Includes bibliographical references and index.

Foundations of Multinational Management -- Multinational Management in a Changing World -- The Nature of the Multinational Company -- The Globalizing Economy: a Changing Environment for Business -- The Next Generation of Multinational Managers -- Multinational Management: a Strategic Approach -- Chapter Case: ABB in China: 1998 -- Culture and Multinational Management -- What Is Culture? -- Levels of Culture -- Caveats and Cautions -- Cultural Differences and Basic Values: Two Diagnostic Models to Aid the Multinational Manager -- Propensity to Trust: a Cultural Dimension of Increasing Importance -- Chapter Activity: a Briefing Paper -- International Negotiation and Cross-Cultural Communication -- The Basics of Cross-Cultural Communication -- International Negotiation -- Chapter Activity: Negotiating an International Contract--A Simulation -- Managing Ethical and Social Responsibility Challenges in Multinational Companies -- What are International Business Ethics and Social Responsibility? -- Ethical Philosophy -- National Differences in Business Ethics and Social Responsibility -- Toward Transnational Ethics -- The Ethical Dilemma in Multinational Management: How Will you Decide? -- Chapter Activity: Rex Lewis's Ethical Dilemma -- Part 1: Integrating Cases -- Organizational and National Cultures in a Polish/U.S. Joint Venture -- Tee-Shirts and Tears: Third World Suppliers to First World Markets -- Strategy Content and Formulation for Multinational Companies -- Basic Strategies for the Multinational Company: Content and Formulation -- Basic Strategy Content Applied to the Multinational Company -- Offensive and Defensive Competitive Strategies in International Markets -- Strategy Formulation: Traditional Approaches -- Chapter Case: Bieffebi, S.p.A. -- Multinational and Participation Strategies: Content and Formulation -- Multinational Strategies: Dealing with the Global-Local Dilemma -- Resolving the Global-Local Dilemma: Formulating a Multinational Strategy -- The Global-Local Dilemma: Synopsis -- Participation Strategies: the Content Options -- Formulating a Participation Strategy -- Participation Strategies: Synopsis -- Chapter Case: KNP, N.V. -- Part 2: Integrating Cases -- Airview Mapping, Inc. -- Whirlpool Europe -- Management Processes in Strategy Implementation: Design Choices for Multinational Companies -- Organizational Designs for Multinational Companies -- The Nature of Organizational Design -- Organizational Structures to Implement Multinational Strategies -- Multinational Strategy and Structure: an Overview -- Control and Coordination Systems -- Chapter Case: Haute Innovations--International Virtual Teams Case Scenario -- International Strategic Alliances: Management and Design -- Where to Link in the Value Chain -- Choosing a Partner: the Most Important Choice? -- Choosing an Alliance Type -- Negotiating the Agreement -- Building the Organization: or Ganizational Design in Strategic Alliances -- Building the Organization: Human Resource Management in Strategic Alliances -- Commitment and Trust: the Soft Side of Alliance Management -- Assessing the Performance of an International Strategic Alliance -- If the Alliance Does Not Work -- Chapter Case: PBS (B): The ABB PBS Joint Venture in Operation -- Part 3: Integrating Cases -- Sts Manufacturing in China: Mark Hanson Returns from Vacation -- Enersis: Global Strategy in the Electric Power Sector -- Multinational Strategy and Structure for E-Commerce and Small Businesses -- Multinational E-Commerce: Strategies and Structures -- The Internet Economy -- Fundamentals of E-Commerce Strategy and Structure -- Globalizing Through the Internet -- Chapter Activity: Build a Web Store -- Small Businesses as Multinational Companies: Overcoming Barriers and Finding Opportunities -- What Is a Small Business? -- What Is an Entrepreneur? -- Internationalization and the Small Business -- Overcoming Small-Business Barriers to Internationalization -- When Should a Small Business Go International? -- Getting Connected to the International Market -- New-Venture Strategies for Small Multinational Companies -- Chapter Activity: Take a Product International -- Part 4: Integrating Cases -- Xeltron -- Softbank Corp.: Internet and Technology-Related Acquisitions and Global Strategy -- Management Processes in Strategy Implementation: Managing People in Multinational Companies -- International Human Resource Management -- International Human Resource Management Defined -- Multinational Managers: the Expatriate or the Host Country Manager -- The Expatriate Manager -- International Assignments for Women -- Multinational Strategy and Ihrm -- Chapter Case: The Road to Hell -- National Differences in HRM: Knowing When and How to Adapt -- Why Do Nations Differ in HRM? -- Recruitment -- Selection -- Implications for the Multinational: Recruitment and Selection -- Training and Development -- Implications for the Multinational: Training and Development -- Performance Appraisal -- Compensation -- Implications for the Multinational: Performance Evaluation and Compensation -- A Comparative View of Labor Relations -- Chapter Activity: The HRM Component in a Multinational Company's Location Decision -- Motivation In Multinational Companies -- Work Values and the Meaning of Work -- Work Motivation and the National Context -- Theories of Work Motivation in the Multinational Context -- Chapter Activity: Planning Motivational Strategies for Different Countries -- Leadership and Management Behavior in Multinational Companies -- Global Leadership: The New Breed -- Three Classic Models: A Vocabulary of Leadership -- National Context as a Contingency for Leadership Behaviors -- Contemporary Leadership Perspectives: Multinational Implications -- Getting Results: Should You Do What Works at Home? -- Chapter Case: Grupo UNIKO -- Part 5: Integrating Case: Chiba International, Inc. -- Understanding Collaborators and Competitors: Comparative Strategic Management and Organizational Design -- Comparative Strategic Management and Organizational Design -- Organizations Alike: Globalization and Convergence -- Comparative Strategy Formulation and Context: Examples from Around the World -- Comparative or Ganizational Design -- Chapter Case: Kralovopolska: The Search for Strategy -- Integrating Case: Cafe Mam and Ismam.