sausages怎么读：国际企业管理(文化、战略与行为) 期末重点复习

2020年12月2日发(作者：胡冰)



Chapter 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 Agreement of the Americas.
FDI: foreign direct investment
Global economic systems:
1. Market economy
2. Command economy
3. Mixed economy


CHAPTER 2
Ideologies:
1. Individualism: the political philosophy that people
should be free to pursue economic and political endeavors
without constraint.
2. Collectivism: the political philosophy that views the
needs or goals of society as a whole as more important than

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individual desires.
3. Socialism: a moderate form of collectivism in which
there is government ownership of institutions, and profit is not
the ultimate goal.

Legal and regulatory environment
There are three foundations on which laws are based around
the world. Briefly summarized, these are:
1. 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.
2. Common law: law that derives from English law and
is the foundations of legislation in the United States, Canada,
and England, among other nations.
3. 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:
1. Sovereignty and sovereign immunity: principle of
sovereignty: an international principle of law which holds
that governments have the right to rule themselves as they

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see fit.
2. International jurisdiction: which includes nationality
principle, territoriality principle, protective principle.
Nationality principle: a jurisdictional principle of
international law 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 every country has jurisdiction over behavior
that adversely affects its national security, even if the conduct
occurred outside that country.
3. Doctrine of comity: a jurisdictional principle of law
which holds that there must be mutual respect for the laws,
institutions, and governments of other countries in the matter
of jurisdiction over their own citizens.
4. 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.
5. Treatment and rights of aliens: countries have the

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legal 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.
6. Forum for hearing and settling disputes: this is a
principle of U.S. as it applies t international law. U.S. courts
can dismiss cases brought before them by foreigners.

Examples of legal and regulatory issues:
1. Financial services regulation.
2. Foreign corrupt practices act (FCPA): an act that
makes it illegal to influence foreign officials through personal
payment or political contributions.
3. Bureaucratization


Chapter 4
Culture: acquired knowledge that people use to interpret
experience and generate social behavior. This knowledge forms
values, creates attitudes, and influences behavior.
Characteristics of culture:
1. Learned. Culture is not inherited or biologically

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based; it is acquired by learning and experience.
2. Shared: people as members of q group,
organization, or society share culture; it is not specific to
single individuals.
3. Transgenerational: culture is cumulative, passed
down from one generation to the next.
4. Symbolic: culture is based on the human capacity
to symbolize or use one thing to represent another.
5. Patterned: culture has structure and is integrated;
a change in one part will bring changes in another.
6. Adaptive: Culture is based on the human capacity
to change or adapt, as opposed to the more genetically
driven adaptive process of animals.

Cultural diversity
In overall terms, the cultural impact on international
management is reflected by basic beliefs and behaviors. Here
are some specific examples where the culture of a society can
directly affect management approaches:
1. Centralized vs. decentralized
2. Safety vs. risk
3. Individual vs. group

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4. Informal vs. formal
5. High vs. low organizational loyalty
6. Cooperation vs. competition
7. Stability vs. innovation

The model of culture:
There are three layers of culture:
1. The implicit, basic, assumptions that guide people’s
behavior;
2. The norms and values that guide the society;
3. The explicit artifacts and products of the society.

Values in culture
Values: basic convictions that people have regarding what is right
and wrong, good and bad, important and unimportant.
Hofstede’s cultural dimensions:
1. 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 have
flatter organization structure;
High- power-distance: have a large proportion of supervisory

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personnel, centralized and have a thinner structure.
2. Uncertainty avoidance: the extent to which people feel
threatened by ambiguous situations and have created beliefs and
institution that try to avoid these.
High- uncertainty-avoidance: have a great deal of structuring of
organizational activities, more written rules, less risk taking by
managers, lower labor turnover, and less ambitious employees.
Low-uncertainty-avoidance: less structuring of activities, fewer
written rules, more risk taking by managers, higher labor turnover, and
ambitious employees.
3. Individualism; the tendency of people to look after themselves
and their immediate family only.
Hofstede found that wealthy countries have higher individualism
scores and poorer countries and regions higher collectivism.
4. Masculinity: a cultural characteristic 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.
5. Time orientation: present vs. future
6. Indulgence restraint

Trompenaar’s cultural dimensions

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1. universalism vs. particularism
universalism: 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.
2. Individualism vs. communitarianism
Communitarianism: refers to people regarding themselves as
part of a group.
3. Neutral vs. emotional:
Neutral culture: culture which emotions are held in check.
Emotional culture: culture in which emotions are expressed
openly and naturally.
4. Specific vs. diffuse:
Specific culture: culture which individuals 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 entry into public space affords entry into private space as
well.
5. Achievement vs. ascription:

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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.
6. Time: present vs. future.
7. The environment: inner-directed environment vs.
outer-directed environment.
8. Cultural patterns or clusters.

Globe’s cultural dimensions:
1. Uncertainty avoidance
2. Power distance
3. Societal collectivism
4. In-group collectivism
5. Gender egalitarianism
6. Assertiveness
7. Future orientation
8. Performance orientation
9. Human orientation

Chapter 6
Organizational culture: shared values and beliefs that enable

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members to understand their soles in and the norms of the organization.
Characteristic:
1. Observed behavioral regularities
2. Norms
3. Dominant values
4. Philosophy
5. Rules
6. Organizational climate

Dimensions of corporate culture:
1. Motivation: activities vs. outputs
2. Relationship: job vs. person
3. Identity: corporate vs. professional
4. Communication: open vs. closed
5. Control: tight vs. loose
6. Conduct: conventional vs. pragmatic

Four steps that are used in the process of mergers or acquisition:
1. The two groups have to establish the purpose, goal, and
focus on their merger;
2. Develop mechanism to identify the most important
organizational structure and management roles;

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3. Determine who has the authority over the resources need
for getting things done.
4. Identify the expectations of all involved parties and
facilitate communication between both departments.

Three aspects of organizational functioning that seem to be
especially important in determining MNC organizational culture:
1. The general relationship between the employees and their
organization;
2. The hierarchical system of authority that defines the roles
of manager and subordinates;
3. The general views that employees hold about the MNC’S
purpose, destiny, goals, and their place in them.

Four types of organizational culture:
1. Family culture: culture that is characterized by a
strong emphasis on hierarchy and orientation to the person;
2. Eiffel Tower culture: culture that is characterized by
strong emphasis on hierarchy and orientation to the task;
3. Guided missile culture: culture that is characterized
by strong emphasis on quality in the workplace and orientation
to the task;

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4. Incubator culture: culture that is characterized by
strong emphasis on quality and orientation to the person.
Phases of multicultural development:
1. Domestic firms
2. International firms
3. Multinational firms
4. Global firms
Types of group multiculturalism:
1. Homogeneous group
2. Token group
3. Bicultural group
4. Multicultural group
Potential problems associated with diversity:
1. Lack of cohesion
2. Perceptual (可感知的) problem
3. Stereotypes
4. Inaccurate biases
5. Miscommunicate
6. Misinterpreted
7. Communicational problems because of different perceptions
fo time.
Advantages of diversity:

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1. Generation of more and better ideas
2. Prevent groupthink
3. Enhances more than the internal operations but relationships
to customers as well.

Chapter 8
Strategic management: the process of determining an organization’s
basic mission, and long-term objectives, then implementing a plan of
action for attaining these goals.
Approaches to formulating and implementing strategy:
1. Economic imperative: a worldwide strategy based on cost
leadership, differentiation, and segmentation.
2. Political imperative: strategic formulation and
implementation utilizing strategies that are country-responsive and
designed to protect local market niches.
3. Quality imperative: strategy formulation and implementation
utilizing strategic of total quality management to meet or exceed
customers’ expectations and continuously improve products or
services.
4. Administrative coordination: MNC makes strategic decisions
based on the merits of the individual situation rather than using a
predetermined economically or politically driven strategy.

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The basic steps in formulating strategy:
1. External environmental scanning: the process 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.
2. Inter resources analysis: helps the firms to evaluate its current
managerial, technical, material, and financial 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.
3. Goal setting for strategy formulation:
Areas for formulation of MNC goals:
1. profitability
2. marketing
3. operations
4. finance
5. human resources
4. strategy implementation
two steps to implement the strategy:
1. chose the country
2. local issues

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strategies for the “base of the Pyramid”: strategy targeting
low-income customers in developing countries.

Chapter 9
Strategies for firms to entry international market:
1.
AD:
1. less risk
2. less investment
3. easy to entry market
DISAD:
It is transitional (过渡性的) in nature
2.
AD:
1. total control
2. better efficiency without outside partners;
3. higher profit
4. clearer communication and shared visions
DISAD:
1. high risk
2. low international integration or multinational involvement
3. host countries may try to gain economic control and

exportimport:
wholly owned subsidiary:
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require it to cooperate with local organization
4. home-country sometimes oppose the creation of foreign
subsidiaries
3.
AD:
1. quickly expand resources or construct high-profit
mergersacquisitions
product in a new market
2.
3.
DISAD:
1. cultural differences
2. time constraints
3. managers need to be wary of such common
complications and attempt t move forward by enhancing
communication and operational efficiency
ces and joint ventures:
AD:
1. improvement of efficiency
2. access to knowledge
3. mitigating political factors
4. overcoming collusion or restriction in competition
suggestions that applied in strategic alliances include:

cost saving
avoid the home-country’s interpretation
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1.
2.
know your partners well
expect difference in alliance objectives among
potential partners headquartered in different countries
3. realize that having the desired resource profiles
does not guarantee that they are complementary t your
firm’s resources
4.
5.
trust,
ing:
AD:
1.
revenues
2.
ising

be sensitive t your alliance partner’s needs
work on developing a relationship that built on
provides the licensor with a source of additional
low-cost way of gaining and exploiting foreign markets
Basic organizational structures:
1. initial division structure
2. international division structure
AD:
1. focus receives top management’s attention
2. allows the company to develop an overall, unified
approach to international operations

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DISAD:
1. separate the domestic and international managers,
which result in two different camps with divergent objectives
2. the home office has difficult to think and act on a
global basis
3. ideas for products or processes in the international
market are given low priority
3. global structural arrangements
AD:
1.
2.
product planning on a global basis
direct line of communication from customers to
expertise, enabling research to meet customers’ need
DISAD:
1. duplicating division
2. manager focus current profit instead of long-term profit
3. manager focus on local market rather than international
market
4. global area division
AD:
1. reduce cost per unit
2. allows managers to cater (迎合) local market and make
rapid decisions

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3. The same level between domestic and international
department
4. Manager are responsible for all business operation
5. Firm use mature business with narrow product line
DISAD:
1. Difficulty encountered to reconciling product emphasis
with a geographic orientation
2. Increased cost
3. Duplication of effort on reign-by-reign basis
6. global functional division
AD:
1. An emphasis on functional expertise
2. Tight centralize control
3. Relatively lean managerial staff
DISAD:
1.
2.
Difficult to coordinate of manufacturing and market
Managing multiple product lines can be very
challenging
3.
profit
7. mixed organization structures


Only the chief officer can be held accountable for the
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Organizational characteristics of MNCs
1. Formalization
2. Specialization
3. Centralization
4. Putting organizational characteristics in perspective






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