国际企业管理文化、战略与行为) 期末重点复习

Chapter 1Management: 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 investmentGlobal economic systems:1.Market economymand economy3.Mixed economyCHAPTER 2Ideologies:1.Individualism: the political philosophy that people shouldbe free to pursue economic and political endeavors withoutconstraint.2.Collectivism: the political philosophy that views the needsor goals of society as a whole as more important thanindividual desires.3.Socialism: a moderate form of collectivism in which thereis government ownership of institutions, and profit is not the ultimate goal.Legal and regulatory environmentThere 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 theQur’an and the teachings of the Prophet Muhammad and is found in most Islamic countries.mon law: law that derives from English law and is thefoundations of legislation in the United States, Canada, and England, among other nations.3.Civil or code law: law that is derived from Roman law andis 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 ofsovereignty: an international principle of law whichholds that governments have the right to rule themselves as they see fit.2.International jurisdiction: which includes nationalityprinciple, territoriality principle, protective principle.Nationality principle: a jurisdictional principle ofinternational law which holds that every country hasjurisdiction over its citizens no matter where they arelocated.Territoriality principle: a principle which holds thatevery nation has the right of jurisdiction within its legal territory.Protective principle: a jurisdictional principle of lawwhich holds that every country has jurisdiction overbehavior that adversely affects its national security, even if the conduct occurred outside that country.3.Doctrine of comity: a jurisdictional principle of lawwhich holds that there must be mutual respect for thelaws, 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 allacts 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 legalright to refuse admission of foreign citizens and toimpose 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 aprinciple of U.S. as it applies t international law. U.S.courts can dismiss cases brought before them byforeigners.Examples of legal and regulatory issues:1.Financial services regulation.2.Foreign corrupt practices act (FCPA): an act thatmakes it illegal to influence foreign officials throughpersonal payment or political contributions.3.BureaucratizationChapter 4Culture: 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 biologicallybased; 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 singleindividuals.3.Transgenerational:culture is cumulative, passeddown from one generation to the next.4.Symbolic: culture is based on the human capacity tosymbolize or use one thing to represent another.5.Patterned:culture has structure and is integrated; achange in one part will bring changes in another.6.Adaptive: Culture is based on the human capacity tochange or adapt, as opposed to the more genetically driven adaptive process of animals.Cultural diversityIn 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. decentralized2.Safety vs. risk3.Individual vs. grouprmal vs. formal5.High vs. low organizational loyalty6.Cooperation vs. competition7.Stability vs. innovationThe model of culture:There are three layers of culture:1.The implicit, basic, assumptions that guide people’sbehavior;2.The norms and values that guide the society;3.The explicit artifacts and products of the society.Values in cultureValues: 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 ofinstitutions 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 feelthreatened 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 laborturnover, and ambitious employees.3.Individualism; the tendency of people to look after themselvesand 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 dominantvalues in society are success, money, and things.Femininity: a cultural characteristic in which the dominantvalues in society are caring for others and the quality of life.5.Time orientation: present vs. future6.Indulgence restraintTrompenaar’s cultural dimensions1.universalism vs. particularismuniversalism: the belief that ideas and practices can beapplied 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. communitarianismCommunitarianism: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 areexpressed openly and naturally.4.Specific vs. diffuse:Specific culture:culture which individuals have a largepublic space they readily share with others and a smallprivate space they guard closely and share with only close friends and associates.Diffuse culture:culture which public space and privatespace are similar in size and individuals guard their publicspace carefully, because entry into public space affords entryinto private space as well.5.Achievement vs. ascription:Achievement culture; culture which people are accordedstatus 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 avoidance2.Power distance3.Societal collectivism4.In-group collectivism5.Gender egalitarianism6.Assertiveness7.Future orientation8.Performance orientation9.Human orientationChapter 6Organizational culture: shared values and beliefs that enable members to understand their soles in and the norms of the organization.Characteristic:1.Observed behavioral regularities2.Norms3.Dominant values4.Philosophy5.Rulesanizational climateDimensions of corporate culture:1.Motivation: activities vs. outputs2.Relationship: job vs. person3.Identity: corporate vs. professionalmunication: open vs. closed5.Control: tight vs. loose6.Conduct: conventional vs. pragmaticFour steps that are used in the process of mergers or acquisition: 1.The two groups have to establish the purpose, goal, and focuson their merger;2.Develop mechanism to identify the most importantorganizational structure and management roles;3.Determin e who has the authority over the resources need forgetting things done.4.Identify the expectations of all involved parties and facilitatecommunication 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 theirorganization;2.The hierarchical system of authority that defines the roles ofmanager and subordinates;3.The general views that employees hold about the MNC’Spurpose, destiny, goals, and their place in them.Four types of organizational culture:1.Family culture: culture that is characterized by a strongemphasis on hierarchy and orientation to the person;2.Eiffel Tower culture: culture that is characterized bystrong emphasis on hierarchy and orientation to the task;3.Guided missile culture:culture that is characterized bystrong emphasis on quality in the workplace and orientationto the task;4.Incubator culture: culture that is characterized by strongemphasis on quality and orientation to the person. Phases of multicultural development:1.Domestic firms2.International firms3.Multinational firms4.Global firmsTypes of group multiculturalism:1.Homogeneous group2.Token group3.Bicultural group4.Multicultural groupPotential problems associated with diversity:ck of cohesion2.Perceptual (可感知的) problem3.Stereotypes4.Inaccurate biases5.Miscommunicate6.Misinterpretedmunicational problems because of different perceptions fotime.Advantages of diversity:1.Generation of more and better ideas2.Prevent groupthink3.Enhances more than the internal operations but relationships tocustomers as well.Chapter 8Strategic 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 costleadership, differentiation, and segmentation.2.Political imperativ e: strategic formulation and implementationutilizing strategies that are country-responsive and designed to protect local market niches.3.Quality imperative:strategy formulation and implementationutilizing 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 providingmanagement with accurate forecasts of trends related toexternal 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 currentmanagerial, technical, material, and financial resources andcapabilities to better assess its strengths and weakness;KSF: key success factor: factor necessary for a firm toeffectively compete in a market niche.3.Goal setting for strategy formulation:Areas for formulation of MNC goals:1.profitability2.marketing3.operations4.finance5.human resources4.strategy implementationtwo steps to implement the strategy:1.chose the country2.local issuess trategies for the “base of the Pyramid”: strategy targeting low-income customers in developing countries.Chapter 9Strategies for firms to entry international market:1.export/import:AD:1.less risk2.less investment3.easy to entry marketDISAD:It is transitional (过渡性的) in nature2.wholly owned subsidiary:AD:1.total control2.better efficiency without outside partners;3.higher profit4.clearer communication and shared visionsDISAD:1.high risk2.low international integration or multinational involvement3.host countries may try to gain economic control and require itto cooperate with local organization4.home-country sometimes oppose the creation of foreignsubsidiaries3.mergers/acquisitionsAD:1.quickly expand resources or construct high-profitproduct in a new market2.cost saving3.avoid the home-country’s interpretationDISAD:1.cultural differences2.time constraints3.managers need to be wary of such commoncomplications and attempt t move forward byenhancing communication and operational efficiency 4.alliances and joint ventures:AD:1.improvement of efficiency2.access to knowledge3.mitigating political factors4.overcoming collusion or restriction in competitionsuggestions that applied in strategic alliances include:1.know your partners well2.expect difference in alliance objectives amongpotential partners headquartered in differentcountries3.realize that having the desired resource profiles doesnot guarantee that they are complementary t yourfirm’s resources4.be sensitive t your alliance partner’s needs5.work on developing a relationship that built on trust, 5.licensing:AD:1.provides the licensor with a source of additional revenues2.low-cost way of gaining and exploiting foreign markets6.franchisingBasic organizational structures:1.initial division structure2.international division structureAD:1.focus receives top management’s attention2.allows the company to develop an overall, unifiedapproach to international operationsDISAD:1.separate the domestic and international managers,which result in two different camps with divergentobjectives2.the home office has difficult to think and act on a globalbasis3.ideas for products or processes in the internationalmarket are given low priority3. global structural arrangementsAD:1.product planning on a global basis2.direct line of communication from customers to expertise,enabling research to meet customers’ needDISAD:1.duplicating division2.manager focus current profit instead of long-term profit3.manager focus on local market rather than internationalmarket4. global area divisionAD:1.reduce cost per unit2.allows managers to cater (迎合) local market and makerapid decisions3.The same level between domestic and internationaldepartment4.Manager are responsible for all business operation5.Firm use mature business with narrow product line DISAD:1.Difficulty encountered to reconciling product emphasis with ageographic orientation2.Increased cost3.Duplication of effort on reign-by-reign basis6. global functional divisionAD:1.An emphasis on functional expertise2.Tight centralize control3.Relatively lean managerial staffDISAD:1.Difficult to coordinate of manufacturing and market2.Managing multiple product lines can be very challenging3.Only the chief officer can be held accountable for the profit 7. mixed organization structuresOrganizational characteristics of MNCs1.Formalization2.Specialization3.Centralization4.Putting organizational characteristics in perspective。