International Management ^{5th Ed.}

International Edition

As a discipline of academy inquiry, International Management applies management concepts and techniques to their contexts in firms working in multinational, multicultural environments. Hodgetts and Luthans: International Management was the first mainstream International Management text in the market. Its 5th edition continues to set the standard for International Management texts with its research-based content and its balance between culture, strategy, and behavior. International Management stresses the balanced approach and the synergy/connection between the text’s four parts: Environment (4 chapters): Culture (4 chapters), Strategy and Functions (4 chapters) and Organizational Behavior /Human Resource Management (5 chapters).

1. Environmental Foundation
   
1. Worldwide Developments
• Objectives of the Chapter
• The World of Business Week: The New Economy
• Introduction
• Increasing Internationalism
• Regional Developments Impacting Internationalization
• International Investment and Trade
• The Economic Status and Issues of the Major Regions
• North America
• South America
• Europe
• Asia
• Less Developed Countries
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Answers to the In-Chapter Quiz
• Internet Exercise: Franchise Opportunities at McDonald's
• In the International Spotlight: India
• You Be the International Management Consultant: Here Comes the Competition
2. The Noneconomic Environment
• Objectives of the Chapter
• The World of Business Week: China: Coping with Its New Power
• Political Environment
• China
• Europe
• Russia
• Central and Eastern Europe
• Legal and Regulatory Environment
• Basic Principles of International Law
• Examples of Legal and Regulatory Issues
• Technological Environment
• E-Business
• Telecommunications
• The Employment Fallout from Technology
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Hitachi Goes Worldwide
• In the International Spotlight: Vietnam
• You Be the International Management Consultant: A Chinese Venture
3. Global Competitiveness
• Objectives of the Chapter
• The World of Business Week: Machete Time
• The Total Quality Issue
• The Technology Paradox Facing MNCs
• The Innovative Challenges Facing MNCs
• Quality Pays Off for MNCs
• Beyond Quality in Order to Compete
• MNCs as Learning Organizations
• World-Class Organizations
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Points
• Internet Exercise: Going Worldwide with Wal-Mart
• In the International Spotlight: France
• You Be the International Management Consultant: It's a Price and Quality Issue
4. Ethics and Social Responsibility
• Objectives of the Chapter
• The World of Business Week: Invasion of the Cartel Cops
• Ethics Around the World
• Ethical Problems and Concerns in Japan
• Ethical Problems and Concerns in Europe
• The Status of Women Managers in Europe
• Ethical Problems and Concerns in China
• Regulating Foreign Investment
• Regulation of Qcquisitions
• The Implications of Reciprocity
• Response to Social Obligations
• Foreign Corrupt Practices Act Revisited
• International Assistance
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Mitsubishi's Philanthropy
• In the International Spotlight: Saudi Arabia
• You Be the International Management Consultant: It Sounds a Little Fishy
2. The Role of Culture
5. The Meanings and Dimensions of Culture
• Objectives of the Chapter
• The World of Business Week: The Mark of Zara
• Nature of Culture
• Cultural Diversity
• Values in Culture
• Cultural Dimensions
• Power Distance
• Uncertainty Avoidance
• Individualism
• Masculinity
• Integrating the Dimensions
• Attitudinal Dimensions of Culture
• Work Value and Attitude Similarities
• Country Clusters
• Trompenaars' Cultural Dimensions
• Universalism vs. Particularism
• Individualism vs. Communitarianism
• Neutral vs. Emotional
• Specific vs. Diffuse
• Achievements vs. Ascription
• Time
• The Environment
• Cultural Patterns or Clusters
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: BMW Goes National and International
• In the International Spotlight: Taiwan
• You Be the International Management Consultant: A Jumping-Off Place
6. Managing across Cultures
• Objectives of the Chapter
• The World of Business Week: India 3.0
• The Strategy for Managing across Cultures
• Globalization vs. National Responsiveness Matrix
• Meeting the Challenge
• Cross-Cultural Differences and Similarities
• Parochialism and Simplification
• Similarities across Cultures
• Many Differences across Cultures
• Cultural Differences in Selected Countries and Regions
• Doing Business in China
• Doing Business in Russia
• Doing Business in India
• Doing Business in France
• Doing Business in Arab Countries
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Sony's Approach
• In the International Spotlight: Mexico
• You Be the International Management Consultant: Beijing, Here We Come!
7. Organizational Cultures and Diversity
• Objectives of the Chapter
• The World of Business Week: This Euro Brew's for You
• The Nature of Organizational Culture
• Definition and Characteristics
• Interaction Between National and Organizational Cultures
• Organizational Culture in MNCs
• Family Culture
• Eiffel Tower Culture
• Guided Missile Culture
• Incubator Culture
• Organizational Cultures and Country Preferences
• Managing Multiculturalism and Diversity
• Phases of Multicultural Development
• Types of Multiculturalism
• Potential Problems Associated with Diversity
• Advantages of Diversity
• Building Multicultural Team Effectiveness
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Hewlett-Packard's International Focus
• In the International Spotlight: Japan
• You Be the International Management Consultant: A Good Faith Effort Is Needed
8. Intercultural Communication
• Objectives of the Chapter
• The World of Business Week: GM Tries to Show Who's Boss
• The Overall Communication Process
• External and Internal Communications
• Verbal Communication Styles
• Interpretation of Communications
• Communication Flows
• Downward Communication
• Upward Communication
• Communication Barriers
• Language Barriers
• Cultural Barriers
• Perceptual Barriers
• The Impact of Culture
• Nonverbal Communication
• Achieving Communication Effectiveness
• Improve Feedback Systems
• Provide Language Training
• Provide Cultural Training
• Increase Flexibility and Cooperation
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Working Effectively at Toyota
• In the International Spotlight: Gulf States
• You Be the International Management Consultant: Foreign or Domestic?
3. International Strategic Management
   
9. Strategic Planning
• Objectives of the Chapter
• The World of Business Week: Toyota Unbound
• International Strategic Planning
• The Growing Need for Strategic Planning
• Benefits of Strategic Planning
• Approaches to Formulating and Implementing Strategy
• Strategic Predispositions
• The Basic Steps in Formulating Strategy
• Environmental Scanning
• Internal Resources Analysis
• Goal Setting for Strategy Formulation
• Strategy Implementation
• Location Considerations for Implementation
• Ownership and Entry Considerations for Implementation
• The Role of the Functional Areas in Implementation
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Dropping In on Dell Computer
• In the International Spotlight: Poland
• You Be the International Management Consultant: Go East, Young People, Go East
10. Managing Political Risk and Negotiations
• Objectives of the Chapter
• The World of Business Week: Korea's Digital Quest
• The Nature and Analysis of Political Risk
• Macro and Micro Analysis of Political Risk
• Analysing the Expropriation Risk
• The Role of Operational Profitability in Risk Analysis
• Managing Political Risk
• Developing a Comprehensive Framework
• Quantifying the Variables in Managing Political Risk
• Formulating Appropriate Response
• Managing International Negotiations
• The Negotiation Process
• Cultural Differences Affecting Negotiations
• Negotiation Tactics
• Bargaining Behaviors
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Motorola In China
• In the International Spotlight: Peru
• You Be the International Management Consultant: Going to Gdansk
11. Organizing International Operations
• Objectives of the Chapter
• The World of Business Week: Can Craft Be a Big Cheese Abroad?
• Basic Organizational Structures
• Initial Division Structure
• International Division Structure
• Global Structural Arrangements
• Transnational Network Structures
• Nontraditional Organizational Arrangements
• Organizational Arrangements from Mergers and Acquisitions
• Organizational Arrangements from Joint Ventures and Strategic Alliances
• Organizational Arrangements from Keiretsus
  
• The Emergence of the Electronic Network Form of Organization
• The New Role of Organizational Synergy
• Organizing for Product Integration
• The Changing Role of Information Technology in Organizing
• Use of Subsidiary Boards of Directors
• Organizational Characteristics of MNCs
• Formalization
• Specialization
• Centralization
• Putting Organizational Characteristics in Perspective
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Organizing for Effectiveness
• In the International Spotlight: Australia
• You Be the International Management Consultant: Getting In on the Ground Floor
12. Decision Making and Controlling
• Objectives of the Chapter
• The World of Business Week: Wal-Mart's Not-So-Secret British Weapon
• The Decision-Making and Controlling Linkages
• The Decision-Making Process
• Comparative Examples of Decision Making
• Factors Affecting Decision-Making Authority
• Decision-Making Issues
• Total Quality Management Decisions
• Strategic Alliances
• Decisions for Attacking the Competition
• The Controlling Process
• Types of Control
• Approaches to Control
• Control Techniques
• Financial Performance
• Quality Performance
• Personnel Performance
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Looking at the Best
• In the International Spotlight: Spain
• You Be the International Management Consultant: Expansion Plans
4. Organizational Behavior and Human Resources Management
13. Motivation across Cultures
• Objectives of the Chapter
• The World of Business Week: Executive Pay
• The Nature of Motivation
• The Universalist Assumption
• The Assumption of Content and Process
• The Hierarchy-of-Needs Theory
• The Maslow Theory
• International Findings on Maslow's Theory
• The Two-Factor Theory of Motivation
• The Herzberg Theory
• International Findings on Herzberg's Theory
• Achievement Motivation Theory
• The Background of Achievement Motivation Theory
• International Findings on Achievement Motivation Theory
• Select Process Theories
• Equity Theory
• Goal-Setting Theory
• Expectancy Theory
• Motivation Applied: Job Design, Work Centrality, and Rewards
• Job Design
• Sociotechnical Job Designs
• Work Centrality
• Reward Systems
• Incentives and Cultures
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Motivating Potential Employees
• In the International Spotlight: Singapore
• You Be the International Management Consultant: Motivation Is the Key
14. Leadership across Cultures
• Objectives of the Chapter
• The World of Business Week: Defiant Daimler
• Foundation for Leadership
• Philosophic Background: Theories X and Y
• Leadership Behaviors and Styles
• Leadership in the International Context
• Attitudes of European Managers Towards Leadership Practices
• Japanese Leadership Approaches
• Differences Between Japanese and U.S. Leadership Styles
• Similarities Between Japanese and U.S. Leadership Styles
• Leadership in China
• Leadership in the Middle East
• Leadership Approaches in Developing Countries
• Recent Findings Regarding Universalism in Leadership
• Culture Clusters and Leader Effectiveness
• Leader Behavior and Leader Effectiveness
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Taking a Closer Look
• In the International Spotlight: Germany
• You Be the International Management Consultant: An Offer from Down Under
15. Human Resource Selection and Repatriation
• Objectives of the Chapter
• The World of Business Week: Repairing the Coke Machine
• Sources of Human Resources
• Home-Country Nationals
• Host-Country Nationals
• Third-Country Nationals
• Inpatriates
• Selection Criteria for International Assignments
• General Criteria
• Adaptability to Cultural Change
• Independence and Self-Reliance
• Physical and Emotional Health
• Age, Experience, and Education
• Language Training
• Motivation for a Foreign Assignment
• Spouses and Dependents or Work-Family Issues
• Leadership Abilitiy
• Other Considerations
• International Human Resource Selection Procedures
• Testing Procedures
• Interviewing Procedures
• An Adjustment Model
• The Compensation Issue
• Common Elements of Compensation Packages
• Tailoring the Package
• Individual and Host-Country Viewpoints
• Candidate Motivations
• Host-Country Desires
• Repatriation of Expatriates
• Reasons for Returning
• Readjustment Problems
• Transition Strategies
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Going International with Coke
• In the International Spotlight: Russia
• You Be the International Management Consultant: A Selection Decision
16. Human Resources Development Across Cultures
• Objectives of the Chapter
• The World of Business Week: John Malone's European Tour
• Training in International Management
• The Impact of Overall Management Philosophy on Training
• The Impact of Different Learning Styles on Training and Development
  
• Reasons for Training
• Types of Training programs
• Standardized vs. Tailor-Made
• Cultural Assimilators
• Other Approaches
• Organizational Development
• Nature of OD
• OD in International Settings
• Organizational Behavior Modification
• Global Leadership Development
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Searching On-Line for Excellence
• In the International Spotlight: Argentina
• You Be the International Management Consultant: A Southern Expansion
17. Labor Relations and Industrial Democracy
• Objectives of the Chapter
• The World of Business Week: Car Power
• Labor Relations in the International Arena
• The U.S. Approach to Labor Relations
• Labor Relations in Other Countries
• How Industrial Conflict Is Handled Around the World
• International Structure of Unions
• Intergovernmental Organizations
• Transnational Union Affiliations
• Extensions of Domestic Contracts
• Industrial Democracy
• Common Forms of Industrial Democracy
• Industrial Democracy in Selected Countries
• Strategic Management of International Labor Relations
• The Philosophical Backdrop
• Labor Costs
• New Labor Force Trends
• Organizing International Industrial Relations
• A Final Word
• Joint Partnering
• Continued Research and Learning
• The World of Business Week — Revisited
  
• Summary of Key Points
• Key Terms
• Review and Discussion Questions
• Internet Exercise: Challenges of a New World Auto Industry
• In the International Spotlight: Denmark
• You Be the International Management Consultant: They're Back

Always be suspicious about a book about international management which is in a "international edition"

Well, this is one of the first american books about international enterprise (and Hodgetts last version, as he died shortly after this editions publication).

It tries to cover most bases and succeeds pretty good. But only if you're looking through American eyes! Everything about this book screams American bias so much so, that it is hard to recommend it to non-US citizens. Nearly all case studies are about the problems a US company may have when going abroad, which make some of the text very strange indeed, for a European or Asian (et al) businessperson.

Unless you intend to goto an American university, you can safely skip this one, even if there is tidbits of information.