This book provides critical information on a wide selection of cases and theories that detail reforms and innovations in Japanese companies, in their decade-long struggle to recover from the 1991 bubble burst. It examines the Japanese concept of business value, business restructuring, organizational redesign and new business models.The book is unique in that the technique and models described are all originally developed in Japan. It will serve as a useful reference source for companies looking for ways to rejuvenate their businesses.

This casebook demonstrates that the future of global business lies in how well the multinational landscape is charted and how the importance of Asian market leaders is deeply embedded in it. It offers international management students and researchers an extensive guide to the business history, strategy development, and foreign market entry modes used by emerging Asian multinationals. The cases focus on well-known companies such as Lenovo, Alibaba, Infosys, Huawei, Panasonic, and Rakuten. These companies, all of which generate huge revenues in their own countries (e.g. in China, India, South Korea, Taiwan, Vietnam), are now becoming increasingly sophisticated and striving to become global brands, while also enjoying the active support of their governments in terms of their international business. Readers will learn about the current multinational landscape in Asia, the management challenges, and the future implications for traditional western companies seeking to retain their market share. Chapters on corporate entrepreneurship, human resource management and intercultural competence, and current branding trends in Asia will provide a cutting-edge update on international business strategy for students and practitioners alike.

A compact overview of the most relevant concepts and developments in International Management. The various strategy concepts of internationally active companies and their implementation in practice are the core of this book. The authors describe the particularities of international value chain activities and management functions and offer a thorough understanding of how Production & Sourcing, Research & Development, Marketing, Human Resource Management and Controlling have to be designed in an international company and what models are available to understand those activities in an international context. In 23 lessons, a comprehensive overview of all key issues is given. Each lesson is accompanied by a case study from an international company to facilitate the understanding of all important factors involved in strategic international management. In this third edition, all chapters have been updated, all case studies revised, new chapters and recent data were integrated.

In the interests of globalization, many companies today are establishing theories and practices for international management accounting. This book discusses the current status of international management accounting in Japan through interviews with three major electronics companies. By tracing the history of the business expansion of the three companies, as well as their transition of strategies and accompanying organizational structure, key features and details of international management accounting are faithfully described. The book is divided into two parts. Part I describes general concepts of international management accounting in global companies, while Part II analyzes the experiences of three leading electronics companies ? Matsushita, Sharp and Sanyo ? in international management accounting. Written in a scholarly yet accessible manner, this book will benefit both academics and industry professionals practising in the field.

This is the seventh edition of International Management Behavior, an established text for students and executives developing the knowledge, perspective and skills required for leading and managing people in global business. This guide provides a comprehensive overview of international management, structured around the core challenges and opportunities faced by global managers. This encompasses: the role of the global manager, working on an individual and organizational level, and understanding how to manage a diverse workforce. Individual chapters address key subjects, including: the global mindset, working effectively across cultures, strategy execution, change management and working in global teams. This edition has been thoroughly updated to reflect recent developments in ethics and corporate sustainability. Based on over 40 years of teaching and research, International Management Behavior 7e is designed to stimulate and facilitate learning. This text combines a wealth of theoretical knowledge with current real-world examples across a range of cultures and industry sectors. The authors focus on research that provides the most immediate, practical guidance for managers, with well-chosen examples to demonstrate practical implementation and bring key concepts to life. To accompany the revised and updated seventh edition of International Management Behavior, updated instructor support material has been supplied at www.wiley.com/go/lane7e, including PowerPoint slides and teaching notes. This instructor site has been designed in conjunction with the main text to assist the teaching and development of global leaders.

This book represents views, frameworks and practices on stimulating and realising our optimal potential as human beings in the context of a workplace where there is a desire to achieve shared goals and aspirations in order to accomplish positive economic, societal and environmental impacts and outcomes. It describes a vision of how life and work in organisations could be. We describe a new kind of organisation. Being a good person and doing good things while making profit are a real possibility for those management innovators who think beyond immediate trade-offs. In this book we explore management innovation as core study field and arena for re-inventing and re-imagining how people in organisations could execute management activities such as planning, organising, leading and controlling for multiple stakeholder satisfaction and benefits. Work can be much more joyful and fulfilling than we think, but it requires courage from us to take responsibility when freedom is offered.

McFarlin and Sweeney provide students with an accessible, application-oriented approach to international management, focusing on key challenges including motivation, leadership, and communication across cultural boundaries. The book gives students a global perspective on the process of hiring, training, and developing employees, as well as strategic decision making in relation to foreign markets. Questions, case studies, examples of creative problem solving, and testimonials from real-world managers operating in the international arena are just a few of the tactics McFarlin and Sweeney use to help students begin to think about applied theory on a global level. All chapters have been updated with recent articles from leading business sources and academic journals, and new case studies have been incorporated.

Crises and scandals in the world of international management have brought a new spotlight onto how the subject is taught, studied and understood. There has been a plethora of literature on international management, but a lack of focus on how international management education (IME) can be shaped to respond to existing and future global business challenges. The Routledge Companion to International Management Education gathers together contributors from academia, industry and university administration involved in IME, to: introduce the domain of IME; describe the emerging state in new geographical areas; discuss the major issues and debates revolving around IME; explore the linkage of technology and international management, and shed light on the future of IME. The diverse background of the contributors provides a global perspective that challenges the dominant Anglo-American view, with up-to-date specific insights originating from their indigenous view points, which has often been neglected and inadequately covered. The volume answers important questions, such as: Do we need a vision in IME? What is the current state of IME? How has IME grown in emerging market segments? What roles does technology play in its recent development? The volume provides thought-provoking reading for educators, administrators, policy makers, human resources professionals and researchers. It will also give future international management students a glimpse of IME from a global inside-out perspective.

What can we learn about management ethics from other cultures and societies? In this textbook, cross-cultural management theory is applied and made relevant to management ethics. To help the reader understand different approaches that global businesses can take to operate successfully and ethically, there are chapters focusing on specific countries and regions. As well as giving the wider geographical, political and cultural contexts, the book includes numerous examples in every chapter to help the reader critique universal assumptions of what is ethical. By taking a closer look at the way we view other cultures and their values, the author challenges us to rethink commonly held assumptions and approaches in cross-cultural management, and to apply a more critical approach.

International Management: A Stakeholder Approach applies a practical, engaging and real time approach to the evolving topics related to International Management. In thirteen chapters, the authors discuss the complexities managers must address when making decisions in a global marketplace, including the complexity of globalization; the external global environment; ethics and social responsibility; culture; communication; entry strategies; global strategies; management decision making; motivation; leadership and organizational change; and human resources.