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FULL Download Ebook PDF International Management Culture Strategy Behavior 10th PDF Ebook
FULL Download Ebook PDF International Management Culture Strategy Behavior 10th PDF Ebook
We have extended from the ninth edition of International Management the chap-
ter-opening discussions called “The World of International Management” (WIM),
based on very recent, relevant news stories to grab readers’ interest and attention. Many
of these opening articles are new to this edition and all have been updated. These
timely opening discussions transition the reader into the chapter topic. At the end of
each chapter, there is a pedagogical feature that revisits the chapter’s subject matter:
“The World of International Management—Revisited.” Here we pose several discussion
questions based on the topic of the opening feature in light of the student’s entire
reading of the chapter. Answering these questions requires readers to reconsider and
to draw from the chapter material. Suggested answers to these “WIM—Revisited”
discussion questions appear in the completely updated Instructor’s Manual, where we
also provide some multiple-choice and true-false questions that draw directly from the
chapters’ World of International Management topic matter for instructors who want to
include this material in their tests.
The use and application of cases are further enhanced in this edition. All cases
have been updated and several new ones have been added. The short within-chapter
country case illustrations—“In the International Spotlight”—can be read and dis-
cussed in class. These have all been revised and three have been added—Cuba, Greece,
and Nigeria. In addition, we have added an additional exercise, “You Be the Interna-
tional Management Consultant,” that presents a challenge or dilemma facing a com-
pany in the subject country of the “Spotlight.” Students are invited to respond to a
question related to this challenge. The revised or newly added “Integrative Cases”
positioned at the end of each main part of the text were created exclusively for this
edition and provide opportunities for reading and analysis outside of class. Review
questions provided for each case are intended to facilitate lively and productive writ-
ten analysis or in-class discussion. Our “Brief Integrative Cases” typically explore a
specific situation or challenge facing an individual or team. Our longer and more
detailed “In-Depth Integrative Cases” provide a broader discussion of the challenges
facing a company. These two formats allow maximum flexibility so that instructors
can use the cases in a tailored and customized fashion. Accompanying many of the
in-depth cases are short exercises that can be used in class to reinforce both the sub-
stantive topic and students’ skills in negotiation, presentation, and analysis. The cases
have been extensively updated and several are new to this edition. Cases concerning
the controversies over drug pricing, TOMS shoes, Russell Athletics/Fruit of the Loom,
Euro Disneyland and Disney Asia, Google in China, IKEA, HSBC, Nike, Walmart,
Tata, Danone, Chiquita, Coca-Cola, and others are unique to this book and specific
to this edition. Of course, instructors also have access to Create (www.mcgraw-hill-
create.com), McGraw-Hill’s extensive content database, which includes thousands of
cases from major sources such as Harvard Business School, Ivey, Darden, and NACRA
case databases.
Along with the new or updated “International Management in Action” boxed appli-
cation examples within each chapter and other pedagogical features at the end of each
chapter (i.e., “Key Terms,” “Review and Discussion Questions,” “The World of Interna-
tional Management—Revisited,” and “Internet Exercise”), the end-of-part brief and in-
depth cases and the end-of-book skill-building exercises and simulations in the Connect
resources complete the package.
International Management is generally recognized to be the first “mainstream”
text of its kind. Strategy casebooks and specialized books in organizational behavior,
human resources, and, of course, international business, finance, marketing, and eco-
nomics preceded it, but there were no international management texts before this
one, and it remains the market leader. We have had sustainability because of the
effort and care put into the revisions. We hope you agree that this tenth edition
continues the tradition and remains the “world-class” text for the study of interna-
tional management.
viii Preface
Acknowledgments
We would like to acknowledge those who have helped to make this book a reality. We
will never forget the legacy of international management education in general and for this
text in particular provided by our departed colleague Richard M. Hodgetts. Special thanks
also go to our growing number of colleagues throughout the world who have given us
many ideas and inspired us to think internationally. Closer to home, Jonathan Doh would
like to thank the Villanova School of Business and its leadership, especially Provost Pat
Maggitti, Interim Dean Daniel Wright, Dean Joyce Russell, Interim Vice Dean Wen Mao,
and Herb Rammrath, who generously endowed the Chair in International Business
Jonathan now holds. Also, for this new tenth edition we would like to thank Ben Littell,
who did comprehensive research, graphical design, and writing to update chapter material
and cases. Specifically, Ben researched and drafted chapter opening World of International
Management features, developed a number of original graphics, and provided extensive
research assistance for other revisions to the book. Allison Meade researched and drafted
the Chapter 4 World of International Management feature on “Culture Clashes in Cross-
Border Mergers and Acquisitions.” Fred Luthans would like to give special recognition
to two international management scholars: Henry H. Albers, former Chair of the Manage-
ment Department at the University of Nebraska and former Dean at the University of
Petroleum and Minerals, Saudi Arabia, to whom previous editions of this book were
dedicated; and Sang M. Lee, former Chair of the Management Department at Nebraska,
founding and current president of the Pan Pacific Business Association, and close col-
league on many ventures around the world over the past 30 years.
In addition, we would like to acknowledge the help that we received from the many
reviewers from around the globe, whose feedback guided us in preparing the tenth edition
of the text. These include
Joseph S. Anderson, Northern Arizona Lauryn De George, University of Central
University Florida
Chi Anyansi-Archibong, North Carolina Jae Jung, University of Missouri at Kansas
A&T State University City
Koren Borges, University of North Manjula S. Salimath, University of North
Florida Texas
Preface ix
Finally, thanks to the team at McGraw-Hill who worked on this book: Susan Gouijnstook,
Managing Director; Anke Weekes, Executive Brand Manager; Laura Hurst Spell, Senior
Product Developer; Erin Guendelsberger, Development Editor; Michael Gedatus, Market-
ing Manager; and Danielle Clement, Content Project Manager. Last but by no means
least, we greatly appreciate the love and support provided by our families.
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McGraw-Hill Education is a proud corporate member of AACSB International. Under-
standing the importance and value of AACSB accreditation, International Management
recognizes the curriculum guidelines detailed in the AACSB standards for business
accreditation by connecting selected questions in the text and the test bank to the six
general knowledge and skill guidelines in the AACSB standards. The statements con-
tained in International Management are provided only as a guide for the users of this
textbook. The AACSB leaves content coverage and assessment within the purview of
individual schools, the mission of the school, and the faculty. While the International
Management teaching package makes no claim of any specific AACSB qualification or
evaluation, we have within International Management labeled selected questions accord-
ing to the six general knowledge and skills areas.
About the Authors
JONATHAN P. DOH is the Herbert G. Rammrath Chair in International Business, found-
ing Director of the Center for Global Leadership, and Professor of Management at the
Villanova School of Business, ranked in 2016 as the #1 undergraduate program in the
United States by Bloomberg Businessweek. He is also an occasional executive educator
for the Wharton School of Business. Jonathan teaches, does research, and serves as an
executive instructor and consultant in the areas of international strategy and corporate
responsibility. Previously, he was on the faculty of American and Georgetown Universi-
ties and a trade official with the U.S. government. Jonathan is author or co-author of more
than 70 refereed articles published in leading international business and management
journals, more than 30 chapters in scholarly edited volumes, and more than 90 conference
papers. Recent articles have appeared in journals such as Academy of Management Review,
California Management Review, Journal of International Business Studies, Journal of
© Villanova University, John Shetron Management, Journal of Management Studies, Journal of World Business, Organization
Science, Sloan Management Review, and Strategic Management Journal. He is co-editor
and contributing author of Globalization and NGOs (Praeger, 2003) and Handbook on
Responsible Leadership and Governance in Global Business (Elgar, 2005) and co-author
of the previous edition of International Management: Culture, Strategy, and Behavior (9th
ed., McGraw-Hill/Irwin, 2015), the best-selling international management text. His current
research focus is on strategy for and in emerging markets, global corporate responsibility,
and offshore outsourcing of services. His most recent scholarly books are Multinationals
and Development (with Alan Rugman, Yale University Press, 2008), NGOs and Corpora-
tions: Conflict and Collaboration (with Michael Yaziji, Cambridge University Press,
2009) and Aligning for Advantage: Competitive Strategy for the Social and Political Arenas
(with Tom Lawton and Tazeeb Rajwani, Oxford University Press, 2014). He has been an
associate, consulting, or senior editor for numerous journals, and is currently the editor-
in-chief of Journal of World Business. Jonathan has also developed more than a dozen
original cases and simulations published in books, journals, and case databases and used
at many leading global universities. He has been a consultant or executive instructor for
ABB, Anglo American, Bodycote, Bosch, China Minsheng Bank, Hana Financial, HSBC,
Ingersoll Rand, Medtronic, Shanghai Municipal Government, Siam Cement, the World
Economic Forum, among others. He is an external adviser to the Global Energy Resource
Group of Deloitte Touche. Jonathan is part of the Executive Committee of the Academy
of Management Organizations and Natural Environment Division, a role that culminated
in service as chair of the division in 2016. He was ranked among the top 15 most prolific
international business scholars in the world for the period 2001–2009 (Lahiri and Kumar,
2012) and in 2015 was elected a fellow of the Academy of International Business. He
is a frequent keynote speaker to academic and professional groups in Europe, Asia, and
Latin America. He holds a PhD in strategic and international management from George
Washington University.
FRED LUTHANS is University and the George Holmes Distinguished Professor of Man-
agement, Emeritus at the University of Nebraska–Lincoln. He is also a Senior Research
Scientist for HUMANeX Ventures Inc. He received his BA, MBA, and PhD 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 1965–1967, he taught leadership at the U.S.
Courtesy of University of Nebraska-
Lincoln College of Business
Military Academy at West Point. He has been a visiting scholar at a number of colleges
Administration and universities and has lectured in numerous European and Pacific Rim countries. He
xiv
About the Authors xv
Glossary 599
Indexes 605
Table of Contents
Part One Environmental Foundation
Privatization 57
Regulation of Trade and Investment 60
Technological Environment and Global Shifts in Production 60
Trends in Technology, Communication, and Innovation 60
Biotechnology 62
E-Business 63
Telecommunications 64
Technological Advancements, Outsourcing, and Offshoring 65
A very striking difference is noticeable between the account given by Matthew of the
death of Judas, and that given by Luke in the speech of Peter, Acts i. 18, 19. The various
modes of reconciling these difficulties are found in the ordinary commentaries. In respect to
a single expression in Acts i. 18, there is an ingenious conjecture offered by Granville Penn,
in a very interesting and learned article in the first volume of the transactions of the Royal
Society of Literature, which may very properly be mentioned here, on account of its
originality and plausibility, and because it is found only in an expensive work, hardly ever
seen in this country. Mr. Penn’s view is, that “the word ελακησε (elakese,) in Acts i. 18, is
only an inflection of the Latin verb, laqueo, (to halter or strangle,) rendered insititious in the
Hellenistic Greek, under the form λακεω.” He enters into a very elaborate argument, which
can not be given here, but an extract may be transcribed, in order to enable the learned to
apprehend the nature and force of his views. (Translated by R. S. Lit. Vol. I. P. 2, pp. 51,
52.)
“Those who have been in the southern countries of Europe know, that the operation in
question, as exercised on a criminal, is performed with a great length of cord, with which the
criminal is precipitated from a high beam, and is thus violently laqueated, or snared in a
noose, mid-way――medius or in medio; μεσος, and medius, referring to place as well as to
person; as, μεσος ὑμων ἑστηκεν. (John i. 26.) ‘Considit scopulo medius――――’ (Virgil,
Georgics, iv. 436.) ‘―――― medius prorumpit in hostes.’ (Aeneid, x. 379.)
“Erasmus distinctly perceived this sense in the words πρηνης γενομενος, although he did
not discern it in the word ελακησε, which confirms it: ‘πρηνης Graecis dicitur, qui vultu est in
terram dejecto: expressit autem gestum et habitum laqueo praefocati; alioquin, ex hoc
sane loco non poterat intelligi, quod Judas suspenderit se,’ (in loc.) And so Augustine also
had understood those words, as he shows in his Recit. in Act. Apostol. l. i. col. 474. ‘et
collem sibi alligavit, et dejectus in faciem,’ &c. Hence one MS., cited by Sabatier, for πρηνης
γενομενος, reads αποκρεμαμένος; and Jerom, in his new vulgate, has substituted suspensus
for the pronus factus of the old Latin version, which our old English version of 1542
accordingly renders, and when he was hanged.
“That which follows, and which evidently determined the vulgar interpretation of
ελακησε――εξεχυνθη παντα τα σπλαγχνα αυτου, all his bowels gushed out――states a natural
and probable effect produced, by the sudden interruption in the fall and violent capture in
the noose, in a frame of great corpulency and distension, such as Christian antiquity has
recorded that of the traitor to have been; so that a term to express rupture would have been
altogether unnecessary, and it is therefore equally unnecessary to seek for it in the verb
ελακησε. Had the historian intended to express disruption, we may justly presume that he
would have said, as he had already said in his gospel, v. 6, διερρηγνυτο, or xxiii. 45, εσχισθη
μεσος: it is difficult to conceive, that he would here have traveled into the language of
ancient Greek poetry for a word to express a common idea, when he had common terms at
hand and in practice; but he used the Roman laqueo, λακεω, to mark the infamy of the
death.
“(Πρησθεις επι τοσουτον την σαρκα, ὡστε μη δυνασθαι δειλθειν. Papias, from Routh's
Reliquiæ Sacræ tom. I. p. 9. and Oecumenius, thus rendered by Zegers, Critici Sacri, Acts i.
18, in tantum enim corpore inflatus est ut progredi non posset. The tale transmitted by those
writers of the first and tenth centuries, that Judas was crushed to death by a chariot
proceeding rapidly, from which his unwieldiness rendered him unable to escape, merits no
further attention, after the authenticated descriptions of the traitor’s death which we have
here investigated, than to suggest a possibility that the place where the suicide was
committed might have overhung a public way, and that the body falling by its weight might
have been traversed, after death, by a passing chariot;――from whence might have arisen
the tales transmitted successively by those writers; the first of whom, being an inhabitant of
Asia Minor, and therefore far removed from the theater of Jerusalem, and being also (as
Eusebius witnesses, iii. 39,) a man of a very weak mind――σφοδρα μκρος τον νουν――was
liable to be deceived by false accounts.)
“The words of St. Peter, in the Hellenistic version of St. Luke, will therefore import,
praeceps in ora fusus, laqueavit (i. e. implicuit se laqueo) medius; (i. e. in medio, inter
trabem et terram;) et effusa sunt omnia viscera ejus――throwing himself headlong, he
caught mid-way in the noose, and all his bowels gushed out. And thus the two reporters of
the suicide, from whose respective relations charges of disagreement, and even of
contradiction, have been drawn in consequence of mistaking an insititious Latin word for a
genuine Greek word of corresponding elements, are found, by tracing that insititious word to
its true origin, to report identically the same fact; the one by a single term, the other by a
periphrasis.”
Such was the end of the twelfth of Jesus Christ’s chosen ones. To
such an end was the intimate friend, the trusted steward, the festal
companion of the Savior, brought by the impulse of some not very
unnatural feelings, excited by occasion, into extraordinary action.
The universal and intense horror which the relation of his crime now
invariably awakens, is by no means favorable to a just and fair
appreciation of his sin and its motives, nor to such an honest
consideration of his course from rectitude to guilt, as is most
desirable for the application of the whole story to the moral
improvement of its readers. Originally not an infamous man, he was
numbered among the twelve as a person of respectable character,
and long held among his fellow-disciples a responsible station, which
is itself a testimony of his unblemished reputation. He was sent forth
with them, as one of the heralds of salvation to the lost sheep of the
house of Israel. He shared with them the counsels, the instructions,
and the prayers of Jesus. If he was stupid in apprehending, and
unspiritual in conceiving the truths of the gospel, so were they. If he
was an unbeliever in the resurrection of Jesus, so were they; and
had he survived till the accomplishment of that prophecy, he could
not have been slower in receiving the evidence of the event, than
they. As it was, he died in his unbelief; while they lived to feel the
glorious removal of all their doubts, the purification of all their gross
conceptions, and the effusion of that spirit of truth, through which, by
the grace of God alone, they afterwards were what they were.
Without a merit, in faith, beyond Judas, they maintained their dim
and doubtful adherence to the truth, only by their nearer
approximation to moral perfection; and by their nobler freedom from
the pollution of sordid and spiteful feeling. Through passion alone he
fell, a victim, not to a want of faith merely,――for therein, the rest
could hardly claim a superiority,――but to the radical deficiency of
true love for Jesus, of that “charity which never faileth,” but “endureth
to the end.” It was their simple, devoted affection, which, through all
their ignorance, their grossness of conception, and their
faithlessness in his word, made them still cling to his name and his
grave, till the full revelations of his resurrection and ascension had
displaced their doubts by the most glorious certainties, and given
their faith an eternal assurance. The great cause of the awful ruin of
Judas Iscariot, then, was the fact, that he did not love Jesus. Herein
was his grand distinction from all the rest; for though their regard
was mingled with so much that was base, there was plainly, in all of
them, a solid foundation of true, deep affection. The most ambitious
and skeptical of them, gave the most unquestionable proofs of this.
Peter, John, both the Jameses, and others, are instances of the
mode in which these seemingly opposite feelings were combined.
But Judas was without this great refining and elevating principle,
which so redeemed the most sordid feelings of his fellows. It was not
merely for the love of money that he was led into this horrid crime.
The love of four dollars and eighty cents! Who can believe that this
was the sole motive? It was rather that his sordidness and
selfishness, and ambition, if he had any, lacked this single, purifying
emotion, which redeemed their characters. Is there not, in this
reflection, a moral which each Christian reader can improve to his
own use? For the lack of the love of Jesus alone, Judas fell from his
high estate, to an infamy as immortal as their fame. Wherever,
through all ages, the high heroic energy of Peter, the ready faith of
Andrew, the martyr-fire of James Boanerges, the soul-absorbing love
of John, the willing obedience of Philip, the guileless purity of
Nathanael, the recorded truth of Matthew, the slow but deep
devotion of Thomas, the blameless righteousness of James the Just,
the appellative zeal of Simon, and the earnest warning eloquence of
Jude, are all commemorated in honor and bright renown,――the
murderous, sordid spite of Iscariot, will insure him an equally lasting
proverbial shame. Truly, “the sin of judas is written with a pen
of iron on a tablet of marble.”
MATTHIAS.
The events which concern this person’s connection with the
apostolic company, are briefly these. Soon after the ascension of
Jesus, the eleven disciples being assembled in their “upper room,”
with a large company of believers, making in all, together, a meeting
of one hundred and twenty, Peter arose and presented to their
consideration, the propriety and importance of filling, in the apostolic
college, the vacancy caused by the sad defection of Judas Iscariot.
Beginning with what seems to be an apt allusion to the words of
David concerning Ahithophel,――(a quotation very naturally
suggested by the striking similarity between the fate of that ancient
traitor, and that of the base Iscariot,) he referred to the peculiarly
horrid circumstances of the death of this revolted apostle, and also
applied to these occurrences the words of the same Psalmist
concerning those upon whom he invoked the wrath of God, in words
which might with remarkable emphasis be made descriptive of the
ruin of Judas. “Let his habitation be desolate,” and “let another take
his office.” Applying this last quotation more particularly to the
exigency of their circumstances, he pronounced it to be in
accordance with the will of God that they should immediately
proceed to select a person to “take the office” of Judas. He declared
it an essential requisite for this office, moreover, that the person
should be one of those who, though not numbered with the select
twelve, had been among the intimate companions of Jesus, and had
enjoyed the honors and privileges of a familiar discipleship, so that
they could always testify of his great miracles and divine instructions,
from their own personal knowledge as eye-witnesses of his actions,
from the beginning of his divine career at his baptism by John, to the
time of his ascension.
Agreeably to this counsel of the apostolic chief, the whole
company of the disciples selected two persons from those who had
been witnesses of the great actions of Christ, and nominated them to
the apostles, as equally well qualified for the vacant office. To decide
the question with perfect impartiality, it was resolved, in conformity
with the common ancient practice in such cases, to leave the point
between these two candidates to be settled by lot; and to give this
mode of decision a solemnity proportioned to the importance of the
occasion, they first invoked, in prayer, the aid of God in the
appointment of a person best qualified for his service. They then
drew the lots of the two candidates, and Matthias being thus
selected, was thenceforth enrolled with the eleven apostles.
SAUL,
AFTERWARDS NAMED PAUL.
his country.
This account by Ammianus Marcellinus is found in book XIV. of his history, (p. 19, edited
by Vales.)
The native land of Saul was classic ground. Within the limits of
Cilicia, were laid the scenes of some of the most splendid passages
in early Grecian fable; and here too, were acted some of the
grandest events in authentic history, both Greek and Roman. The
very city of his birth, Tarsus, is said to have been founded by
Perseus, the son of Jupiter and Danae, famed for his exploit at
another place on the shore of this part of the Mediterranean. More
authentic history however, refers its earliest foundation to
Sardanapalus, king of Assyria, who built Tarsus and Anchialus in
Cilicia, nine hundred years before Christ. Its origin is by others
ascribed to Triptolemus with an Argive colony, who is represented on
some medals as the founder. These two stories may be made
consistent with each other, on the supposition that the same place
was successively the scene of the civilizing influence of each of