International Management, 6/e, explores the dynamic global environment of business management, by exploring political, legal, technological, competitive and cultural factors that shape corporations worldwide.

Taking into consideration the global environment of business today, what are the most complex challenges and skills necessary to design, implement, and manage daily operations in foreign subsidiaries?

Key Features
The fate of overseas operations depends greatly on the international manager’s culture skills and sensitivity, as well as the ability to carry out the company’s strategy within the context of the host country’s business practices. In the sixth edition, cross-cultural management and competitive strategy are evaluated in the context of global changes such as:
* The expanding European Union
* The increasing trade among the Americas
* The rapidly growing economies in Asia

Throughout this edition, there is an emphasis on how the variable of culture interacts with other national and international factors to affect managerial processes and behaviors.

Table Of Contents
PART I: THE GLOBAL MANAGER’S ENVIRONMENT
1. Assessing the Environment–Political, Economic, Legal, Technological 1
2. Managing Interdependence: Social Responsibility and Ethics

PART II: THE CULTURAL CONTEXT OF GLOBAL MANAGEMENT
3. Understanding the Role of Culture
4. Communicating Across Cultures
5. Cross-cultural Negotiation and Decision Making

PART III: FORMULATING AND IMPLEMENTING STRATEGY FOR INTERNATIONAL AND GLOBAL OPERATIONS
6. Formulating Strategy
7. Global Alliances and Strategy Implementation
8. Organization Structure and Control Systems

PART IV: GLOBAL HUMAN RESOURCES MANAGEMENT
9. Staffing, Training, and Compensation for Global Operations
10. Developing a Global Management Cadre
11. Motivating and Leading

COMPREHENSIVE CASES
New: Case 1 Coca-Cola’s Business Practices: Facing the Heat in a Few Countries (Global)
New: Case 2 Google in China: The Big Disconnect (China)
New: Case 3 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 1).
New: Case 4 Nora Sakari: A Proposed Joint Venture in Malaysia (Finland and Malaysia).
New: Case 5 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 2)

Case 6 Guanxi in Jeopardy: Joint Venture Negotiations in China
New: Case 7 Dell’s Problems in China
New: Case 8 Starbucks’ International Operations (2006) (Global)
New: Case 9 Note on the Auto Industry
New: Case 10 Renault-Nissan: The Paradoxical Alliance (France/Japan)
New: Case 11 DaimlerChrysler AG: A Decade of Global Strategic Challenges Leads to Divorce in 2007
New: Case 12 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 3)
New: Case 13 Infosys’ Global Delivery Model (India)

Case 14 A First-Time Expatriate’s Experience in a Joint Venture in China
New: Case 15 Allure Cruise Line: Challenges of Strategic Growth and Organizational Effectiveness (Part 4)