國際企業(yè)管理(文化、戰(zhàn)略與行為)期末重點復(fù)習(xí)

1、Management: process of completing activities efficiently and effectively with and through other people.Globalization: the process of social, political, economic, cultural, and technological integration among countries around the world. NAFTA: North American Free Trade Agreement.FTAA: Free Trade Agre

2、ement of the Americas.FDI: foreign direct investmentGlobal economic systems:Market economyCommand economyMixed economyIdeologies:Individualism: the political philosophy that people should be free to pursue economic and political endeavors without constraint.Collectivism: the political philosophy tha

3、t views the needs or goals of society as a whole as more important than individual desires.Socialism: a moderate form of collectivism in which there is government ownership of institutions, and profit is not the ultimate goal.Legal and regulatory environmentThere are three foundations on which laws

4、are based aroundthe world. Briefly summarized, these are:Islamic law: law that is derived from interpretation of the Qur an and the teachings of the Prophet Muhammad and is found in most Islamic countries.Common law: law that derives from English law and is the foundations of legislation in the Unit

5、ed States, Canada, and England, among other nations.Civil or code law: law that is derived from Roman law and is found in the non-Islamic and nonsocialist countries. The law China used is civil or code law.Basic principles of international law:Sovereignty and sovereign immunity:principle ofsovereign

6、ty: an international principle of law which holds that governments have the right to rule themselves as they see fit.International jurisdiction: which includes nationality principle, territoriality principle, protective principle. Nationality principle: a jurisdictional principle of international la

7、w which holds that every country has jurisdiction over its citizens no matter where they are located.Territoriality principle: a principle which holds that every nation has the right of jurisdiction within its legal territory.Protective principle: a jurisdictional principle of law which holds that e

8、very country has jurisdiction over behavior that adversely affects its national security, even if the conduct occurred outside that country.Doctrine of comity: a jurisdictional principle of law which holds that there must be mutual respect for the laws, institutions, and governments of other countri

9、es in the matter of jurisdiction over their own citizens.Act of state doctrine: a principle which holds that all acts of other governments are considered to be valid by U.S. counts, even if such acts are illegal or inappropriate under U.S. law.Treatment and rights of aliens: countries have the legal

10、right to refuse admission of foreign citizens and to impose special restrictions on their conduct, their right of travel, where they can stay, and what business they may conduct.Forum for hearing and settling disputes:this is aprinciple of U.S. as it applies t international law. U.S. courts can dism

11、iss cases brought before them by foreigners.Examples of legal and regulatory issues:Financial services regulation.Foreign corrupt practices act (FCPA):an act thatmakes it illegal to influence foreign officials through personal payment or political contributions.BureaucratizationChapter 4Culture: acq

12、uired knowledge that people use to interpret experience and generate social behavior. This knowledge forms values, creates attitudes, and influences behavior.Characteristics of culture:Learned. Culture is not inherited or biologically based;it is acquired by learning and experience.Shared: people as

13、 members of q group, organization, or society share culture; it is not specific to single individuals.Transgenerational: culture is cumulative, passed down from one generation to the next.Symbolic: culture is based on the human capacity to symbolize or use one thing to represent another.Patterned: c

14、ulture has structure and is integrated; a change in one part will bring changes in another.Adaptive: Culture is based on the human capacity to change or adapt, as opposed to the more genetically driven adaptiveprocess of animals.Cultural diversityIn overall terms, the cultural impact on internationa

15、l management is reflected by basic beliefs and behaviors.Here are some specific examples where the culture of a society can directly affect management approaches:Centralized vs. decentralizedSafety vs. riskIndividual vs. groupInformal vs. formalHigh vs. low organizational loyaltyCooperation vs. comp

16、etitionStability vs. innovationThe model of culture:There are three layers of culture:The implicit, basic, assumptions that guide people sbehavior;The norms and values that guide the society;The explicit artifacts and products of the society.Values in cultureValues: basic convictions that people hav

17、e regarding what is right and wrong, good and bad, important and unimportant.Hofstede s culturadl imensions:Power distance : the extent to which less powerful members of institutions and organizations accept that power is distributed unequally.Lower-power-distance: generally be decentralized and hav

18、e flatter organization structure;High-power-distance: have a large proportion of supervisorypersonnel, centralized and have a thinner structure.Uncertainty avoidance: the extent to which people feel threatened by ambiguous situations and have created beliefs and institution that try to avoid these.H

19、igh-uncertainty-avoidance:have a great deal of structuring oforganizational activities, more written rules, less risk taking by managers, lower labor turnover, and less ambitious employees.Low-uncertainty-avoidance:less structuring of activities, fewerwritten rules, more risk taking by managers, hig

20、her labor turnover, and ambitious employees.Individualism; the tendency of people to look after themselves and their immediate family only.Hofstedefound that wealthy countries have higher individualism scores and poorer countries and regions higher collectivism.Masculinity: a cultural characteristic

21、 in which the dominant values in society are success, money, and things.Femininity: a cultural characteristic in which the dominant values in society are caring for others and the quality of life.Time orientation: present vs. futureIndulgence restraintTrompenaar s cultural dimensionsuniversalism vs.

22、 particularismuniversalism: the belief that ideas and practices can be applied everywhere in the world without modification.Particularism: the belief that circumstance dictate how ideas and practices should be applied and that something cannot be done the same everywhere.Individualism vs. communitar

23、ianismCommunitarianism: refers to people regarding themselves as part of a group.Neutral vs. emotional:Neutral culture: culture which emotions are held in check.Emotional culture: culture in which emotions are expressed openly and naturally.Specific vs. diffuse:Specific culture: culture which indivi

24、duals have a large public space they readily share with others and a small private space they guard closely and share with only close friends and associates.Diffuse culture: culture which public space and private space are similar in size and individuals guard their public space carefully, because e

25、ntry into public space affords entry into private space as well.Achievement vs. ascription:Achievement culture; culture which people are accorded status based on how well they perform their functions.Ascription culture: culture which status is attributed based on who or what a person is.Time: presen

26、t vs. future.The environment: inner-directed environment vs. outer-directed environment.Cultural patterns or clusters.Globe s cultural dimensions:Uncertainty avoidancePower distanceSocietal collectivismIn-group collectivismGender egalitarianismAssertivenessFuture orientationPerformance orientationHu

27、man orientationChapter 6Organizational culture: shared values and beliefs that enable members to understand their soles in and the norms of the organization.Characteristic:Observed behavioral regularitiesNormsDominant valuesPhilosophyRulesOrganizational climateDimensions of corporate culture:Motivat

28、ion: activities vs. outputsRelationship: job vs. personIdentity: corporate vs. professionalCommunication: open vs. closedControl: tight vs. looseConduct: conventional vs. pragmaticFour steps that are used in the process of mergers or acquisition:The two groups have to establish the purpose, goal, an

29、d focus on their merger;Develop mechanism to identify the most important organizational structure and management roles;Determin e who has the authority over the resources need for getting things done.Identify the expectations of all involved parties and facilitate communication between both departme

30、nts.Three aspects of organizational functioning that seem to beespecially important in determining MNC organizational culture:The general relationship between the employees and their organization;The hierarchical system of authority that defines the roles of manager and subordinates;The general view

31、s that employees hold about the MNC Spurpose, destiny, goals, and their place in them.Four types of organizational culture:Family culture: culture that is characterized by a strong emphasis on hierarchy and orientation to the person;Eiffel Tower culture: culture that is characterized by strong empha

32、sis on hierarchy and orientation to the task;Guided missile culture: culture that is characterized by strong emphasis on quality in the workplace and orientation to the task;Incubator culture : culture that is characterized by strong emphasis on quality and orientation to the person.Phases of multic

33、ultural development:Domestic firmsInternational firmsMultinational firmsGlobal firmsTypes of group multiculturalism:Homogeneous groupToken groupBicultural groupMulticultural groupPotential problems associated with diversity:Lack of cohesionPerceptual （ 可感知的） problemStereotypesInaccurate biasesMiscom

34、municateMisinterpretedCommunicational problems because of different perceptions fo time.Advantages of diversity:Generation of more and better ideasPrevent groupthinkEnhances more than the internal operations but relationships to customers as well.Chapter 8Strategic management: the process of determi

35、ning an organization s basic mission, and lon-tgerm objectives, then implementing a plan of action for attaining these goals.Approaches to formulating and implementing strategy:Economic imperative: a worldwide strategy based on cost leadership, differentiation, and segmentation.Political imperativ e

36、: strategic formulation and implementation utilizing strategies that are country-responsive and designed to protect local market niches.Quality imperative: strategy formulation and implementation utilizing strategic of total quality management to meet or exceed customers expectations and continuousl

37、y improve products or services.Administrative coordination : MNC makes strategic decisions based on the merits of the individual situation rather than using a predetermined economically or politically driven strategy.The basic steps in formulating strategy:External environmental scanning: the proces

38、s of providing management with accurate forecasts of trends related to external changes in geographic areas where the firm currently is doing business or is considering setting up operations.Inter resources analysis: helps the firms to evaluate its current managerial, technical, material, and financ

39、ial resources and capabilities to better assess its strengths and weakness;KSF: key success factor: factor necessary for a firm to effectively compete in a market niche.Goal setting for strategy formulation:Areas for formulation of MNC goals:profitabilitymarketingoperationsfinancehuman resourcesstra

40、tegy implementationtwo steps to implement the strategy:chose the countrylocal issuesstrategies for the “ base of the Pyramid ” : strategy targeting low-income customers in developing countries.Chapter 9Strategies for firms to entry international market:export/import:AD:less riskless investmenteasy t

41、o entry marketDISAD:It is transitional （ 過渡性的） in naturewholly owned subsidiary:AD:total controlbetter efficiency without outside partners;higher profitclearer communication and shared visionsDISAD:high risklow international integration or multinational involvementhost countries may try to gain econ

42、omic control and require it to cooperate with local organizationhome-country sometimes oppose the creation of foreign subsidiariesmergers/acquisitionsAD:quickly expand resources or construct high-profit product in a new marketcost savingavoid the home- country s interpretationDISAD:cultural differen

43、cestime constraintsmanagers need to be wary of such common complications and attempt t move forward by enhancing communication and operational efficiency4.alliances and joint ventures:AD:improvement of efficiencyaccess to knowledgemitigating political factorsovercoming collusion or restriction in co

44、mpetition suggestions that applied in strategic alliances include:know your partners wellexpect difference in alliance objectives among potential partners headquartered in different countriesrealize that having the desired resource profiles does not guarantee that they are complementary t your firm

45、s resourcesbe sensitive t your alliance pa rtner s needswork on developing a relationship that built on trust, 5.licensing:AD:provides the licensor with a source of additionalrevenueslow-cost way of gaining and exploiting foreign markets6.franchisingBasic organizational structures:initial division structureinternational division structureAD:focus receives top management s attentionallows the company