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Preface | |
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Introduction | |
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International Management And Culture | |
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Introduction | |
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Factors that influence decision making | |
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Using culture | |
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Cross-cultural and international management | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Case for Part 1 | |
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Slicing the meat | |
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Cross-Cultural Management | |
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Analysing Cultures: Making Comparisons | |
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Introduction | |
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Comparative analysis | |
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Kluckhohn and Strodtbeck (1961) | |
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Hall (1976) | |
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Hofstede's model | |
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Applying Hofstede's model | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Analysing Cultures: After Hofstede | |
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Introduction | |
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Comparative analysis since Hofstede | |
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Problems in using comparative analysis | |
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New approaches | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Movement In The Culture | |
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Introduction | |
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Recognizing significant movement in the culture | |
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Economic change and cultural movement in <st1:place w:st="on"><st1:country-region w:st="on">Japan</st1:country-region></st1:place> | |
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Other factors causing movement | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Organizational Culture | |
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Introduction | |
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Defining and analysing organizational cultures | |
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Organizational culture and national culture | |
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Mitigating the effects of the environment | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Culture And Communication | |
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Introduction | |
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Appropriate communication across cultures | |
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One- and two-way communication styles | |
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Non-verbal communication | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Motivation | |
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Introduction | |
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Needs | |
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Intrinsic and extrinsic needs | |
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How context influences needs | |
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Designing incentives | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Dispute Resolution And Negotiation | |
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Introduction | |
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Reasons for dispute | |
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Culture and dispute | |
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The manager resolves a dispute | |
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Negotiation | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Formal Structures | |
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Introduction | |
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Defining structure | |
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Bureaucracy | |
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Culture and bureaucracy | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Informal Systems | |
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Introduction | |
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Informal relationships | |
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Modelling patronage | |
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Patronage, culture and society | |
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Some variants: Guanxi and Wasta | |
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Managing informal systems | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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The Culture And Politics Of Planning Change | |
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Introduction | |
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The meaning of planning | |
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The classic planning model | |
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How national culture influences planning | |
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How organisational culture influences planning | |
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The politics of planning | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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When Does Culture Matter? The Case Of Smes | |
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Introduction | |
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The start-up in the <st1:country-region w:st="on">United Kingdom</st1:country-region> and <st1:place w:st="on"><st1:country-region w:st="on">United States</st1:country-region></st1:place> | |
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The start-up in <st1:place w:st="on"><st1:country-region w:st="on">Taiwan</st1:country-region></st1:place> | |
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The Anglo family company | |
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The Chinese family company | |
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The Middle eastern family company | |
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Assessing the influence of national culture | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Cases for Part 2 | |
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Relations between manager and employees | |
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The Venezuelan manager | |
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Youth and age, or youth and age? | |
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The Vietnamese bank | |
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Bad communication | |
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Motivating who? | |
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The Nigerian family firm | |
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No job description | |
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Patronage in <st1:place w:st="on">Europe</st1:place> | |
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Improving quality control | |
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Explaining decisions made by small business owners | |
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International Management | |
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Globalization And Localization | |
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Introduction | |
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Defining globalisation | |
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The social effects of globalisation | |
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The roots of high globalisation | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Planning Strategy | |
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Introduction | |
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Reasons for strategic planning | |
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Stages in strategic planning | |
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Strategic planning based on resources | |
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Balancing resources and position | |
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The influence of environmental factors | |
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Growth strategies | |
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Emergent strategy | |
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Scenario planning | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Implementing Strategy And Applying Knowledge | |
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Introduction | |
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Identifying and applying knowledge | |
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Organizational capabilities and competitive advantage | |
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Implementation and communication | |
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Mergers and Acquisitions | |
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Transferring the implementation system | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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E-Communication | |
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Introduction | |
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Controlling by E-communication | |
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Cross national implementation | |
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Culture and E-communication | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Forming An International Joint Venture | |
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Introduction | |
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Why invest in an IJV? | |
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Preparing for success: the four compatibilities | |
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Trust and mistrust | |
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Sharing control | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Opportunity And Risk: Headquarters And Subsidiary | |
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Introduction | |
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Risk for the subsidiary | |
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Control | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Managing Human Resources | |
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Introduction | |
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Applying concepts of HRM | |
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The general functions of HRM | |
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HRM activities in context | |
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Recruitment | |
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Performance appraisal | |
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Training | |
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Retention | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Controlling By Staffing | |
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Introduction | |
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Staffing to control the IJV | |
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Bureaucratic or cultural control in the subsidiary? | |
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Local or expatriate management? | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Managing Expatriate Asignments | |
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Introduction | |
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What expatriates do | |
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Expatriate success and failure | |
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Expatriate selection | |
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Expatriate training | |
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Expatriate support | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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The Expatriate Brand Manager | |
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Introduction | |
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The emergence of global brands | |
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Role of the expatriate brand manager | |
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Brand communication: managing the mix | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Cases for PART THREE | |
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The call centre revolution | |
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Baby food | |
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New knowledge | |
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Betafield | |
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The Indian joint venrture | |
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Global Paper (1) | |
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The foreign employee | |
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Global Paper (2) | |
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Appointing a headquarters manager to the Swiss subsidiary | |
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Teldaswift | |
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Conclusions | |
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The Culture Of The Subsidiary: Convergence And Divergence | |
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Introduction | |
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Corporate cohesion and cultural shift | |
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Convergence and divergence | |
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The dual-pressure perspective | |
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Cross-vergence | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Ethics And Corporate Responsibility | |
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Introduction | |
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Ethics | |
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Ethics across culture and time | |
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Ethics in branding | |
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Corporate Social Responsibility | |
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Implications for the Manager | |
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Summary | |
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Exercise | |
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Cases for PART FOUR | |
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CAS | |
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A Donation to the President's Campaign Fund | |
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Appendix Planning a Dissertation | |
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Bibliography | |
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Bibliography | |