国际企业管理(文化、战略与行为) 期末重点复习

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

https://www.360docs.net/doc/285351307.html,mand 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.

https://www.360docs.net/doc/285351307.html,mon 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

https://www.360docs.net/doc/285351307.html,rmal 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

https://www.360docs.net/doc/285351307.html,anizational climate

Dimensions of corporate culture:

1.Motivation: activities vs. outputs

2.Relationship: job vs. person

3.Identity: corporate vs. professional

https://www.360docs.net/doc/285351307.html,munication: 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.Determin e 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:

https://www.360docs.net/doc/285351307.html,ck of cohesion

2.Perceptual (可感知的) problem

3.Stereotypes

4.Inaccurate biases

5.Miscommunicate

6.Misinterpreted

https://www.360docs.net/doc/285351307.html,municational 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 imperativ e: 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

s trategies 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 structural arrangements

AD:

1.product planning on a global basis

2.direct line of communication from customers to

expertise, enabling research to meet customers’ need

DISAD:

1.duplicating division

2.manager focus current profit instead of long-term profit

3.manager focus on local market rather than international market

4. global area division

AD:

1.reduce cost per unit

2.allows managers to cater (迎合) local market and make rapid decisions

3.The same level between domestic and international department

4.Manager are responsible for all business operation

5.Firm use mature business with narrow product line DISAD:

1.Difficulty encountered to reconciling product emphasis with a geographic orientation

2.Increased cost

3.Duplication of effort on reign-by-reign basis

6. global functional division

AD:

1.An emphasis on functional expertise

2.Tight centralize control

3.Relatively lean managerial staff

DISAD:

1.Difficult to coordinate of manufacturing and market

2.Managing multiple product lines can be very

challenging

3.Only the chief officer can be held accountable for the

profit

7. mixed organization structures

Organizational characteristics of MNCs

1.Formalization

2.Specialization

3.Centralization

4.Putting organizational characteristics in perspective