2022年国际企业管理期末重点复习.pdf

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1、学习好资料欢迎下载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.

2、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 con

3、straint. 2. Collectivism: the political philosophy that views the needs or goals of society as a whole as more important than individual desires. 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 1 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载3. Socialism: a moderate form of collectivism

4、 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 Quran and

5、 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

6、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 see

7、 fit. 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 2 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载2. International jurisdiction: which includes nationality principle, territoriality principle, protective principle. Nationality principle: a jurisdictional principle of international l

8、aw 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 tha

9、t 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

10、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

11、have the legal 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 3 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载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 conduc

12、t. 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 th

13、at 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 beha

14、vior. Characteristics of culture: 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 4 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载1. Learned. Culture is not inherited or biologically based; it is acquired by learning and experience. 2. Shared: people as members of q group, organization,

15、 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

16、 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 adaptiveprocess of animals. Cultural diversity In overall terms, the cultural impact on international management is re

17、flected 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 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 5 页，共 20 页 - - - - - - - - - - 学习

18、好资料欢迎下载3. Individual vs. group 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 peoples behavior; 2. The norms and values th

19、at guide the society; 3. The explicit artifacts and products of the society. Values in cultureValues: 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 m

20、embers of institutions and organizations accept that power is distributed unequally. Lower-power-distance: generally be decentralized and have flatter organization structure; 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 6 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载High-power-dista

21、nce:have a large proportion of supervisory 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

22、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 employ

23、ees. 3. Individualism; the tendency of people to look after themselves and their immediate family only. Hofstedefound that wealthy countries have higher individualism scores and poorer countries and regions higher collectivism. 4. Masculinity: a cultural characteristic in which the dominant values i

24、n 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 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第

25、7 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载Trompenaars cultural dimensions 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

26、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 em

27、otions 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

28、space and private space are similar in size and individuals guard their public space carefully, because entry into public space affords entry 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 8 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载into private space as well. 5. Achievement vs. as

29、cription: 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-direc

30、ted environment. 8. Cultural patterns or clusters. Globes 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 精品资料 - - - 欢迎下载 -

31、 - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 9 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载Chapter 6 Organizational culture: shared values and beliefs that enable members to understand their soles in and the norms of the organization. Characteristic: 1. Observed behavioral regularities 2. Norms 3.

32、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. p

33、ragmatic Four steps that are used in the process of mergers or acquisition: 1. The two groups have to establish the purpose, goal, and focus 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 10 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载on their merger; 2. Develop mechanism to identify

34、 the most important organizational structure and management roles; 3. Determin e 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 function

35、ing 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

36、 MNCS 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 o

37、rientation to the task; 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 11 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载3. Guided missile culture:culture that is characterized by strong emphasis on quality in the workplace and orientation to the task; 4. Incubator culture : culture tha

38、t 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. Multicultur

39、al 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 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 12 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载7. Communica

40、tional problems because of different perceptions fo time. Advantages of diversity: 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 organiza

41、tions 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 imperativ e: strate

42、gic 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 imp

43、rove products or services. 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 13 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载4. Administrative coordination: MNC makes strategic decisions based on the merits of the individual situation rather than using a predetermined economically or pol

44、itically driven strategy. 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 operati

45、ons. 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 sett

46、ing for strategy formulation: Areas for formulation of MNC goals: 1. profitability 2. marketing 3. operations 4. finance 5. human resources 4. strategy implementation 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 14 页，共 20 页 - - - - - - - - - - 学习好资料欢迎下载two steps to implement

47、the strategy: 1. chose the country 2. local issues 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. export/import: AD: 1. less risk 2. less investment 3. easy to entry market DI

48、SAD: It is transitional ( 过渡性的 ) in nature 2. wholly owned subsidiary: AD: 1. total control 2. better efficiency without outside partners; 3. higher profit 4. clearer communication and shared visions DISAD: 精品资料 - - - 欢迎下载 - - - - - - - - - - - 欢迎下载 名师归纳 - - - - - - - - - -第 15 页，共 20 页 - - - - - -

49、- - - - 学习好资料欢迎下载1. high risk 2. low international integration or multinational involvement 3. host countries may try to gain economic control and require it to cooperate with local organization 4. home-country sometimes oppose the creation of foreign subsidiaries 3. mergers/acquisitions AD: 1. quic

50、kly expand resources or construct high-profit product in a new market 2. cost saving 3. avoid the home- country s interpretation 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 opera