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Preface | |
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Introduction: The historical background to international leadership | |
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Exploring cultural differences | |
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Industry: cultural differences in industry leadership and the effects of mass media reports | |
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Introduction | |
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Made in China: the case of General Motors' LaCrosse | |
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Vehicle recalls: the case of the rise and fall and rise of Toyota | |
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Industrial espionage: the Renault spy case | |
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Conclusion | |
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Key points | |
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Patterns of employment: the roles of women and minorities in international business | |
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Introduction | |
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Women at work: the case of the Saudi women drivers | |
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Disabilities and disadvantages: the case of the dispossessed | |
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Worldwide youth unemployment: the case of the jobless Chinese graduates | |
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Rich and poor: the case of employment contrasts in India | |
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Conclusion | |
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Key points | |
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Management of public and private sector involvement | |
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Introduction | |
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Private sector leadership in government projects: the case of Steven Rattner | |
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Cameron and Coulson, Stephenson, Yates and Wallis: the case of the prime minister, the police commissioners and the spin doctors | |
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From the White House to the coffee shop: the case of Kris Engskov | |
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Business against corruption: the case of the Russian entrepreneur and police extortion | |
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Conclusion | |
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Key points | |
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Exploring international operations and activities | |
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International networks and alliances, structures and controls, strategies for sustainable business | |
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Introduction | |
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Strategic alliances for health care and famine relief: the case of FARM-Africa and Tearfund | |
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International alliances and contingency theory: the case of OriginOil | |
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Strategies for sustainable business practices: the case of SAP | |
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Strategies for restructuring: the case of the Egyptian bank | |
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Internet networks: the case of crowdsourcing | |
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Conclusion | |
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Key points | |
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Negotiations and decisions: leadership and motivation | |
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Introduction | |
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By fair means or foul? The cases of SABMiller and InBev | |
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The practice of management: the case of David Moyes and Everton | |
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Beyond Maslow: the case of Anna Hazare in New Delhi | |
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Conclusion | |
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Key points | |
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Exploring technology, learning, language and culture | |
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Technology, the internet and dealing with change | |
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Introduction | |
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Technology and work: the case of the mobile employees | |
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Business technology, work and politics: the case of the emerging economies | |
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Industry and society: the case of the vanishing keffiyeh | |
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Technology and the law: the case of the cookies, the cyber radicals and cybercrime | |
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Conclusion | |
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Key points | |
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Learning: action learning and learning organizations | |
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Introduction | |
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Environmental pollution: cases of systems thinking | |
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Personal mastery: the case of the bright billionaires | |
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Mental models, shared vision and team learning: the case of space tourism | |
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Conclusion | |
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Key points | |
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Language and culture: translations, interpretations and world Englishes | |
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Introduction | |
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Reaching for their headphones: the case of the BP press conference | |
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Multicultural English: the case of language diversity management | |
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Few words, maximum effect: the case of the press release | |
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From one 'language' to another: the case of Pull Up Some Dust and Sit Down | |
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Conclusion | |
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Key points | |
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Exploring management ethics | |
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The ethics of international business | |
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Introduction | |
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Rogue trading: the case of Kweku Adoboli and UBS | |
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Bribery and corruption: the case of Lockheed | |
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Corporate governance in Russia: the case of Polymetal | |
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Child labour and sick workers: a case of poison | |
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Conclusion | |
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Key points | |
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Looking to the future | |
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Introduction | |
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Dealing with climate change: the case of the Kyoto Protocol | |
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Made in India: the case of generic vs patented drugs | |
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I-leadership for a new generation: the case of the start-ups | |
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Protecting people: the case of crisis response | |
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Dot brand versus dot com: the case of the internet domains | |
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Conclusion | |
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Key points | |
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Conclusion | |
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About the author | |
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Acknowledgements | |
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Index | |