Titlebook: International Business Management; Succeeding in a Cult Kamal Fatehi,Jeongho Choi Textbook 2019Latest edition Springer Nature Switzerland A

abolish

細(xì)微的差異

resilience

壁畫

International Management and the Cultural Contextural norms and values are not universal, although there are some similarities. Among these similarities are a desire to be helpful, respect for authority and power, and the tendency toward comfort. But even those concepts and values that at first glance appear to be universal show vast differences o

Germinate

哎呦

Managerial Leadership and Motivation in an International Context ability to manage. Organizational performance is based on the collective contribution of all members. Organizations could suffer without an effective leader to increase and combine these contributions. To attain an organization’s goals, managers must be able to guide and direct its members to perfo

優(yōu)雅

悲觀

International Strategic Alliance process. It has necessitated many firms to appropriately adjust and coordinate value-creation activities (e.g., manufacturing, R&D, marketing, and distribution) depending upon the host country environments (e.g., regulations and local market competition). Before firms take the plunge into a global

恫嚇

Organization of Multinational Operationsof the proper organizational structure. Some of these factors are external forces and demands, such as economic conditions at home and abroad, host government policies, product-market characteristics, and information technology. Factors related to the firm itself are the history of the company, top

Perennial長期的

Control of International Operationsers and expand into unfamiliar foreign markets. This chapter is all about how international operations and foreign subsidiaries are controlled. We first look at various control mechanisms and discuss, in detail, three approaches to control. The cultural aspects of MNC control, which is effective in