资源描述
Chapter 1
Management: process of completing activities efficiently and effectively with and through other people.
Globalization: the process of social, political, economic, cultural, and technological integration among countries around the world.
NAFTA: North American Free Trade Agreement.
FTAA: Free Trade Agreement of the Americas.
FDI: foreign direct investment
Global economic systems:
1. Market economy
2. Command economy
3. Mixed economy
CHAPTER 2
Ideologies:
1. Individualism: the political philosophy that people should be free to pursue economic and political endeavors without constraint.
2. Collectivism: the political philosophy that views the needs or goals of society as a whole as more important than individual desires.
3. Socialism: a moderate form of collectivism in which there is government ownership of institutions, and profit is not the ultimate goal.
Legal and regulatory environment
There are three foundations on which laws are based around the world. Briefly summarized, these are:
1. Islamic law: law that is derived from interpretation of the Qur’an and the teachings of the Prophet Muhammad and is found in most Islamic countries.
2. Common law: law that derives from English law and is the foundations of legislation in the United States, Canada, and England, among other nations.
3. Civil or code law: law that is derived from Roman law and is found in the non-Islamic and nonsocialist countries. The law China used is civil or code law.
Basic principles of international law:
1. Sovereignty and sovereign immunity: principle of sovereignty: an international principle of law which holds that governments have the right to rule themselves as they see fit.
2. International jurisdiction: which includes nationality principle, territoriality principle, protective principle.
Nationality principle: a jurisdictional principle of international law which holds that every country has jurisdiction over its citizens no matter where they are located.
Territoriality principle: a principle which holds that every nation has the right of jurisdiction within its legal territory.
Protective principle: a jurisdictional principle of law which holds that every country has jurisdiction over behavior that adversely affects its national security, even if the conduct occurred outside that country.
3. Doctrine of comity: a jurisdictional principle of law which holds that there must be mutual respect for the laws, institutions, and governments of other countries in the matter of jurisdiction over their own citizens.
4. Act of state doctrine: a principle which holds that all acts of other governments are considered to be valid by U.S. counts, even if such acts are illegal or inappropriate under U.S. law.
5. Treatment and rights of aliens: countries have the legal right to refuse admission of foreign citizens and to impose special restrictions on their conduct, their right of travel, where they can stay, and what business they may conduct.
6. Forum for hearing and settling disputes: this is a principle of U.S. as it applies t international law. U.S. courts can dismiss cases brought before them by foreigners.
Examples of legal and regulatory issues:
1. Financial services regulation.
2. Foreign corrupt practices act (FCPA): an act that makes it illegal to influence foreign officials through personal payment or political contributions.
3. Bureaucratization
Chapter 4
Culture: acquired knowledge that people use to interpret experience and generate social behavior. This knowledge forms values, creates attitudes, and influences behavior.
Characteristics of culture:
1. Learned. Culture is not inherited or biologically based; it is acquired by learning and experience.
2. Shared: people as members of q group, organization, or society share culture; it is not specific to single individuals.
3. Transgenerational: culture is cumulative, passed down from one generation to the next.
4. Symbolic: culture is based on the human capacity to symbolize or use one thing to represent another.
5. Patterned: culture has structure and is integrated; a change in one part will bring changes in another.
6. Adaptive: Culture is based on the human capacity to change or adapt, as opposed to the more genetically driven adaptive process of animals.
Cultural diversity
In overall terms, the cultural impact on international management is reflected by basic beliefs and behaviors. Here are some specific examples where the culture of a society can directly affect management approaches:
1. Centralized vs. decentralized
2. Safety vs. risk
3. Individual vs. group
4. Informal vs. formal
5. High vs. low organizational loyalty
6. Cooperation vs. competition
7. Stability vs. innovation
The model of culture:
There are three layers of culture:
1. The implicit, basic, assumptions that guide people’s behavior;
2. The norms and values that guide the society;
3. The explicit artifacts and products of the society.
Values in culture
Values: basic convictions that people have regarding what is right and wrong, good and bad, important and unimportant.
Hofstede’s cultural dimensions:
1. Power distance: the extent to which less powerful members of institutions and organizations accept that power is distributed unequally.
Lower-power-distance: generally be decentralized and have flatter organization structure;
High-power-distance: have a large proportion of supervisory personnel, centralized and have a thinner structure.
2. Uncertainty avoidance: the extent to which people feel threatened by ambiguous situations and have created beliefs and institution that try to avoid these.
High-uncertainty-avoidance: have a great deal of structuring of organizational activities, more written rules, less risk taking by managers, lower labor turnover, and less ambitious employees.
Low-uncertainty-avoidance: less structuring of activities, fewer written rules, more risk taking by managers, higher labor turnover, and ambitious employees.
3. Individualism; the tendency of people to look after themselves and their immediate family only.
Hofstede found that wealthy countries have higher individualism scores and poorer countries and regions higher collectivism.
4. Masculinity: a cultural characteristic in which the dominant values in society are success, money, and things.
Femininity: a cultural characteristic in which the dominant values in society are caring for others and the quality of life.
5. Time orientation: present vs. future
6. Indulgence restraint
Trompenaar’s cultural dimensions
1. universalism vs. particularism
universalism: the belief that ideas and practices can be applied everywhere in the world without modification.
Particularism: the belief that circumstance dictate how ideas and practices should be applied and that something cannot be done the same everywhere.
2. Individualism vs. communitarianism
Communitarianism: refers to people regarding themselves as part of a group.
3. Neutral vs. emotional:
Neutral culture: culture which emotions are held in check.
Emotional culture: culture in which emotions are expressed openly and naturally.
4. Specific vs. diffuse:
Specific culture: culture which individuals have a large public space they readily share with others and a small private space they guard closely and share with only close friends and associates.
Diffuse culture: culture which public space and private space are similar in size and individuals guard their public space carefully, because entry into public space affords entry into private space as well.
5. Achievement vs. ascription:
Achievement culture; culture which people are accorded status based on how well they perform their functions.
Ascription culture: culture which status is attributed based on who or what a person is.
6. Time: present vs. future.
7. The environment: inner-directed environment vs. outer-directed environment.
8. Cultural patterns or clusters.
Globe’s cultural dimensions:
1. Uncertainty avoidance
2. Power distance
3. Societal collectivism
4. In-group collectivism
5. Gender egalitarianism
6. Assertiveness
7. Future orientation
8. Performance orientation
9. Human orientation
Chapter 6
Organizational culture: shared values and beliefs that enable members to understand their soles in and the norms of the organization.
Characteristic:
1. Observed behavioral regularities
2. Norms
3. Dominant values
4. Philosophy
5. Rules
6. Organizational climate
Dimensions of corporate culture:
1. Motivation: activities vs. outputs
2. Relationship: job vs. person
3. Identity: corporate vs. professional
4. Communication: open vs. closed
5. Control: tight vs. loose
6. Conduct: conventional vs. pragmatic
Four steps that are used in the process of mergers or acquisition:
1. The two groups have to establish the purpose, goal, and focus on their merger;
2. Develop mechanism to identify the most important organizational structure and management roles;
3. Determine who has the authority over the resources need for getting things done.
4. Identify the expectations of all involved parties and facilitate communication between both departments.
Three aspects of organizational functioning that seem to be especially important in determining MNC organizational culture:
1. The general relationship between the employees and their organization;
2. The hierarchical system of authority that defines the roles of manager and subordinates;
3. The general views that employees hold about the MNC’S purpose, destiny, goals, and their place in them.
Four types of organizational culture:
1. Family culture: culture that is characterized by a strong emphasis on hierarchy and orientation to the person;
2. Eiffel Tower culture: culture that is characterized by strong emphasis on hierarchy and orientation to the task;
3. Guided missile culture: culture that is characterized by strong emphasis on quality in the workplace and orientation to the task;
4. Incubator culture: culture that is characterized by strong emphasis on quality and orientation to the person.
Phases of multicultural development:
1. Domestic firms
2. International firms
3. Multinational firms
4. Global firms
Types of group multiculturalism:
1. Homogeneous group
2. Token group
3. Bicultural group
4. Multicultural group
Potential problems associated with diversity:
1. Lack of cohesion
2. Perceptual (可感知的) problem
3. Stereotypes
4. Inaccurate biases
5. Miscommunicate
6. Misinterpreted
7. Communicational problems because of different perceptions fo time.
Advantages of diversity:
1. Generation of more and better ideas
2. Prevent groupthink
3. Enhances more than the internal operations but relationships to customers as well.
Chapter 8
Strategic management: the process of determining an organization’s basic mission, and long-term objectives, then implementing a plan of action for attaining these goals.
Approaches to formulating and implementing strategy:
1. Economic imperative: a worldwide strategy based on cost leadership, differentiation, and segmentation.
2. Political imperative: strategic formulation and implementation utilizing strategies that are country-responsive and designed to protect local market niches.
3. Quality imperative: strategy formulation and implementation utilizing strategic of total quality management to meet or exceed customers’ expectations and continuously improve products or services.
4. Administrative coordination: MNC makes strategic decisions
based on the merits of the individual situation rather than using a predetermined economically or politically driven strategy.
The basic steps in formulating strategy:
1. External environmental scanning: the process of providing management with accurate forecasts of trends related to external changes in geographic areas where the firm currently is doing business or is considering setting up operations.
2. Inter resources analysis: helps the firms to evaluate its current managerial, technical, material, and financial resources and capabilities to better assess its strengths and weakness;
KSF: key success factor: factor necessary for a firm to effectively compete in a market niche.
3. Goal setting for strategy formulation:
Areas for formulation of MNC goals:
1. profitability
2. marketing
3. operations
4. finance
5. human resources
4. strategy implementation
two steps to implement the strategy:
1. chose the country
2. local issues
strategies for the “base of the Pyramid”: strategy targeting low-income customers in developing countries.
Chapter 9
Strategies for firms to entry international market:
1. export/import:
AD:
1. less risk
2. less investment
3. easy to entry market
DISAD:
It is transitional (过渡性的) in nature
2. wholly owned subsidiary:
AD:
1. total control
2. better efficiency without outside partners;
3. higher profit
4. clearer communication and shared visions
DISAD:
1. high risk
2. low international integration or multinational involvement
3. host countries may try to gain economic control and require it to cooperate with local organization
4. home-country sometimes oppose the creation of foreign subsidiaries
3. mergers/acquisitions
AD:
1. quickly expand resources or construct high-profit product in a new market
2. cost saving
3. avoid the home-country’s interpretation
DISAD:
1. cultural differences
2. time constraints
3. managers need to be wary of such common complications and attempt t move forward by enhancing communication and operational efficiency
4.alliances and joint ventures:
AD:
1. improvement of efficiency
2. access to knowledge
3. mitigating political factors
4. overcoming collusion or restriction in competition
suggestions that applied in strategic alliances include:
1. know your partners well
2. expect difference in alliance objectives among potential partners headquartered in different countries
3. realize that having the desired resource profiles does not guarantee that they are complementary t your firm’s resources
4. be sensitive t your alliance partner’s needs
5. work on developing a relationship that built on trust,
5.licensing:
AD:
1. provides the licensor with a source of additional revenues
2. low-cost way of gaining and exploiting foreign markets
6.franchising
Basic organizational structures:
1. initial division structure
2. international division structure
AD:
1. focus receives top management’s attention
2. allows the company to develop an overall, unified approach to international operations
DISAD:
1. separate the domestic and international managers, which result in two different camps with divergent objectives
2. the home office has difficult to think and act on a global basis
3. ideas for products or processes in the international market are given low priority
3. global structur
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