International Management: Culture Strategy and Behavior ISE

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

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