Description

By (author) Luthans Fred; By (author) Doh, Jonathan

The 12th edition of International Management: Culture, Strategy, and Behavior takes a user-friendly, well-balanced approach in covering all the critical dimensions and the interdependencies between them. This edition covers environment and OB/HRM over three chapters each, along with Culture and Strategy getting their own four chapters. The text also emphasizes a balance of research and application. The 12th edition has been updated to reflect how the COVID-19 pandemic has challenged the fundamental assumptions about how international business is conducted. The authors also incorporated coverage of emerging markets that are facing a high level of stress and how the development of new technology, such as artificial intelligence and robotics, will result in fundamental changes to the global job market.

This edition also marks the addition of a new author, Ajai Gaur, a Professor of Strategy and International Business at Rutgers University. Ajai brings subject expertise in global business strategy, emerging markets, institutions, and a range of other topics. He also has deep ties and links to East and South Asia and helps to further “globalize” the book.

Table of contents:

PART ONE: ENVIRONMENTAL FOUNDATION

Chapter 1: Globalization and International Linkages

Chapter 2: The Political, Legal, and Technological Environment

Chapter 3: Ethics, Social Responsibility, and Sustainability

Brief Integrative Case 1.1.: Advertising or Free Speech? The Case of Nike and Human Rights

Brief Integrative Case 1.2: TOMS Put Its Right Foot Forward

In-Depth Integrative Case 1.1: Student Advocacy and “Sweatshop” Labor: The Case of Russell Athletic

In-Depth Integrative Case 1.2: The Ethics of Global Drug Pricing

PART TWO: THE ROLE OF CULTURE

Chapter 4: The Meanings and Dimensions of Culture

Chapter 5: Managing Across Cultures

Chapter 6: Organizational Cultures and Diversity

Chapter 7: Cross-Cultural Communication and Negotiation

Brief Integrative Case 2.1: Coca-Cola in India

Brief Integrative Case 2.2: Danone’s Wrangle with Wahaha

In-Depth Integrative Case 2.1: Disney in Asia

In-Depth Integrative Case 2.2: Walmart’s Global Strategies

PART THREE: INTERNATIONAL STRATEGIC MANAGEMENT

Chapter 8: Strategy Formulation and Implementation

Chapter 9: Entry Strategies and Organizational Structures

Chapter 10: Managing Political Risk, Government Relations, and Alliances

Chapter 11: Management Decision and Control

Brief Integrative Case 3.1: Google in China: Protecting Property and Rights

In-Depth Integrative Case 3.1: How Starbucks Convince Indians to Embrace Coffee

PART FOUR: ORGANZIATIONAL BEHAVIOR AND HUMAN RESOURCE MANAGEMENT Chapter 12: Motivation across Cultures

Chapter 13: Leadership across Cultures

Chapter 14: Human Resource Selection and Development across Cultures

Brief Integrative Case 4.1: IKEA’s Global Renovations

In-Depth Integrative Case 4.1: How Didi Fought Uber in China and Won: Next, Taking on the World

In-Depth Integrative Case 4.2: Chiquita’s Global Turnaround

SKILL BUILDING AND EXPERIENTIAL EXERCISES

Glossary

Indexes

Biographical note:
FRED LUTHANS is the University and the George Holmes Distinguished Professor of Management, Emeritus at the University of Nebraska–Lincoln. He is also a senior research scientist for HUMANeX Ventures Inc. He received his B.A., M.B.A., and Ph.D. from the University of Iowa, where he received the Distinguished Alumni Award in 2002. While serving as an officer in the U.S. Army from 1965 to 1967, he taught leadership at the U.S. Military Academy at West Point. He has been a visiting scholar at a