E-Book, Englisch, 366 Seiten
ISBN: 978-3-8463-8616-3
Verlag: UTB
Format: EPUB
Kopierschutz: Wasserzeichen (»Systemvoraussetzungen)
Autoren/Hrsg.
Weitere Infos & Material
Preface 5
Acknowledgements 6
Table of Figures 13
1 Introduction and Overview Strategic International Management 19
1.1 Introduction 20
VIPs 26
1.2 The Use of Holistic Management Models 27
VIPs 29
1.3 The Approach of the EFQM Excellence Model 30
VIPs 38
1.4 Process Model “Managing Internationalisation” 38
1.5 Citations & Notes 39
2 Key Issue: Developing Cross-Cultural Competence 41
2.1 The Importance of Intercultural Understanding for International Business Issues 42
2.2 Hofstede’s Framework: Cultures and Organisations 44
VIPs 45
VIPs 59
2.3 The Dilemma Approach of Trompenaars & Hampden-Turner 60
2.3.1 A View of Culture Based on Dilemmas 60
VIPs 61
VIPs 71
2.4 Globe Study: More Issues Arising 71
VIPs 73
2.5 Critical Acclaim 73
2.6 Citations & Notes 77
3 Leading the Internationalisation Process 81
3.1 Good Leadership 82
VIPs 88
3.2 Developing the Mission, Vision, Values and Ethics 89
VIPs 92
VIPs 96
VIPs 101
3.3 Driving Performance and Engaging with External Stakeholders 101
3.4 Reinforcing a Culture of Excellence 102
3.4.1 Developing an Excellent Organisational Culture 102
3.4.2 Promoting and Encouraging Diversity 104
VIPs 107
3.5 Managing Change 107
VIPs 111
3.6 Citations & Notes 111
4 Defining and Delivering an International Strategy 115
4.1 Strategy and the Strategy Management Process 116
4.2 Scanning the Environment 118
VIPs 128
4.3 Analysing Internal Performance 129
VIPs 135
4.4 Developing the Strategy 136
VIPs 145
4.5 Communicating and Implementing the Strategy 146
4.6 Citations & Notes 147
5 Deploying Strategy through People 151
5.1 International Human Resource Management 152
5.2 Supporting the Strategy through People Plans 154
VIPs 156
VIPs 162
VIPs 167
5.3 Developing People and Their Performance 167
VIPs 170
VIPs 177
VIPs 184
5.4 Communicating Effectively 185
VIPs 189
5.5 Recognising People 189
VIPs 193
Citations & Notes 194
6 Managing International Partners and Resources 197
6.1 A Broad View on Resources: EFQM Criterion 4 198
6.2 Establishing International Partnerships for Mutual Benefit 199
VIPs 202
VIPs 212
6.3 Managing Finance and Governance Processes 213
VIPs 218
VIPs 225
VIPs 230
6.4 Managing Knowledge and Information 230
VIPs 236
6.5 Citations & Notes 239
7 Managing Processes and Products Globally 243
VIPs 250
7.3 Managing Products and Services Based on ISO 9001 251
VIPs 254
VIPs 261
12 Table of Contents
7.4 Citations & Notes 264
8 Achieving and Monitoring Balanced Results 267
8.1 EFQM Results Criteria 268
8.2 Introducing the Balanced Scorecard Concept 272
VIPs 275
8.3 Monitoring Achievements by Designing Meaningful Dashboards 275
VIPs 279
8.4 Citations & Notes 279
9 Assessing the Organisation’s Management Model 281
9.1 Establishing Strategy Reviews for Continuous Improvement 282
VIPs 284
9.2 Implementing Self-Assessments 284
VIPs 288
9.2.2 Conducting a Simulated Award Assessment 289
VIPs 294
9.3 Achieving External Recognition and Winning Excellence Awards 295
VIPs 298
9.4 Citations & Notes 298
References 301
List of Abbreviations 323
Glossary 329
Index 359
Table of Figures Figure 1-1 Concept Map “Introduction and Overview” Figure 1-2 Symbols Used for Special Information Employed Throughout this Book Figure 1-3 Multi-Faceted Motives for Internationalisation Processes Figure 1-4 The Global Integration/Local Responsiveness Framework Figure 1-5 Survey of the New St. Gallen Management Model Figure 1-6 Baldrige Criteria for Performance Excellence Framework 2015 Figure 1-7 EFQM Fundamental Concepts of Excellence Figure 1-8 EFQM Fundamental Concepts - Definitions and Best Practices Figure 1-9 The EFQM Excellence Model Framework 2013 Figure 1-10 Definitions of the EFQM Enabler Criteria Figure 1-11 Definitions of the EFQM Results Criteria Figure 1-12 Exemplary Levels of the EFQM Excellence Model Figure 1-13 Exemplary Red Threads Through the EFQM Excellence Model Figure 1-14 The EFQM RADAR® Logic Figure 1-15 The Internationalisation Process Figure 2-1 Concept Map “Cross-Cultural Competence” Figure 2-2 The Cultural Iceberg Figure 2-3 Developmental Model of Intercultural Sensitivity Figure 2-4 Three Levels of Uniqueness in Human Mental Programming Figure 2-5 The Hofstede Onion - Manifestations of Culture Figure 2-6 Hofstede’s Five Dimensions as a Control Panel Figure 2-7 Key Differences between Cultures with Small and Large PDI Figure 2-8 Selected PDI Country Ratings Figure 2-9 PDI Values for Six Categories of Occupations Figure 2-10 Key Differences between Cultures with Small and Large IND Figure 2-11 Selected IND Country Ratings Figure 2-12 Key Differences between Feminine and Masculine Cultures Figure 2-13 Selected Country Scores for MAS Figure 2-14 Key Differences between Cultures with Weak and Strong UAI Figure 2-15 Selected Country Scores for UAI Figure 2-16 Key Differences between Cultures with high or low LTO Figure 2-17 Selected Country Scores for LTO (WVS) Figure 2-18 Cultural Cluster of Germanic Countries Figure 2-19 Country Clusters Based on the Four Original Hofstede Dimensions Figure 2-20 Key Differences between Indulgent and Restrained Cultures Figure 2-21 Selected Country Scores for IVR Figure 2-22 Cultural differences Expressed as Normal Distributions Figure 2-23 Percentages Opting for Telling the Truth Figure 2-24 Typical Characteristics of Universalistic vs. Particularistic Cultures Figure 2-25 Percentages Opting for Individual Freedom Figure 2-26 Percentages Opting for Not Expressing Emotions Overtly Figure 2-27 Percentages Not Painting the House Figure 2-28 Percentages Opting for Getting Things Done Figure 2-29 Circle Diagrams for Past, Present and Future Figure 2-30 Differences of Past, Present and Future Orientation Figure 2-31 Average Time Horizon Figure 2-32 Percentages Agreeing to What Happens to Me is My Own Doing Figure 2-33 The Three-Step-Approach Figure 2-34 Reconciling Globalism and Localism Figure 2-35 GLOBE - Nine Cultural Dimensions Figure 2-36 GLOBE - Country Clusters Figure 3-1 Concept Map “Leading the Internationalisation Process” Figure 3-2 Aspects Influencing Leadership Success Figure 3-3 One-Dimensional Behavioural Leadership Theories Based on Participation Figure 3-4 Two-Dimensional Behavioural Leadership Theories Figure 3-5 Contingency Models Figure 3-6 Relationship-Based Leadership Approaches Figure 3-7 The Big Five Personality Factors and Their Facets Figure 3-8 EFQM Criterion 1 “Leadership” and Its Criterion Parts Figure 3-9 EFQM Criterion Part 1a and Its Guidance Points Figure 3-10 Corruption Risks Within Domains of Corporate Activities Figure 3-11 Percentages Opting for Blaming an Individual Figure 3-12 GLOBE - Six Global Leader Behaviours Figure 3-13 JOHARI Window and the Importance of Feedback Figure 3-14 360° Feedback Figure 3-15 Trompenaars and Hampden-Turner’s Four Corporate Cultures Figure 3-16 Preferences for Corporate Cultures in Different Countries Figure 3-17 Dimensions of Diversity Figure 3-18 Lewin’s Three Steps of Change Figure 3-19 Eight Steps for Leading Change Figure 4-1 Concept Map “Defining and Delivering an International Strategy” Figure 4-2 Strategy Development and Implementation – Overview Figure 4-3 EFQM Criterion 2 “Strategy” and Its Criterion Parts Figure 4-4 Environmental Scan Figure 4-5 Generalised Stakeholder Map Figure 4-6 Industry Analysis Based on Porter’s Five Forces (Expanded Model) Figure 4-7 Overview Competitor Analysis Figure...
