Adam Managing Internationalisation

1. Auflage 2015
ISBN: 978-3-8463-8616-3
Verlag: UTB
Format: EPUB
Kopierschutz: 6 - ePub Watermark

E-Book, Englisch, 366 Seiten

“Managing Internationalisation” explains the process of internationalising any kind of organisation from a management perspective. Based on the renowned EFQM Excellence Model, all issues with special relevance for international activities are explained and traced back to recent scientific research and good management practise. The book is meant for practitioners and students alike. For a better understanding, extensive illustrations, examples, exercises and recommendations for case studies enrich the text.

Autoren/Hrsg.

Adam, Patricia

Inhaltsverzeichnis

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

Leseproben

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...

Über Autor(innen)

Adam, Patricia
Prof. Dr. rer. pol. Patricia A. Adam (geb. Barton) lehrt seit 2004 an der Hochschule Hannover Betriebswirtschaftslehre, insbesondere International Management. Sie war nach ihrem Abschluss der Volkswirtschaftslehre an der Universität Hamburg von 1994 bis 2004 bei der Dresdner Bank AG in Dresden, Leipzig und Frankfurt/Main u.a. im Kreditrisikomanagement, im Qualitätsmanagement, im Inhouse Consulting, im zentralen Integrationsbüro (Dresdner Bank/Allianz) und als Senior-Revisorin tätig. 2001 promovierte sie berufsbegleitend an der Universität Leipzig über das Thema „Förderung der Servicequalität von Banken durch Selbstbewertung“. Frau Prof. Dr. Adam führt als Mit-Geschäftsführerin der Management Beratung Adam (MBA) GmbH international Strategieberatungen, ISO 9001-Audits und EFQM-Assessments durch.Im Rahmen ihrer Lehr- und Forschungstätigkeit beschäftigt sie sich mit allen Arten von Managementsystemen, interkultureller Kompetenz sowie besonderen Lehr- und Trainingsmethoden.