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Managing Internationalisation

von Adam, Patricia Fach: Betriebswirtschaftslehre;

“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.

Dieses Buch ist nicht als Dozenten-Freiexemplar erhältlich.
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Details
ISBN 9783825286163
UTB-Titelnummer 8616
Auflagennr. 1. Aufl.
Erscheinungsjahr 2015
Erscheinungsdatum 17.06.2015
Einband Gebunden
Formate UTB L (17 x 24 cm)
Originalverlag UVK Lucius
Umfang 366 S.
Zusatzmaterial
Inhalt
Preface 5
Acknowledgements 6
Table of Figures 13
1 Introduction and Overview Strategic International Management 19
1.1 Introduction 20
1.1.1 How to Use This Book 20
1.1.2 From Gradual Globalisation to Transnational Organisations 21
VIPs 26
1.2 The Use of Holistic Management Models 27
VIPs 29
1.3 The Approach of the EFQM Excellence Model 30
1.3.1 Background Information: The EFQM and its Model 30
1.3.2 The Fundamental Concepts of Excellence 30
1.3.3 The EFQM Excellence Model Framework 2013 33
1.3.4 The EFQM RADAR Logic 36
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
2.2.1 Culture as a Part of Human Mental Programming 44
VIPs 45
2.2.2 An Introduction to Hofstede’s Dimensions 46
2.2.3 Power Distance 47
2.2.4 Individualism/Collectivism 50
2.2.5 Masculinity/Femininity 51
2.2.6 Uncertainty Avoidance 53
2.2.7 Long-Term Orientation 54
2.2.8 Establishing Country Clusters 56
2.2.9 Adding a New Dimension: Indulgence versus Restraint 58
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
2.3.2 Universalism versus Particularism 61
2.3.3 Individualism versus Communitarianism 63
2.3.4 Neutrality versus Affection 63
2.3.5 Specificity versus Diffusion 64
2.3.6 Achieved versus Ascribed Status 65
2.3.7 The Concept of Time 66
2.3.8 Inner versus Outer Direction 68
2.3.9 Reconciling Dilemmas 69
VIPs 71
2.4 Globe Study: More Issues Arising 71
VIPs 73
2.5 Critical Acclaim 73
2.5.1 Typical Problems of Cross-Cultural Research 73
2.5.2 Critical Acclaim of Hofstede’s Dimensions 74
2.5.3 Critical Acclaim of Trompenaars & Hampden-Turner’s Dilemmas 75
2.5.4 Critical Acclaim of the GLOBE Study 76
2.6 Citations & Notes 77
3 Leading the Internationalisation Process 81
3.1 Good Leadership 82
3.1.1 The Coherent Leadership Approach 82
VIPs 88
3.1.2 Excellent Leaders: EFQM Criterion 1 88
3.2 Developing the Mission, Vision, Values and Ethics 89
3.2.1 Defining and Communicating the Core Purpose of an Organisation 89
VIPs 92
3.2.2 Acting as Role Models for Ethical Behaviour 92
3.2.2.1 Corporate Ethics and Social Responsibility 92
3.2.2.2 Ethical Behaviour in International Business 93
VIPs 96
3.2.3 Communicating Direction and Uniting the Organisation’s People 96
3.2.5 Developing and Reviewing Leadership Culture 97
3.2.5.1 Developing and Supporting a Shared Leadership Culture 97
3.2.5.2 Reviewing and Improving Leadership Behaviour 99
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
4.1.1 Popular Strategy Definitions 116
4.1.2 Comprehensive Strategy Management Processes: EFQM Criterion 2 116
4.2 Scanning the Environment 118
4.2.1 Understanding the Needs and Expectations of Stakeholders 118
4.2.2 Analysing Industry and Markets 119
4.2.3 Identifying and Understanding Environmental Key Trends 122
4.2.4 Predicting Future Developments and Changes 126
VIPs 128
4.3 Analysing Internal Performance 129
4.3.1 Understanding Operational Performance and Capabilities 129
4.3.2 Determining Competencies of Partners and Potential Impacts of Changes 132
4.3.3 Bringing It All Together: Portfolios 132
VIPs 135
4.4 Developing the Strategy 136
4.4.1 Strategy Levels 136
4.4.2 Generating a Sustainable Business Model 137
4.4.3 Business Model Choices 140
4.4.4 Establishing a Strategy Development Process 143
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
5.1.1 The International HRM Function 152
5.1.2 Managing People: EFQM Criterion 3 154
5.2 Supporting the Strategy through People Plans 154
5.2.1 Steering Human Resource Management Strategically 154
VIPs 156
5.2.2 Planning Global Mobility 156
VIPs 162
5.2.3 Closing the Loop: People Feedback 162
VIPs 167
5.3 Developing People and Their Performance 167
5.3.1 Developing People’s Skills and Competencies 167
VIPs 170
5.3.2 Helping People to Improve Their Performance 170
VIPs 177
5.3.3 Appraising Performance Systematically 177
5.3.4 Empowering and Involving People 181
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
6.2.1 Selecting an Appropriate Foreign Operation Mode 199
6.2.1.1 Cross-Border Strategic Alliances 200
VIPs 202
6.2.1.2 Contractual Agreements in International Operations 202
6.2.1.3 International Joint Ventures 204
6.2.1.4 Mergers & Acquisitions across Borders and Cultures 206
6.2.2 Managing International Partners 210
VIPs 212
6.3 Managing Finance and Governance Processes 213
6.3.1 Optimising Organisational Financial Management 213
VIPs 218
6.3.2 Ensuring Compliance 219
VIPs 225
6.3.3 Managing Risks 225
VIPs 230
6.4 Managing Knowledge and Information 230
6.4.1 Managing Knowledge Systematically 230
VIPs 236
6.4.2 Establishing Integrated (Management) Information Systems 237
6.5 Citations & Notes 239
7 Managing Processes and Products Globally 243
7.1 Delivering Stakeholder Value: EFQM Criterion 5 244
7.2 Managing Processes 244
VIPs 250
7.3 Managing Products and Services Based on ISO 9001 251
7.3.1 Introducing a Certifiable Quality Management System 251
VIPs 254
7.3.2 Managing Products and Services Globally 254
VIPs 261
12 Table of Contents
7.3.3 Enhancing Customer Relationships 261
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
9.2.1 Introducing Self-Assessment Tools 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
Pressestimmen
Aus: Business Spotlight Ausgabe 6/2015
This book will be useful to anyone who works for an international organization and wants to understand international management. […]

Autoreninfo

Adam, Patricia

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.
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Kundenmeinung von R. Wagner

Ein gutes Buch, dass sich an EFQM orientiert und relativ weitreichend die Thematik abdeckt. Die Folien sind gut als Ergänzung für den Unterricht einsetzbar.

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