International Management Behavior E-Book

Henry W. Lane

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 582

Veröffentlichungsjahr: 2014

Beschreibung

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.

Leseprobe

Contents

Acknowledgments

Introduction

Part 1

Chapter 1: The Global Manager

Globalization: The Setting for International Management Behavior

Managing People Across Borders: A Job Description

Superhero or Ordinary Human? What Does It Take to Lead Across Borders?

Part 2

Chapter 2: Understanding Culture: Through the Looking Glass

Culture: Easier to Identify than Define

Culture Influences How We See the World

Mapping Cultures

Culture is at the Core of International Management

Chapter 3: Interpersonal Skills for International Management: The MBI Model for High Performance

Mapping to Understand and Describe Differences

Bridging Differences Through Communication

Integrating to Manage and Build on the Differences

MBI Creates Results

Chapter 4: Managing Global Teams and Networks

Teams are the Basic Unit of Work and Collaboration

Effective Teams Manage their Set Up and their Processes Carefully

Virtual Teams: The Joys and Challenges of Distance and Technology

Beyond Teams: Connecting Networks for Social Capital

Complex, Large, Distributed Global Teams: Ambitious Configurations to Achieve Ambitious Goals

Teams in International Management Combine the Old and the New

Part 3

Chapter 5: Executing Global Strategy

Strategy Execution is Embedded in Context: Know Your Assumptions

Aligning the Organization to Execute

Aligning the Organization Everyday: The Critical Role of Systems

Aligning to the Environment

Strategy in Global Organizations

Developing a Global Presence

Executing Global Strategy: The Importance of Judgement and Leadership

Chapter 6: Talent Management: Selecting and Developing Global Managers

Global Managers Manage Complexity

Global Talent Management

Challenging Destinations

Ongoing Talent Development – Important for all International Companies

Chapter 7: Managing Change in Global Organizations

Managing Change: Preparing, Initiating, Reinforcing

Phase 1: Appraising the Readiness for Change

Phase 2: Initiating Change and Adopting the New Behavior

Phase 3: Reinforcing the Change

The Change-Ready Organization

Change is a Constant

Part 4

Chapter 8: Competing With Integrity in Global Business: Personal Integrity

Overview

Ethical Issues

Human Rights and Security Examples

Ethical Frameworks

Competing With Integrity

Chapter 9: Competing With Integrity in Global Business: Corporate Sustainability

Index

“Those familiar with previous editions of this excellent text will find the 7th edition extensively revised. However, the focus on the human element of managing effectively across national and cultural contexts, a highlight of previous editions, has been maintained. This new edition provides immediate and practical guidance for managers. This application to practice, drawn from extensive research and the experiences of managers, is what sets this book apart. Anyone interested in knowing how to function effectively in a global business environment should keep this volume close at hand.”

David C. Thomas, PhD, Professor of International Business, Australian School of Business, Author ofCross-Cultural Management: Essential Concepts

“Professors Harry Lane and Martha Maznevski are two of the most skilled, experienced, and insightful cross-cultural educators of our time. The seventh edition of International Management Behavior is subtitled Global and Sustainable Leadership, a topic that resonates well with what I consider important to convey to a student of today. Lane and Maznevski epitomize the subtitle by leading the way in sharing their teaching. We are provided with meaningful models which not only illustrate the text but are also bound to generate exciting discussions in class. This book is not to be missed!”

Lena Zander, Professor, Uppsala University, Sweden

“I recall when I encountered the first edition of International Management Behavior. It was like a cool drink on a hot day. The world suddenly seemed a better place. As I review the 7th edition, I marvel that the book still packs a punch and maintains what made it a stand-out book from the start — its overwhelmingly positive view of the world and of the potential for skilled managers to make a profound and positive difference. The changes in this edition are both needed and welcome; the world is rapidly changing and this edition has responded in kind. Anyone who absorbs and applies the wisdom between its covers will be well prepared to take their place among the best global managers.”

Allan Bird, Brodsky Professor in Global Business, D’Amore-McKim School of Business, Northeastern University

“Since its first publication in 1988, International Management Behavior has been an indispensable resource for faculty teaching a wide variety of courses in international management, cross-cultural management and international organizational behavior. IMB has a number of strengths. It was one of the first texts to take a process and interactive approach to international management behavior. Its ‘MBI–Map–Bridge–Integrate framework’ foresaw research that was to come much later and has stood the test of time. The fact that its authors are active researchers as well as closely engaged with the world of practice makes this text current, rigorous and relevant. I recommend it unreservedly!”

Nakiye A. Boyacigiller, Professor of Management, Sabanci University, Istanbul, Turkey, President-elect, Academy of International Business

This edition first published 2014

© 2014 Henry W. Lane and Martha L. Maznevski

First edition published 1988 by Nelson Canada

Second edition published 1992 by PWS-Kent Publishing Company

Third, fourth and fifth editions published 1997, 2000, 2006 by Blackwell Publishing Ltd

Sixth edition published 2009 by John Wiley & Sons Ltd

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Dedication

To Joe DiStefano, who inspired and empowered our excitement for cross-cultural journeys. If we make a difference, it is in large part because you made a difference to us.

To all the friends who have helped me learn about their cultures, and my own.

Henry (Harry) W. Lane

To Julianna, Katie, Andrea and Hadley, to help them inspire the next generation.

Martha L. Maznevski

Acknowledgments

The seventh edition of this book has involved a major revision of material from previous editions.

With Professor DiStefano’s retirement and absence from this edition, Professors Lane and Maznevski start by acknowledging his historical contribution to this book and to their careers. In 1975, Professor DiStefano interviewed Professor Lane who was a doctoral candidate at the Harvard Business School, and recruited him to Canada. He became a colleague, co-author, and friend. In 1974 at the Ivey Business School (at the time the Western Business School), Professor DiStefano started one of the first cross-cultural courses anywhere, which became the genesis of this book. He was also the Chair of Professor Maznevski’s Ph.D. thesis committee. In January 2000, Professor DiStefano joined IMD in Lausanne, Switzerland, and recruited Professor Maznevski to IMD in 2001.

Another person at the University of Western Ontario who became a colleague, co-author, and friend, was Professor Don Simpson. He deserves special recognition for introducing Professor Lane to Africa and helping him begin his “voyage of discovery” into the reality of functioning in other cultures and doing business internationally.

Professors Lane and Maznevski have appreciated the support for their work on international business shown by their colleagues and research associates over the years at the Ivey Business School, Northeastern University, University of Virginia, and IMD.

Both of us owe a special debt to our professors, colleagues, and friends who shaped our interests and knowledge at Ivey. We are grateful to: Deans J. J. (Jack) Wettlaufer, C. B. (Bud) Johnston, Adrian Ryans, and Larry Tapp; Professors Jim Hatch, Terry Deutscher, and Ken Hardy; the directors of Research and Publications at the Ivey Business School; and especially the donors of the Donald F. Hunter professorship (a Maclean Hunter endowment) and the Royal Bank professorship, which provided extra time for Professors Lane and DiStefano to undertake much of the initial work in developing this text. We all also recognize the special contribution and mentorship of the late Professor Al Mikalachki who taught us so much about change.

After the third edition Professor DiStefano moved to Hong Kong to launch the Ivey EMBA program there and acknowledges with thanks Ivey alumnus, Dr Henry Cheng, whose financial and personal support were so critical to the success of this effort and to the deepening of Professor DiStefano’s understanding of Hong Kong and China.

In 1994, Professor Lane assumed responsibility for Ivey’s Americas Program and that same year he began working with IPADE in Mexico and is very appreciative of the wonderful colleagues and friends he has made there over 20 years who have not only contributed to his education about Mexico and Latin America, but made it enjoyable to spend time there learning. In September 1999, Professor Lane moved to Northeastern University as the Darla and Frederick Brodsky Trustee Professor in Global Business. Professor Lane is grateful for their support and friendship.

In 1994, Professor Maznevski moved from Ivey to the McIntire School of Commerce at the University of Virginia. She thanks her colleagues there, in particular Dean Carl Zeithaml. The commitment of the school to making its programs global provided substantial support for her involvement in developing material for this book. Dean Zeithaml sponsored, both financially and with his enthusiasm, the first ION conferences and the genesis of a great network of colleagues.

In 2001, Professor Maznevski moved to IMD, and her learning and this book have been greatly influenced by her experiences there. She thanks her colleagues for their collaboration and learning adventures. As Program Director for large general management programs, of the full-time MBA, and of many programs for companies, she worked with senior executives from around the world, and accompanied them on their global development journeys.

To this list of acknowledgments we need to add a large number of people and institutions from around the world who have broadened and informed our experience: managers in both the public and private sectors; colleagues at other universities and institutes; companies who have provided access to their operations for the purpose of writing cases; and a number of former students and research assistants who worked with us to develop material for this and previous editions. Among the former research assistants, a special note of thanks is due to Professor Bill Blake of Queen’s University and to Professor Lorna Wright of York University. We would also like to thank David Ager, Dan Campbell, Celia Chui, Karsten Jonsen, and David Wesley for their substantial contributions. Other previous doctoral students who contributed to the intellectual tradition in international business at Ivey and to our learning, included Paul Beamish, Neil Abramson, Shawna O’Grady, Terry Hildebrand, Professor Iris Berdrow of Bentley University, Sing Chee Ling, and Jonathan Calof.

The restructuring that has taken place in the publishing industry adds considerably to this list of acknowledgments. A series of acquisitions and reorganizations has led to our experience with six publishers and five editors during the writing of the six editions. Our sincere thanks go to Joerg Klauck who was at Methuen, Ric Kitowski who was at Nelson Canada, Rolf Janke who was at PWS-Kent and then Blackwell, and Catriona King at Blackwell. All were strong believers in, and advocates for, this book. Additionally, Rosemary Nixon who was at Blackwell has also been a strong supporter of our work in this and other books. When Wiley acquired Blackwell, Rosemary moved to Wiley and we are delighted to be continuing our relationship with her at Wiley. We also express our appreciation to colleagues who have provided the publishers, and us, with helpful critiques. To Nick Athanassiou, Bert Spector. Chris Robertson, and Jeanne McNett and Andy Savitz we say a special thanks for the reviews, suggestions, and editing which shaped this, and earlier editions.

Students and managers who have worked with our materials and colleagues who have adopted our book and have written to us with thanks and suggestions, have all helped us and others learn. To them we also add our gratitude. Professor Lane would acknowledge, in particular, Professors Nick Athanassiou, Sheila Puffer, Alexandra Roth, David Wesley and Tricia McConville who have used this book at Northeastern and the executives who have shared their experiences with us or have facilitated access to case situations: Ken Clark, Gail Ellement, Ted English, Charles Forsgard, Astrid Nielsen, Philipp Röh, and Ron Zitlow. Professor Maznevski thanks all the many executives on programs at IMD that have shared their stories and challenges.

We both warmly thank our friends and colleagues at ION, the International Organizations Network. This group has greatly facilitated and inspired our work, helped us make new friends and create new knowledge, and is always fun.

Last, but hardly least, we thank our families who have supported our learning and the publishing of what we have learned. This has meant time away from home, time spent alone writing, and time and energy devoted to the many visitors and friends from around the world who have shared our homes. All have been critical to our development. Our spouses, Anne and Brian have been more than patient; they have contributed significantly to our understanding and commitment, as have our children and grandchildren. We thank them all for their love and assistance. Notwithstanding this lengthy list of personal acknowledgments, we close with the usual caveat that we alone remain responsible for the contents of this book.

H. W. Lane

Boston, MA

M. L. Maznevski

Lausanne, Switzerland

May 2013

Introduction

The real voyage of discovery consists not in seeking new landscapes, but in having new eyes.

—Marcel Proust

This book is for managers like Lars, a senior German manager who has worked and lived in many countries and is now in charge of operations at a multinational technical firm, working with his teams to develop and implement global strategies; like Magdi, a senior Lebanese manager who has also worked and lived in many countries and is now in charge of an important, but challenging, country organization for a global multinational company; and like Amanda, an American senior manager with a great track record in new product development and marketing at many important Silicon Valley firms, now with direct responsibility for international operations.

The book is also for young managers like Rachna, an Indian now in Europe, globally sourcing service contracts for a US-based multinational; like Jonatas, a Brazilian now in the Middle East, optimizing supply chain for a Europe-based specialty chemicals firm selling its product to Asia; like Rich, a Canadian who returned to his home country after working abroad, to innovate new practices in the oil industry; and like Kathie, just starting her career, intrigued about international management and eager to learn what it entails.

It’s also for people like Jemilah, Ed, Feena, Judy and Jim: senior leaders in global NGOs who are actively trying to help the world while simultaneously revolutionizing their industry to make aid more effective. And it is for Jesper, Mahoto, Ernest and Saskia, young managers creating innovative ways to combine aid, development, and entrepreneurship to help people help themselves in countries with developing economies.

The book is also for people like Josefine, Mads, Veronica, and other senior leaders in human resources responsible for attracting, assessing, developing, and enabling all the people who manage their organizations internationally.

This book is not just a book about global business. It is about people who conduct business – and manage other types of organizations – in a global environment. It discusses and explores typical situations that managers encounter: the problems and opportunities; the frustrations and rewards; the successes and failures; the decisions they must make and the actions they must take.

Global business is not an impersonal activity, and it should not be studied solely in an impersonal way. It is important to understand trade theories; to be able to weigh the pros and cons of exporting versus licensing; or to understand the advantages of a joint venture versus a wholly-owned subsidiary. But, eventually theory must give way to practice; strategizing and debating alternatives must give way to action. Working globally means interacting with colleagues, customers, and suppliers from other countries to achieve a specific outcome. We focus on these interactions, on getting things done with and through other people in an international context.

DEVELOPING INTERNATIONAL MANAGERS: RESEARCH-GROUNDED, PRAGMATICALLY-TESTED

We have developed, refined, and tested the perspectives in this book for over 40 years with undergraduates, graduate students, and practicing executives of all levels around the world. Combining conceptual knowledge and contextually based skill-building provides an effective learning package. In addition to drawing on the research of others, we have conducted our own research on the issues and skills relevant to international management, as well as how best to train global managers.

Management focus

We take a problem-solving approach to international business. International business activities are complex situations in which both business and cultural factors are often simultaneously embedded. The skills needed to cross boundaries cannot be isolated from business realities, and appreciating various and multiple influences on behavior can make a difference in outcome and performance.

Behavioral focus

The human element in managing effectively across cultures is just as important as, and sometimes more important than, the technical or functional elements. However, most managers have developed stronger technical or business skills than boundary-spanning interpersonal and cultural skills. They need to complement these strong technical backgrounds with the behavioral skills; if they don’t, they may never get the opportunity to use the business or technical skills.

Process focus

Related to the behavioral orientation is a process orientation – behaving, interacting, learning, and moving forward to meet objectives. This perspective is an important contributor to success in a global market. In other words, leading well in an international setting is not just about having the right characteristics or competences, it’s about the dynamics of knowing how to adapt quickly and effectively. Often, good international management is less about “finding a solution or making a decision” and more about “identifying and embarking on a process.”

Intercultural focus

The material in this text focuses primarily on the interaction between people of different cultures in work settings. This intercultural orientation is distinct from a comparative approach, in which management practices of individual countries or cultures are examined and compared. We will often report on cultural comparisons, but we will focus on what happens at the intersection. This is the interface that provides both the greatest challenges and the most interesting opportunities.

Culture-general focus

This book is intended for a wide variety of managers and international staff who must function effectively in a global environment; therefore, we do not concentrate deeply on particular cultures, countries or regions. A culture-general perspective provides a framework within which country-specific learning can take place more rapidly as necessary. It helps to know what questions to ask and how to interpret the answers received when conducting business globally or helping others to do the same. It helps the learner become more effective at learning and adapting to other cultures. We do provide specific examples of cultures, countries and regions: not enough to take the place of in-depth culture-specific training for people who are assigned to a particular place, but enough to enhance the impact of that training.

OUTLINE OF THE BOOK: FOLLOWING THE CHALLENGES AND OPPORTUNITIES

The four parts of this book follow the main categories of challenges and opportunities we see international managers experiencing most frequently.

Part 1 is made up of Chapter 1, The Global Manager. This chapter explores the role of people who manage others in a global environment, and what makes it different from “regular” management. It introduces a global mindset, a global leadership competences model, and a set of principles for leading. These three elements set the organizing framework for the rest of the book.

Part 2 consists of three chapters that look at the individual and interpersonal sides of global management. Chapter 2 discusses culture and its effect on people and their behavior, Chapter 3 describes a model for interacting effectively across cultures, and Chapter 4 focuses on global teams and networks.

Part 3 moves the discussion from the individual to the organizational level. Chapter 5 focuses on strategy execution in a global context. Chapter 6 examines the challenge of complexity facing global managers and issues in recruiting and developing the people in this talent pool. Chapter 7 provides guidance on managing change in global organizations.

Part 4 has two chapters on competing with integrity in global business. Chapter 8 focuses on ethics at an individual level and Chapter 9 looks at corporate sustainability issues.

The chapters combine our own research and experience and that of many others. This is not a typical textbook in that we do not provide a review of all the research in the field. Other resources do that well. We focus here on the research that provides the most immediate practical guidance for managers, and present it in ways that have proven to be helpful for practice. We provide many examples throughout the book to help readers see how others have applied the lessons, and generate ideas for applying the ideas and behaviors themselves. Most of our examples come directly from the experience of managers we’ve worked closely with, and we’ve tried to capture the flavor, feeling, and tempo of these people and the places in which they live and work. They may not be as recognizable as leaders who capture headlines in the press, but we provide more behavioral and reflective insights. We find they provide great role models.

In this edition, we have not provided full-length teaching cases. If you are a professor using this book for a class or a consultant using it to develop others, please see our website www.wiley.com/go/lane7e for sample syllabi, annotated suggestions for teaching cases, and resources for teaching and developing global leaders.

Globalization means that one does not have to travel to another country to be exposed to situations of cultural diversity. For example, consider a manager in Boston who works for Genzyme which is one of the world’s leading biotech companies. This company was founded in Boston in 1981 and was acquired by Sanofi SA from France in 2011. Now the American manager may be frequently travelling to France or interacting with French managers when they come to Boston. This same manager possibly interacts with a number of other local Boston companies that are also now foreign-owned. He or she may have an account with Citizens Bank (owned by the Royal Bank of Scotland Group plc) or Sovereign Bank (owned by Santander from Spain); purchase insurance from John Hancock (owned by Manulife Financial of Canada); and buy groceries from Stop & Shop (owned by Royal Ahold NV of the Netherlands). And managers from these companies are also likely to experience working with their Scottish, Canadian, Spanish and Dutch counterparts.

In countries with long histories of immigration, such as Canada, the United States, and Brazil, there is considerable diversity within the domestic workforce and many managers experience working with cultural diversity as part of their daily routine. Managers in all of these countries find the material in this book is also applicable in these situations and has been useful – without them ever having to leave their home base.

FOCUS ON THE VOYAGE

This book is based on the philosophy that learning is a life-long, continuous process. Rather than provide an illusion of mastery, we hope it stimulates and facilitates even more learning about other cultures and how to work effectively with others. For some readers, the material in this book may represent a first encounter with different cultures. Other readers may have been exposed to different cultures through previous courses or personal experience. For those with prior exposure to other people and places, the journey continues with a new level of insight. For those without prior experiences, welcome to an interesting journey!

Part 1

Chapter 1

The Global Manager

It has become cliché to say that today’s managers, wherever they are, must be internationally-minded. We have been saying it since the first edition of this book in 1988, and it seems to be more imperative with each year. In the twenty-first century, being a global leader is no longer a nice-to-have capability, it is a must-have for those who want to create value for their organizations. Recently we asked a group of executives from several countries, “How important is it for you to be a global leader – a leader who has expertise working effectively across countries?” Here are some typical responses:

Christine, head of a key product division in an industrial product firm’s largest country market, Germany: “My customers are all in Germany and so is my team, so you would think my job is all in Germany. But our company is headquartered in Scandinavia and our plants are in several different locations around Europe. When we have challenges serving our customers, the people I need to work with are mostly outside of Germany and those are the interactions that make the biggest difference in my business. Maybe even more important, my new ideas come from outside of Germany. The German market is mature, saturated, we and the customers all know what to expect. It’s when I work with people in the international arena that I learn how to build my business better within Germany.”

Ho Yin, corporate director of human resources of a Singapore-based conglomerate’s utility businesses: “You might expect that a business involved in generating, distributing and retailing electrical power is fundamentally local. But as we extend our reach to Australia, India, Southeast Asia and China, we need to identify and adopt the best practices in the industry worldwide. Regulators expect us to provide reliable service at competitive prices. To do this we need managers beyond our solid base of technical experts; people who are experienced at dealing with ideas and people from many countries and cultures, and who can lead in demanding circumstances in many different countries. Finding and developing such people is perhaps our biggest challenge.”

Jesper, a Swedish social entrepreneur working in Kenya: “My not-for-profit provides solar-powered lamps to off-grid rural areas in Kenya to empower children to study.1 My funders mostly come from the developed world, and I have close partnerships with colleagues in places like the US and Switzerland – individuals and companies – for this funding. The quality and price of the lamps is critical, so we ran an extensive global search and ended up with lamps sourced from China. The other part of my job is helping new investors come to Africa, both through investment funds I help to run, and providing advice for ethical business entry. My job is clearly global and I love that. The opportunities are enormous when you can bring the world together to address local challenges. It’s clear to me that others are seeing those opportunities too.”