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• Cover
• About the Authors
• Preface
• Chapter 1: Globalization
• Introduction
• 1.1 What Is Globalization?
• 1.2 The Flat World, Round World Globalization Debate
• 1.3 Governing Globalization
• 1.4 Managing Globalization
• Summary and Case
• Case: Siri, Where Were You Made?
• Endnotes
• Chapter 2: Analytical Tools for International Business
• Introduction
• 2.1 Why International Business?
• 2.2 External Environment
• 2.3 Internal Environment
• Summary and Case
• Case: Toyota for the World
• Endnotes
• Chapter 3: Political Systems
• Introduction
• 3.1 The Political Spectrum
• 3.2 Political Risks
• 3.3 Measures of Political Freedom
• 3.4 Government’s Involvement in Business
• Summary and Case
• Case Study: Micro Political Risk and the Fast-Food Industry in Korea
• Endnotes
• Chapter 4: The Legal Environment
• Introduction
• 4.1 Differing Legal Systems
• 4.2 Common Legal Issues for International Business
• 4.3 Illegal Versus Unethical Conduct
• 4.4 Important International Laws
• Summary and Case
• Case Study: Can Korean Entertainment Content Companies Compete with Pirates?
• Endnotes
• Chapter 5: Economic Systems
• Introduction
• 5.1 Understanding Economic Systems
• 5.2 Measuring Output
• 5.3 Governmental Economic Controls
• 5.4 Currency Fluctuation and Concentration Effects
• Summary and Case
• Case Study: Comparing GDP Growth in China and India
• Endnotes
• Chapter 6: Currency and Foreign Exchange
• Introduction
• 6.1 What Is Money?
• 6.2 Understanding Exchange Rates
• 6.3 The Consequences of Under- or Overvalued Currencies for International Businesses
• 6.4 Understanding and Managing Exchange Rate Risk
• Summary and Case
• Case Study: BMW and Foreign Exchange Rate Risk
• Endnotes
• Chapter 7: Trade
• Introduction
• 7.1 Theories of Trade
• 7.2 Trade Imbalances and Their Consequences
• 7.3 Patterns of Trade: Increased Regionalization
• 7.4 Government Policies Directed at Trade
• Summary and Case
• Case Study: Globalization and the Fight to Keep 1,000 Carrier Jobs in Indiana
• Endnotes
• Chapter 8: Culture
• Introduction
• 8.1 What Is Culture?
• 8.2 What Does Culture Mean for Business?
• 8.3 Managing Cultural Differences
• 8.4 Building Cultural Intelligence
• Summary and Case
• Case Study: A Cultural Challenge in Managing Ace Adams
• Endnotes
• Chapter 9: Sustainability
• Introduction
• 9.1 What Is Sustainability?
• 9.2 Fighting Short-Termism
• 9.3 Collaborating for Sustainability
• 9.4 Sustainability and Innovation
• Summary and Case
• Case Study: Patagonia Invests in Repair and Recycle
• Endnotes
• Chapter 10: Poverty
• Introduction
• 10.1 Causes and Consequences of Global Poverty
• 10.2 Traditional Responses to Poverty
• 10.3 A Business Response to Poverty
• 10.4 Doing Well and Doing Good
• Summary and Case
• Case Study: Grameen Bank Considers Lending to the Non-Poor
• Endnotes
• Chapter 11: Technological Change and Infrastructure
• Introduction
• 11.1 Technology as Physical Infrastructure
• 11.2 Technology of Information Infrastructure
• 11.3 Technology of Human Infrastructure
• 11.4 Technology Trends in International Business
• Summary and Case
• Case Study: LinkedIn in Brazil
• Endnotes
• Chapter 12: Global Innovation and Intellectual Property
• Introduction
• 12.1 Innovation as a Tool for Global Growth
• 12.2 Investing in Innovation
• 12.3 Driving a Culture of Innovation
• 12.4 Protecting Intellectual Property
• Summary and Case
• Case: Mettler-Toledo: Measuring the Weight of Innovation
• Endnotes
• Chapter 13: Country Selection and Entry Modes
• Introduction
• 13.1 Deciding Which Foreign Markets to Enter
• 13.2 Entry Modes
• 13.3 Make, Ally, or Buy
• Summary and Case
• Case Study: Blendtec Goes Global…Again
• Endnotes
• Chapter 14: International Strategy
• Introduction
• 14.1 What Is Strategy?
• 14.2 Becoming Locally Responsive
• 14.3 Achieving Global Integration
• 14.4 Choosing an International Strategy
• Summary and Case
• Case Study: Lincoln Electric’s International Strategy
• Endnotes
• Chapter 15: International Organizational Structures
• Introduction
• 15.1 Types of Organizational Structures
• 15.2 Informal Organizational Controls
• 15.3 Reducing the Need for Coordination among Subsidiaries: Virtual Organizations, Standards, and Modularity
• 15.4 Horizontal Subsidiary Coordination
• Summary and Case
• Case Study: Control at Zara
• Endnotes
• Chapter 16: Global Leadership
• Introduction
• 16.1 What Is Global Leadership?
• 16.2 Global Leadership Competencies
• 16.3 Building Global Leadership Competencies in Others
• 16.4 Building Global Leadership Competencies in Yourself
• Summary and Case
• Case Study: Honeywell Identifies Future Leadership Needs
• Endnotes
• Chapter 17: Global Marketing
• Introduction
• 17.1 Global Market Segmentation
• 17.2 Standardization Versus Differentiation in International Marketing
• 17.3 Global Branding
• 17.4 Global Pricing and Distribution
• Summary and Case
• Case Study: Peaks Sends Kilimanjaro to Brazil
• Endnotes
• Chapter 18: Global Operations and Supply-Chain Management
• Introduction
• 18.1 Global Procurement
• 18.2 Global Production
• 18.3 Global Supply Chains
• 18.4 Using Data Analytics to Improve Supply Chains
• Summary and Case
• Case Study: Boeing in China
• Endnotes
• Chapter 19: Global Human Resource Management
• Introduction
• 19.1 The Global HR Wheel
• 19.2 Human Capital in the Global Context
• 19.3 Meeting Strategic Objectives Through Human Capital
• 19.4 Tasks of the Global HR Function
• Summary and Case
• Case Study: Intel’s Search for Talent in Vietnam
• Endnotes
• Chapter 20: Global Finance and Accounting
• Introduction
• 20.1 Financing International Trade and Investment
• 20.2 Capital Budgeting for Multinational Companies
• 20.3 International Accounting Standards
• 20.4 Global Tax Matters
• Summary and Case
• Case Study: GlaxoSmithKline: What’s the Right Price to Pay?
• Endnotes
• Glossary
• Index
• End User License Agreement