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• International Management Behavior: Global and Sustainable Leadership
• Copyright
• Dedication
• Contents
• Acknowledgments
• Introduction
• Developing International Managers: Research-Grounded, Pragmatically-Tested
• Outline of the Book: Following the Challenges and Opportunities
• Focus on the Voyage
• Part 1
• Chapter 1: The Global Manager
• Globalization: The Setting for International Management Behavior
• Recent Globalization: Transportation and Communications Connect Us
• Managing Globalization = Managing Complexity
• Managing Complexity: Hercules Meets Buddha
• Managing People Across Borders: A Job Description
• Not all Jobs are Equally Global
• Glass Half Empty or Half Full?
• Manager or Leader? International or Global?
• Superhero or Ordinary Human? What Does it Take to Lead Across Borders?
• Global Managing Starts with a Global Mindset
• Opportunities for Global Managers
• Part 2
• Chapter 2: Understanding Culture: Through the Looking Glass
• Culture: Easier to Identify than Define
• All Groups Have Cultures
• Is Culture Becoming Less Important?
• Why Focus on Country Cultures?
• Culture Influences How We See the World
• Clearer Vision With D-I-E
• Culture Influences our Lenses
• When Cultures Meet – Question the Other or Question Ourselves?
• Culture Creates Efficiency and Identity
• Mapping Cultures
• The Cultural Orientations Framework and International Management
• How do we Engage the World Around Us?
• Who has Power? Who is Responsible?
• How do we Coordinate Collective Action?
• What is our Timeframe?
• Cultural Contributions in Multicultural Teams
• The Discipline of Cartography: Cultural Mixes, Changes, and other Complexities
• Culture is at the Core of International Management
• Chapter 3: Interpersonal Skills for International Management: The MBI Model for High Performance
• Mapping to Understand and Describe Differences
• Mapping in Action – A New Team
• Bridging Differences Through Communication
• Prepare to be Open, Optimistic and Active
• Decenter to Transfer Meaning
• Recenter to Align and Agree
• Integrating to Manage and Build on the Differences
• Generating Participation
• Resolving Disagreements
• Building on Ideas
• MBI Creates Results
• MBI in Action – Adapting Systems Across Boundaries
• Who Should Adapt?
• Continuous Learning for Development and Effectiveness
• Chapter 4: Managing Global Teams and Networks
• Teams are the Basic Unit of Work and Collaboration
• Effective Teams Manage Their Set Up and Their Processes Carefully
• Structural Inputs: Set Up the Team Right, From the Start
• Select Team Members Carefully
• Social Processes: Transform Input Conditions into Performance
• Effective Teams Adapt and Learn
• Virtual Teams: The Joys and Challenges of Distance and Technology
• Virtual Teams: Just What are We Dealing With?
• Dispersed Configuration: From Time Zones to Infrastructure
• Virtuous Cycles: Pursuing Three Processes Simultaneously
• Managing Virtual Teams: Leading Virtuous Cycles
• Virtual Teams are Complex, but can Create Great Value
• Beyond Teams: Connecting Networks for Social Capital
• Networks are Maps of Social Connections
• Social Capital: The Assets in Relationships
• Network Structure: Not All Networks are Created Equal
• Complex, Large, Distributed Global Teams: Ambitious Configurations to Achieve Ambitious Goals
• Teams in International Management Combine the Old and the New
• Part 3
• Chapter 5: Executing Global Strategy
• Strategy Execution is Embedded in Context: Know Your Assumptions
• Global Strategy Execution: Science + Art = Craft
• Aligning the Organization to Execute
• Tasks are the Building Blocks of Organizing
• Coordinate According to the Interdependence Need: The Foundation for Structure
• Aligning the Organization Everyday: The Critical Role of Systems
• Organizations are Socio-technical Systems
• Aligning Tasks with People
• Aligning the Organization with Systems: Each Part Affects the Others
• Aligning to the Environment
• Cultural Influences Assumptions about Strategy and Systems
• Cultural Influences Assumptions about Structure
• What’s the Verdict? Can Existing Practices, Systems and Management Styles be Transferred or Adapte
• Aligning Dynamically Requires Judgement
• Strategy in Global Organizations
• Business Strategy: The Most Fundamental Business Decisions
• Business Models: Making the “How” Choices
• Culture’s Influence on Strategy
• Developing a Global Presence
• The Classic Dilemma: Global Integration Versus Local Responsiveness
• Structures for Globalizing
• Choosing a New Market-Entry Mode
• Some Special Forms for Globalizing
• Executing Global Strategy: The Importance of Judgement and Leadership
• Chapter 6: Talent Management: Selecting and Developing Global Managers
• Global Managers Manage Complexity
• Eliminate or Amplify?
• Effective Global Managers are the Key to Responding to Complexity
• Global Talent Management
• International Assignments Come in Many Shapes and Sizes
• Selecting the Right Managers
• Women as Global Managers
• Training and Preparing for an International Assignment
• Adaptation and the Reality of Culture Shock
• Repatriation
• Challenging Destinations
• Ongoing Talent Development – Important for All International Companies
• Chapter 7: Managing Change in Global Organizations
• Managing Change: Preparing, Initiating, Reinforcing
• Before Implementing: Determining the Required Changes
• Phase 1: Appraising the Readiness for Change
• How Visible is the Need for Change?
• Top Management Support and Commitment
• Who Will the Change Agents Be?
• Who is the Target Group for the Change?
• Phase 2: Initiating Change and Adopting the New Behavior
• Training and Selection
• Building Support for the Change
• Adopting New Behaviors
• Phase 3: Reinforcing the Change
• Reward New Behaviors
• Realign the Organizational Alignment Model
• Benchmark New Behaviors
• The Change-Ready Organization
• People
• Tasks
• Structure
• Systems
• Change is a Constant
• Part 4
• Chapter 8: Competing with Integrity in Global Business: Personal Integrity
• Overview
• Ethical Issues
• Some Examples
• Human Rights and Security Examples
• The Foreign Corrupt Practices Act
• Product Examples with Ethical issues
• Labor and Employment Practices Examples
• Responding to Ethical Problems
• Ethical versus Legal Behavior
• Ethical Frameworks
• Consequential Theories
• Rule-based Theories
• Cultural Theories
• Universalism, Relativism, and the “Asian Values” Debate
• Integrative Social Contracts Theory: A Way to Avoid Ethical Paralysis?
• Competing with Integrity
• Some Guidelines to Consider
• A Final Word
• Chapter 9: Competing with Integrity in Global Business: Corporate Sustainability
• Defining the Domain of Corporate Sustainability
• The UN Global Compact
• Global Reporting Initiative (GRI)
• Dow Jones Sustainability Index
• Summary: The Triple Bottom Line – People, Planet, Profits
• Some Examples
• Does Corporate Sustainability Pay?
• Creating Sustainable Value
• Going forward: Embracing Stakeholder Theory
• Conclusions
• Index