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BRIEF CONTENTS

Comprehensive Cases PC4-1

NEW: Case 9 Foreign Investment in Chinese Banking Sector:
HR Challenges (China) PC4-1
NEW: Case 10 lndra Nooyi: A Transcultural Leader
(lndia/Global) PC4-9
PART 5 Integrative Section lc-l
lntegrative Term Project lC-1
NEW: lntegrative Case: Case 11 Mahindra and Mahindra (B):
An Emerging Global Giant? (lndia/
Global) lC-3
NEW: Case 12 After the Breakup:
The Troubled Alliance Between
Volkswagen and Suzuki
(Japan/Germany) lC-13
Glossary 375
Endnotes 381
Name and Subject lndex 397
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PART 2 The Cultural Context of Global Under the Lens: Communicating in

I ndia-Language, Culture, Customs,
Management 89
and Etiquette 136
chap'[er 3 Under the Lens: How Feng Shui Affects
Business 144
#ilH:?il:,:::, ::::,,
Arabian Culture 91
saud Context 146
Management in Action: Oriental Poker
Culture and lts Effects on Face: Eastern Deception or Western
Organizations 94 lnscrutability? 148
Societal Culture 94 Comparative Management in Focus:
OrganizationalCulture 95 Communicating with Arabs 149
Culture's Effects on Management 95 CommunicationChannels 151

lnfluences on National Culture 98 lnformation Technology: Going Global and

CulturalValueDimensions 98 Acting Local 154
Project GL0BE Cultural Dimensions 98 Under the Lens: Google's "Street View"
Makes Friends in Japan but Clashes with
Under the Lens: Religion and the
Workplace 99
European Culture 155

Cultural Clusters 102 Managing Cross-Cultural

Communication 156
Dimensions 104
Hofstede's Value
Developing Cultural Sensitivity 156
Trompenaars'sValue Dimensions 106
Careful Encoding 1 56
Consequence or Cause? 107
SelectiveTransmission 157
Critical Operational Value Differences 108
Careful Decoding of Feedback 157
The lnternet and Culture 109
Follow-up Actions 157
Management in Action: lndia's !T lndustry
Conclusion 158
Brings Cultural Changes 111
Summary of Kcy Points 158 o Discussion
Developing Cultural Profiles 112
Questions 158 . Application
Comparative Management in Focus: Exercises 159 r Experiential
Profiles in Culture-Japan, Germany, Latin fix*rcise 1 59 * lnternet Resources 1 59
America 13
1
> CASE STUDY: Miscommunications with
Culture and Management Styles Around the a Brazilian Auto Parts Manufacturer 150
World 1 18
Under the Lens: Doing Business in Brazil- Chapter 5 Cross-cultura! Negotiation and
Language, Culture, Customs, Decision Making 163
and Etiquette 1 I8 Opening Profile: Shiseido and Bare
SaudiArabia 122 Escentuals-Cultural Conflicts in
Chinese Family Small Businesses 122 Negotiations 164
Conclusion 124 Negotiation 165
Summary of Key Points 124 , Discussion The Negotiation Process 165
Questions 125 . Application Preparation 166
Stage One:
[xercises 125 * [xperiential Process 166
Variables in the Negotiating
[xercises 125 t lnternet Resources 1:6 StageTwo:RelationshipBuilding 167
> CASE STUDY: Australia and New Nontask Sounding 167
Zealand: Doing Business with Stage Three: Exchanging Task-Related
lndonesia 126 lnformation 168
Stage Four: Persuasion 168
Chapter 4 Communicating Across Stage Five: Concessions and Agreement 169
Cultures 130 Management in Action: Cultural
Opening Profile: The lmpact of Social Media M isunderstanding-The Danone-Wahaha
on Global Business 131 Joint Venture in China Splits after Years of
The Communication Process 132 Legal Dispute 170
Cultural Noise in the Communication Process 133 Understanding Negotiation Styles 171
The Culture-Communication Link 133 Successful Negotiators around the World 173
Trust in Communication 134 Comparing Profiles 175
The GLOBE Project 135 ManagingNegotiation 175
Cultural Variables in the Communication Using the lnternet to Support Negotiations 176
Process 1 35 E-Negotiation s 177
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 1O CONTENTS

Comparative Management in Focus: Joint Contro! Systems for Global Operations 277
Ventures in the Russian Federation 244 Under the Lens: FIFA-Restructuring for
lmplementing Strategy 247 Governance Oversight of Ethics 278
lmplementing Strategies for SMEs 247 DirectCoordinatingMechanisms 279
Under the Lens: Breaking Down Barriers for lndirect Coordinating Mechanisms 280
Small Business Exports 248 Managing Effective Monitoring Systems 281
lmplementing a Global Sourcing Strategy 249 The Appropriateness of Monitoring and Reporting
Under the Lens: Global Supply Chain Risks- Systems 281
The Japanese Disaster 250 The Role of lnformation Systems 281
Implementing Strategies for Emerging Economy Evaluation Variables Across Countries 282
Firms 251 Conclusion 282
Challenges in lmplementing Strategies in Emerging Summary of K*y Points :8? o iliscr"rssi*n
Questions 263 . Application
Markets 252
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Ventures 252
flxercis* ?S3 o lnternet Res*urc*s 283
Knowledge Management in lJVs 253
> CASE STUDY: HSBC's Global Reorganization
Government lnfluences on Strategic
and Corporate Performance in 2012 284
lmplementation 254
Cultural lnfluences on Strategic Comprehensive Cases PC3-1
lmplementation 255
NEW: Case 5 Alibaba in 2011: Competing in China &
Management in Action: Mittal's Marriage to Beyond PC3-1
Arcelor Breaks the Marwari Rules 256 NEW: Case 5 Carrefour's Misadventure in
E-commerce lmpact on Strategy Russia PC3-17
lmplementation 257
NEWI Case 7 Walmart's Expansion in Africa: A New
Conclusion 258
Exploration Strategy PC3-27
Summary *f Key Pnints 25S * Discussion
NEW: Case 8 Evaluating the Chrysler-Fiat Auto
Qx*stions ?5S * AppliratiCIn
AIliance in2012 PC3-33
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PART 4 Global Human Resources
Alliance in the Global Smartphone lndustry
(circa 2011) 259 Management 287
Chapter 8 Organization Structure and Control chapter e
Systems 261 t'tio,,
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ofJaguar Land Rover 262 Opening Profile: Staffing Company
Organizational Structure 263 Operations in Emerging Markets 289
Evolution and Change in MNC Organizational Staffing for Global Operations 291
Structures 263 Under the Lens: HSBC's Staffing Challenges in
Under the Lens: Samsung Electronics the UAE 293
Reorganizes to Fight Downturn 264 ManagingExpatriates 298
lntegrated Global Structures 265 ExpatriateSelection 298
0rganizing for Globalization 268 Expatriate Performance Management 299
Organizing to " Be Global, Act Local" 268 Expatriate Training and Development 300
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fanagement
Think Globally-Act Locally" Structure-l 0 Culture Shock 302
Years of Success 270 Subculture Shock 304
Emergent Structural Forms 272 TrainingTechniques 304
lntegrating Training with Global Orientation 305
Comparative Management in Focus: Changing
Organizational Structures of Emerging Compensating Expatriates 305

Market Companies 272 Training and Compensating Host-Country

lnterorganizational Networks 273 Nationals 308
The Global E-Corporation Network Structure 273 Training HCNs 308

The Transnational Corporation (TNC) Network Management in Action: Success! Starbucks'

Structure 274 Java Style Helps to Recruit, Train, and Retain
Choice of Organizational Form 275 Local Managers in Beijing 309
Organizational Change and Design Variables 275 Compensating HCNs 311

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