International Management: Culture Strategy and Behavior ISE

FRED LUTHANS is the University and the George Holmes Distinguished Professor of Management, Emeritus at the University of NebraskaLincoln. 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 number of colleges and universities and has lectured in numerous European and Pacific Rim countries. He has taught international management as a visiting faculty member at the universities of Bangkok, Hawaii, Henley in England, Norwegian Management School, Monash in Australia, Macau, Chemnitz in Germany, and Tirana in Albania.  A past President of the Academy of Management, in 1997 he received the Academys Distinguished Educator Award. In 2000 he became an inaugural member of the Academys Hall of Fame for being one of the Top Five all-time published authors in the prestigious academy journals. For many years he was co-editor-in-chief of the Journal of World Business and editor of Organizational Dynamics and is currently co-editor of Journal of Leadership and Organizational Studies. The author of numerous books, his seminal Organizational Behavior is now in its thirteenth edition and the 2007 groundbreaking book Psychological Capital (Oxford University Press) with Carolyn Youssef and Bruce Avolio came out in a new version in 2015. He is one of very few management scholars who is a Fellow of the Academy of Management, the Decision Sciences Institute, and the Pan Pacific Business Association.  He received the Global Leadership Award from the Pan Pacific Association and has been a member of its Executive Committee since it was founded over 30 years ago. This committee helps organize the annual meeting held in Pacific Rim countries. He has been involved with some of the first empirical studies on motivation and behavioral management techniques and the analysis of managerial activities in Russia; these articles were published in the Academy of Management Journal, Journal of International Business Studies, Journal of World Business, and European Management Journal. Since the very beginning of the transition to market economies after the fall of communism in Eastern Europe, he has been actively involved in management education programs sponsored by the U.S. Agency for International Development in Albania and Macedonia, and in U.S. Information Agency programs involving the Central Asian countries of Kazakhstan, Kyrgyzstan, and Tajikistan.  Professor Luthanss recent international research involves his construct of positive psychological capital (PsyCap). For example, he and colleagues have published their research demonstrating the impact of Chinese workers PsyCap on their performance in the International Journal of Human Resource Management and Management and Organization Review. He is applying his positive approach to positive organizational behavior (POB), PsyCap, and authentic leadership to effective global management and has been the keynote at programs in China (numerous times), Malaysia, South Korea, Indonesia, Philippines, Singapore, Taiwan, Japan, Vietnam, Costa Rica, Mexico, Chile, Fiji, Germany, France, England, Spain, Norway, Finland, Denmark, Netherlands, Italy, Russia, Macedonia, Albania, Morocco, South Africa, New Zealand, and Australia. JONATHAN P. DOH is Associate Dean of Research and Global Engagement, the Herbert G. Rammrath Chair in International Business, co-faculty Director of the Moran Center for Global Leadership, and Professor of Management at the Villanova School of Business. Jonathan teaches, does research, and serves as an executive instructor and consultant in the areas of international strategy and corporate responsibility. Previously, he was on the faculty of American and Georgetown Universities and a trade official with the U.S. government. Jonathan is author or co-author of more than 85 refereed articles published in leading international business and management journals, more than 30 chapters in scholarly edited volumes, and more than 100 conference papers. His articles have appeared in journals such as Academy of Management Review, California Management Review, Journal of International Business Studies, Journal of Management, Journal of Management Studies, Journal of World Business, Organization Science, Sloan Management Review, and Strategic Management Journal. He is co-editor and contributing author of Globalization and NGOs (Praeger, 2003) and Handbook on Responsible Leadership and Governance in Global Business (Elgar, 2005) and co-author of the previous edition of International Management: Culture, Strategy, and Behavior (11th ed., McGraw Hill/Irwin, 2021), the best-selling international management text.  His current research focus is on strategy for and in emerging markets and global corporate responsibility and sustainability. His scholarly books include Multinationals and Development (with Alan Rugman, Yale University Press, 2008), NGOs and Corporations: Conflict and Collaboration (with Michael Yaziji, Cambridge University Press, 2009), and Aligning for Advantage: Competitive Strategy for the Social and Political Arenas (with Tom Lawton and Tazeeb Rajwani, Oxford University Press, 2014). He has been an associate, consulting, or senior editor for numerous journals and was editor-in-chief of Journal of World Business 2014 to 2018. Jonathan has also developed more than a dozen original cases and simulations published in books, journals, and case databases and used at many leading global universities. He has been a consultant or executive instructor for ABB, Anglo American, Bodycote, Bosch, China Minsheng Bank, Hana Financial, HSBC, Ingersoll Rand, Medtronic, Shanghai Municipal Government, Siam Cement, and the World Economic Forum, among others. Previously, he was an external adviser to the Global Energy Resource Group of Deloitte Touche.  Jonathan served for five years as a member of the Executive Committee of the Academy of Management Organizations and Natural Environment Division, a role that culminated in service as chair of the division in 2016. He was ranked among the top 15 most prolific international business scholars in the world for the period 20012009 (Lahiri and Kumar, 2012) and in 2015 was elected a fellow of the Academy of International Business and in 2021, a Fellow of the Academy of Management. He has been an associate editor, special issue editor, senior editor, or consulting editor of several academic journals. From 2014 to 2018, he was Editor-in-Chief of Journal of World Business and is currently General Editor of Journal of Management Studies and Area Editor (Sustainability) and member of the Societal Impact Advisory Committee of the Journal of International Business Studies. He is a frequent keynote speaker to academic and professional groups in Europe, Asia, and Latin America. In the most recent global ranking by scholars at Stanford University of scientists and their intellectual contributions, he was ranked 298 out of 44,945 in business management, placing him among the top 0.65%.  He holds a Ph.D. in strategic and international management from George Washington University.

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