School) and Alla Anisimova (Copenhagen Business School).\u003c\/p\u003e \u003cp\u003e\u003cb\u003e5. Transfer of US HRM to Europe:\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003ePurpose.\u003c\/p\u003e \u003cp\u003eThe US Approach to HRM.\u003c\/p\u003e \u003cp\u003eThe Genesis of HRM.\u003c\/p\u003e \u003cp\u003eThe Essence of US HRM.\u003c\/p\u003e \u003cp\u003eOrganizational Autonomy.\u003c\/p\u003e \u003cp\u003eThe Link between HRM and Business Strategy.\u003c\/p\u003e \u003cp\u003eA Dual Level Framework.\u003c\/p\u003e \u003cp\u003eFour Contexts for HRM in Europe.\u003c\/p\u003e \u003cp\u003eHRM in Europe.\u003c\/p\u003e \u003cp\u003eWhen in Rome, Do They Do as the Romans?.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003eCase 5 SR-Bank: Cultural Translation of a US Concept: Martin Gjelsvik and Odd Nordhaug.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e6. Competence Creation in MNCs:\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003ePurpose.\u003c\/p\u003e \u003cp\u003eBackground.\u003c\/p\u003e \u003cp\u003eHuman Resources or Competencies?.\u003c\/p\u003e \u003cp\u003eIntellectual and Human Capital.\u003c\/p\u003e \u003cp\u003eClassification of Competencies.\u003c\/p\u003e \u003cp\u003eCompetence Creation.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003eCase 6 Knowledge Management in Accenture: Siri Ann Terjesen (London Business School).\u003c\/p\u003e \u003cp\u003e\u003cb\u003e7. Knowledge Transfer from HQ to Subsidiaries:\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003ePurpose.\u003c\/p\u003e \u003cp\u003eBackground.\u003c\/p\u003e \u003cp\u003eExplicit and Tacit Knowledge.\u003c\/p\u003e \u003cp\u003eOut-Transfer Capacity.\u003c\/p\u003e \u003cp\u003eIn-Transfer Capacity.\u003c\/p\u003e \u003cp\u003eBeyond Formal Vertical Mechanisms.\u003c\/p\u003e \u003cp\u003eCultural Distance.\u003c\/p\u003e \u003cp\u003eThe Model.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003eCase 7 Kodak in China: Transferring “Know-How” to the Xiamen Plant: Keith Goodall and Malcolm Warner.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e8. Expatriation and Repatriation:\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003ePurpose.\u003c\/p\u003e \u003cp\u003eThe Functions of Expatriation.\u003c\/p\u003e \u003cp\u003ePosition Filling.\u003c\/p\u003e \u003cp\u003eOrganization Development.\u003c\/p\u003e \u003cp\u003eManagement Development.\u003c\/p\u003e \u003cp\u003eDifferent Attitudes to International Operations.\u003c\/p\u003e \u003cp\u003eThe Polycentric Approach.\u003c\/p\u003e \u003cp\u003eThe Geocentric Approach.\u003c\/p\u003e \u003cp\u003eApproach to International Staffing.\u003c\/p\u003e \u003cp\u003eBarriers to Expatriation.\u003c\/p\u003e \u003cp\u003eDifferences in the Deployment of Expatriates.\u003c\/p\u003e \u003cp\u003eSelection of Expatriates.\u003c\/p\u003e \u003cp\u003eTraining and Development.\u003c\/p\u003e \u003cp\u003eRepatriation.\u003c\/p\u003e \u003cp\u003eThe Cost of Expatriation.\u003c\/p\u003e \u003cp\u003eRecent Trends.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003eCase 8 LVMH: Career Development through International Mobility: Jean-Luc Cerdin (ESSEC, France).\u003c\/p\u003e \u003cp\u003e\u003cb\u003e9. Ethics and Social Responsibility in MNCs:\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003ePurpose.\u003c\/p\u003e \u003cp\u003eThe MNC as a Global Citizen.\u003c\/p\u003e \u003cp\u003eStages in Corporate Ethical Development.\u003c\/p\u003e \u003cp\u003eEthnicity and Racial Discrimination.\u003c\/p\u003e \u003cp\u003eCorruption.\u003c\/p\u003e \u003cp\u003eChild Labour.\u003c\/p\u003e \u003cp\u003eGender Discrimination.\u003c\/p\u003e \u003cp\u003eCodes of Conduct and Ethics.\u003c\/p\u003e \u003cp\u003eMonitoring of Ethical Practice.\u003c\/p\u003e \u003cp\u003eWhistle-Blowing and Loyalty.\u003c\/p\u003e \u003cp\u003eEthical Absolutism or Relativism?.\u003c\/p\u003e \u003cp\u003eProfit Seeking and Social Responsibility.\u003c\/p\u003e \u003cp\u003eSummary.\u003c\/p\u003e \u003cp\u003eCase 9 Norsk Hydro’s Utkal Venture in Orissa, India: Siri Ann Terjesen.\u003c\/p\u003e \u003cp\u003e\u003cb\u003e10. Future Challenges:\u003c\/b\u003e.\u003c\/p\u003e \u003cp\u003ePurpose.\u003c\/p\u003e \u003cp\u003eParadigm Shift?.\u003c\/p\u003e \u003cp\u003eThe Flexicratic MNC.\u003c\/p\u003e \u003cp\u003eStructural Challenges.\u003c\/p\u003e \u003cp\u003eThe New Generation.\u003c\/p\u003e \u003cp\u003eLegitimacy and Ethics as Sources of Meaning.\u003c\/p\u003e \u003cp\u003eReadings.\u003c\/p\u003e \u003cp\u003eWhen Companies Become Networks: John Storey (Open University Business School, UK).\u003c\/p\u003e \u003cp\u003eHow Long Division Can Add up to Bigger Numbers: Julian Birkinshaw (London Business School).\u003c\/p\u003e \u003cp\u003eNokia: An Extended Company with Local and Global Operations:.\u003c\/p\u003e \u003cp\u003eJyrki Ali-Yrkkö (Research Institute of the Finnish Economy ETLA), Laura Paija ( ETLA), Petri Rouvinen ( ETLA), and Pekka Ylä-Anttila ( ETLA).\u003c\/p\u003e \u003cp\u003eLEGO: From a Multi-Local Toy Manufacturer to a Global Brand Company:.\u003c\/p\u003e \u003cp\u003eSøren Brandi (LEGO Company) and Robbert Nickolaj Stecher (LEGO Company).\u003c\/p\u003e \u003cp\u003eAlgebra Lessons for Older Workers: Karen Cates (Northwestern University), and Kimia D. Rahimi ( Northwestern University).\u003c\/p\u003e \u003cp\u003eElite Graduate Expectations: Paul Gooderham and Odd Nordhaug.\u003c\/p\u003e \u003cp\u003eThe Financial Case for Behaving Responsibly: Tim Dickson ( European Business Forum).\u003c\/p\u003e \u003cp\u003eReferences.\u003c\/p\u003e \u003cp\u003eIndex.\u003c\/p\u003e  \"Gooderham and Nordhaug have succeeded in finding just the right spot in the triangle of strategy, cultural understanding, and organisation management. Their book is immediately usable comes with excellent cases, and focuses on the key issues of cross national organisational management. It is also one of those rare academic texts that is clear to read while offering superb insight and depth. I like their book and am happy to recommend it.\" \u003ci\u003eMichael Segalla, Dept of Management and HRM, Groupe HEC\u003c\/i\u003e \u003cbr\u003e \u003cp\u003e\"In times where the human side of corporations becomes more and more crucial, Gooderham and Nordhaug's book \u003ci\u003eInternational Management\u003c\/i\u003e offers important insights and inspiration to both multinational companies and students on how companies globalise their human knowledge and competencies and balance their global and local responsibilities.\" \u003ci\u003eMajken Schultz, Professor, Copenhagen Business School\u003c\/i\u003e\u003cbr\u003e \u003c\/p\u003e \u003cp\u003e\"We are moving fast into a global world where the managerial challenge is to generate and transfer knowledge across boundaries. Gooderham and Nordhaug illuminate the different aspects of this challenge in terms of structure, competence development, and people - and not least the ehthical dilemmas for multinational leaders. Their book provides a holistic yet practical perspective, with well chosen cases that make this come alive for the reader.\" \u003ci\u003ePaul Evans, INSEAD\u003c\/i\u003e\u003cbr\u003e \u003c\/p\u003e \u003cp\u003e\"This book is about modern management of multinational corporations. Developing key competences within networks requires new approaches, and this book provides that. It is particularly good to see rich, specific company cases that help the reader to focus on implementation of management practices. The book is equally important when it comes to developing new, fruitful concepts that can be applied in real business life. It is an excellent piece of work.\" \u003ci\u003ePeter Lorange, IMD, Switzerland\u003c\/i\u003e\u003cbr\u003e \u003c\/p\u003e \u003cp\u003e\u003ci\u003e\"\u003c\/i\u003eMany speak of the linkage between human resources, competencies, organisational performance and the context multinational companies operate within. The text by Gooderham and Nordhaug provides an overview of this. Clearly written, with a convincing theoretical background and numerous real business cases and examples, it constitutes an ideal basis for students interested in the subject of multinationals and their roles in the contemporary global economic landscape.\" \u003ci\u003eWolfgang Mayrhofer,\u003c\/i\u003e \u003ci\u003eWirtschaftsuniversitat Wien\u003cbr\u003e \u003c\/i\u003e\u003c\/p\u003e \u003cb\u003ePaul N. Gooderham\u003c\/b\u003e 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 \u003ci\u003eAdministrative Science Quarterly, Management International Review \u003c\/i\u003eand \u003ci\u003eScandinavian Journal of Management\u003c\/i\u003e.\u003cb\u003eOdd Nordhaug\u003c\/b\u003e 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 \u003ci\u003eAdministrative Science Quarterly, Human Relations, Management International Review, International Studies of Organization \u0026amp; Management, Journal of Portfolio Management, European Journal of Management and Scandinavian Journal of Managemen\u003c\/i\u003et. His research interests comprise international and comparative management, organisation theory and knowledge management.  \u003ci\u003eInternational Management\u003c\/i\u003e 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. \u003cbr\u003e \u003cp\u003e\u003cbr\u003e \u003c\/p\u003e \u003cp\u003eThe text takes an interactive approach to exploring this knowledge challenge. Each chapter consists of three parts:-\u003cbr\u003e \u003c\/p\u003e \u003cul\u003e \u003cli style=\"list-style: none\"\u003e\n\u003cbr\u003e \u003c\/li\u003e \u003cli\u003eA theoretically-grounded presentation of a particular aspect of international management\u003cbr\u003e \u003c\/li\u003e \u003cli\u003eA case study from the real world of international management that is designed to illustrate the theory\u003cbr\u003e \u003c\/li\u003e \u003cli\u003eCase assignments that assist the student in relating the theory to the case.\u003c\/li\u003e \u003c\/ul\u003e \u003cbr\u003e \u003cp\u003eIn addition, the closing chapter contains a discussion of four particular challenges facing multinational companies in the coming decade, illustrated through a series of readings.\u003cbr\u003e \u003c\/p\u003e \u003cp\u003e\u003cbr\u003e \u003c\/p\u003e \u003cp\u003eAs 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.\u003cbr\u003e \u003c\/p\u003e \u003cp\u003e\u003cbr\u003e \u003c\/p\u003e","brand":"Wiley-Blackwell","offers":[{"title":"Default Title","offer_id":47989447753957,"sku":"NP9780631233428","price":54.0,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780631233428.jpg?v=1761784136","url":"https:\/\/k12savings.com\/products\/international-management-isbn-9780631233428","provider":"K12savings","version":"1.0","type":"link"}