In today's highly competitive global economy, it is said that most managers are - or soon will be - global managers. Whether they work abroad or in their home country, their work is influenced by global events and people from different cultural backgrounds. Success depends on knowing how to work effectively with people and companies worldwide and requires both intercultural competence and global management skills. This revised fifth edition presents the latest theories, research, and practices in global management. It contains a rich assortment of management applications that feature the experiences of one hundred companies, plus fifty global managers from thirty different countries. The book is organized around a new Skills Development Model designed to enhance students' acquisition of global knowledge and competencies. This book is designed for courses in cross-cultural and international management at both undergraduate and graduate levels.

In today's highly competitive global economy, it is said that most managers are - or soon will be - global managers. Whether they work abroad or in their home country, their work is influenced by global events and people from different cultural backgrounds. Success depends on knowing how to work effectively with people and companies worldwide and requires both intercultural competence and global management skills. This revised fifth edition presents the latest theories, research, and practices in global management. It contains a rich assortment of management applications that feature the experiences of one hundred companies, plus fifty global managers from thirty different countries. The book is organized around a new Skills Development Model designed to enhance students' acquisition of global knowledge and competencies. This book is designed for courses in cross-cultural and international management at both undergraduate and graduate levels.

Following the fortunes of one of the most successful entrepreneurs to date, this original new book recounts the triumphs of Hyundai's creator: Chung Ju Yung. Illustrated with 32 pages of colour photographs not previously seen in the West, Made in Korea also includes in-depth interviews with key Hyundai executives, including Chung Ju Yung himself. His life is filled with lessons for aspiring entrepreneurs, and is essential reading for those interested in leadership, Asian business culture and Korea's economic development.

This definitive text will bring a new level of professionalism to courses in International Management. Truly global in focus, it is a comprehensive primer on the challenges and prospects of international management, with a particular emphasis on developing global managers who are skilled in economics, strategy, and general management. In addition, the authors help readers develop an in-depth understanding of the role of cultural differences in managerial effectiveness. The text is divided into three parts: the emerging global economy; culture, organization, and strategy; and managing global operations. Management topics include: organizing for international business, global business strategy, building strategic alliances, international negotiations, global staffing, managing a competitive workforce, TQM and employee involvement, and managing multicultural teams. Throughout the text, the authors integrate current conceptual materials on global management with in-depth country analyses and real-world business examples. Each chapter begins with an opening case vignette (from countries around the world) and concludes with a list of key terms and in-depth exercises (Global Manager's Workbook). The text also provides country ratings for 50 countries on economic activity, political risk, and cultural differences, as well as a 35 item instrument for students to measure their own cultural awareness

This definitive text will bring a new level of professionalism to courses in International Management. Truly global in focus, it is a comprehensive primer on the challenges and prospects of international management, with a particular emphasis on developing global managers who are skilled in economics, strategy, and general management. In addition, the authors help readers develop an in-depth understanding of the role of cultural differences in managerial effectiveness. The text is divided into three parts: the emerging global economy; culture, organization, and strategy; and managing global operations. Management topics include: organizing for international business, global business strategy, building strategic alliances, international negotiations, global staffing, managing a competitive workforce, TQM and employee involvement, and managing multicultural teams. Throughout the text, the authors integrate current conceptual materials on global management with in-depth country analyses and real-world business examples. Each chapter begins with an opening case vignette (from countries around the world) and concludes with a list of key terms and in-depth exercises ("Global Manager's Workbook"). The text also provides country ratings for 50 countries on economic activity, political risk, and cultural differences, as well as a 35 item instrument for students to measure their own cultural awareness.

In his best selling book The World is Flat, Friedman (2005) argues that many more countries and companies now compete in global markets than ever before. The effects of globalization are pervasive and are leading to the emergence of new social, political and business models. This flattening of the world represents a fundamental change and requires that managers of organizations throughout the world develop and use a global mindset.
A global mindset is "a set of individual attributes that enable an individual to influence individuals, groups, and organizations from diverse socio/cultural/institutional systems." The importance of this ???global mindset??? suggests that we need to better understand both its theoretical base and its practical relevance. The purpose of this book is to explore the content of a global mindset, how it is developed, when and how it should be applied, and what its consequences are.
Therefore, a new source of competitive advantage is emerging: the ability to integrate players from many parts of the world faster and more effectively than others. The challenge to global corporations is increasingly to create seamless globally integrated systems to satisfy diverse customer needs in diverse global markets. Corporations??? ability to create globally integrated systems depends to a large extent on their success in getting their employees, managers, and executives to understand and adapt to a flat world. Thus, the new competitive advantage of global corporations lies in their ability to shape the minds and actions of their employees to ensure successful performance.
The contributions in this volume suggest that the concept of global mindset represents animportant competitive tool for today??'s managers. Corporate leaders are advised to develop, exhibit and act with a global mindset in order for their firms to achieve and maintain a competitive advantage in international markets. Without such a mindset, such firms are likely to encounter better prepared and more knowledgeable global competitors, thereby threatening their very survival.
Advances in International Management is now available online at ScienceDirect ??? full-text online of volumes 15 onwards.
*Gives a detailed account of the global mindset as an important competitive tool
*International in scope
*Edited by field leaders

It is now widely recognized that countries around the world are becoming increasingly interconnected, and that both public and private organizations are of necessity becoming increasingly global. As political, legal, and economic barriers recede in this environment, cultural barriers emerge as a principal challenge to organizational survival and success. It is not yet clear whether these global realities will cause cultures to converge, harmonize, and seek common ground or to retrench, resist, and accentuate their differences. In either case, it is of paramount importance for both managers and organizational scholars to understand the cultural crosscurrents underlying these changes. With contributions from an international team of scholars, this book reviews, analyzes, and integrates available theory and research to give the best information possible concerning the role of culture and cultural differences in organizational dynamics.

It is now widely recognized that countries around the world are becoming increasingly interconnected, and that both public and private organizations are of necessity becoming increasingly global. As political, legal, and economic barriers recede in this environment, cultural barriers emerge as a principal challenge to organizational survival and success. It is not yet clear whether these global realities will cause cultures to converge, harmonize, and seek common ground or to retrench, resist, and accentuate their differences. In either case, it is of paramount importance for both managers and organizational scholars to understand the cultural crosscurrents underlying these changes. With contributions from an international team of scholars, this 2009 book reviews, analyzes, and integrates available theory and research to give the best information possible concerning the role of culture and cultural differences in organizational dynamics.