International Management

<p style="margin:0px;">Part 1: The Global Manager’s Environment&nbsp;</p> <p style="margin:0px;">1. Assessing the Environment: Political, Economic, Legal,&nbsp;Technological&nbsp;</p> <p style="margin:0px;">2. Managing Interdependence: Social Responsibility, Ethics,&nbsp;Sustainability&nbsp;</p> <p style="margin:0px;">&nbsp;</p> <p style="margin:0px;">Comprehensive Cases&nbsp;</p> NEW! Case 1 Facebook’s Internet.org Initiative: Serving the Bottom&nbsp;of the Pyramid? (several countries)&nbsp; <br>Case 2 An Ethics Role-Playing Case: Stockholders versus Stakeholders&nbsp;(Global/Sri Lanka)&nbsp; <br> <p style="margin:0px;"><br></p> <p style="margin:0px;">Part 2: The Cultural Context of Global Management&nbsp;</p> <p style="margin:0px;">3. Understanding the Role of Culture&nbsp;</p> <p style="margin:0px;">4. Communicating Across Cultures&nbsp;</p> <p style="margin:0px;">5. Cross-Cultural Negotiation and Decision Making&nbsp;</p> <p style="margin:0px;">&nbsp;</p> <p style="margin:0px;">Comprehensive Cases&nbsp;</p> NEW! Case 3 Vodafone in Egypt: National Crises and Their Implications&nbsp;for Multinational Corporations (Egypt)&nbsp; <br>NEW! Case 4 Hailing a New Era: Haier in Japan (China/Japan) <br> <br> <p style="margin:0px;">Part 3: Formulating and Implementing Strategy for&nbsp;International and Global Operations&nbsp;</p> <p style="margin:0px;">6. Formulating Strategy&nbsp;</p> <p style="margin:0px;">7. Implementing Strategy: Strategic Alliances, Small Businesses,&nbsp;Emerging Economy Firms&nbsp;</p> <p style="margin:0px;">8. Organization Structure and Control Systems&nbsp;</p> <p style="margin:0px;">&nbsp;</p> <p style="margin:0px;">Comprehensive Cases&nbsp;</p> NEW! Case 5 A libaba versus Tencent: The Battle for China’s M-Commerce Space&nbsp;(China/Global)&nbsp; <br>NEW! Case 6 Business Model and Competitive Strategy of IKEA&nbsp;in India (India)&nbsp; <br>NEW! Case 7 Wal-Mart in Africa (Africa)&nbsp; <br>NEW! Case 8 Fiat Chrysler Automobiles N.V. (2015): From an Alliance&nbsp;to a Cross-Border Merger (Global) <br> <br> <p style="margin:0px;">Part 4: Global Human Resources Management&nbsp;</p> <p style="margin:0px;">9. Staffing, Training, and Compensation for Global Operations&nbsp;</p> <p style="margin:0px;">10. Developing a Global Management Cadre&nbsp;</p> <p style="margin:0px;">11. Motivating and Leading&nbsp;</p> <p style="margin:0px;">&nbsp;</p> <p style="margin:0px;">Comprehensive Cases&nbsp;</p> NEW! Case 9 Leading Across Cultures at Michelin (France/US)&nbsp; <br>NEW! Case 10 Ethical Leadership: Ratan Tata and India’s Tata&nbsp;Group (Global) <br> <br> <p style="margin:0px;">Integrative Section&nbsp;</p> <p style="margin:0px;">Integrative Term Project&nbsp;</p> <p style="margin:0px;">NEW! Integrative Case: Case 11 IKEA in Russia: Emerging Market Strategies&nbsp;and Ethical Dilemmas (Russia)&nbsp;</p> <p style="margin:0px;">&nbsp;</p> <p style="margin:0px;">Glossary&nbsp;</p> <p style="margin:0px;">Name and Subject Index&nbsp;</p> <p style="margin:0px;">&nbsp;</p>