1.
The Culture Quiz
Objectives
∙ To stimulate awareness of cultural differences
∙ To promote consideration of the impact of cultural
differences in a global economy
∙ To stimulate dialogue between domestic and interna-
tional students
∙ To explore issues raised by culturally diverse
workforces
Background
Few, if any, traditions and values are universally held.
Many business dealings have succeeded or failed because
of a manager’s awareness or lack of understanding of the
traditions and values of his/her foreign counterparts. With
the world business community so closely intertwined and
interdependent, it is critical that managers today become
increasingly aware of the differences that exist.
How culturally aware are you? Try the questions below.
Instructions
Working alone or with a small group, answer the questions
(without peeking at the answers). When you do look at the
answers, be sure to read the explanations. If you are taking
the quiz with students from countries other than your own,
explore what the answer might be in your country and theirs.
1. In Japan, loudly slurping your soup is considered
to be
a. rude and obnoxious.
b. a sign that you like the soup.
c. okay at home but not in public.
d. something only foreigners do.
2. In Korea, business leaders tend to
a. encourage strong commitment to teamwork and
cooperation.
b. encourage competition among subordinates.
c. discourage subordinates from reporting directly,
preferring information to come through well-
defined channels.
d. encourage close relationships with their
subordinates.
3. In Japan, virtually every kind of drink is sold in
public vending machines except for
a. beer.
b. diet drinks with saccharine.
c. already sweetened coffee.
d. soft drinks from U.S. companies.
584
4. In Latin America, managers
a. are most likely to hire members of their own
families.
b. consider hiring members of their own families to
be inappropriate.
c. stress the importance of hiring members of
minority groups.
d. usually hire more people than are actually
needed to do a job.
5. In Ethiopia, when a woman opens the front door of
her home, it means
a. she is ready to receive guests for a meal.
b. only family members may enter.
c. religious spirits may move freely in and out of
the home.
d. she has agreed to have sex with any man who
enters.
6. In Latin America, businesspeople
a. consider it impolite to make eye contact while
talking to one another.
b. always wait until the other person is finished
speaking before starting to speak.
c. touch each other more than North Americans do
under similar circumstances.
d. avoid touching one another as it is considered an
invasion of privacy.
7. The principal religion in Malaysia is
a. Buddhism.
b. Judaism.
c. Christianity.
d. Islam.
8. In Thailand
a. it is common to see men walking along holding
hands.
b. it is common to see a man and a woman holding
hands in public.
c. it is rude for men and women to walk together.
d. men and women traditionally kiss each other on
meeting in the street.
9. When eating in India, it is appropriate to
a. take food with your right hand and eat with your
left.
b. take food with your left hand and eat with your
right.
c. take food and eat it with your left hand.
d. take food and eat it with your right hand.
Personal Skill-Building Exercises
10. Pointing your toes at someone in Thailand is
a. a symbol of respect, much like the Japanese bow.
b. considered rude even if it is done by accident.
c. an invitation to dance.
d. the standard public greeting.
11. American managers tend to base the performance
appraisals of their subordinates on performance,
while in Iran, managers are more likely to base
their performance appraisals on
a. religion.
b. seniority.
c. friendship.
d. ability.
12. In China, the status of every business negotiation is
a. reported daily in the press.
b. private, and details are not discussed publicly.
c. subjected to scrutiny by a public tribunal on a
regular basis.
d. directed by the elders of every commune.
13. When rewarding a Hispanic worker for a job well
done, it is best not to
a. praise him or her publicly.
b. say “thank you.”
c. offer a raise.
d. offer a promotion.
14. In some South American countries, it is considered
normal and acceptable to show up for a social
appointment
a. ten to fifteen minutes early.
b. ten to fifteen minutes late.
c. fifteen minutes to an hour late.
d. one to two hours late.
15. In France, when friends talk to one another
a. they generally stand about three feet apart.
b. it is typical to shout.
c. they stand closer to one another than Americans do.
d. it is always with a third party present.
16. When giving flowers as gifts in Western Europe, be
careful not to give
a. tulips and jonquils.
b. daisies and lilacs.
c. chrysanthemums and calla lilies.
d. lilacs and apple blossoms.
17. The appropriate gift-giving protocol for a male
executive doing business in Saudi Arabia is to
a. give a man a gift from you to his wife.
b. present gifts to the wife or wives in person.
585
c. give gifts only to the eldest wife.
d. not give a gift to the wife at all.
18. If you want to give a necktie or a scarf to a Latin
American, it is best to avoid the color
a. red.
b. purple.
c. green.
d. black.
19. The doors in German offices and homes are
­generally kept
a. wide open to symbolize an acceptance and
­welcome of friends and strangers.
b. slightly ajar to suggest that people should knock
before entering.
c. half-opened, suggesting that some people are
welcome and others are not.
d. tightly shut to preserve privacy and personal
space.
20. In the area that was formerly West Germany,
­leaders who display charisma are
a. not among the most desired.
b. the ones most respected and sought after.
c. invited frequently to serve on boards of cultural
organizations.
d. pushed to get involved in political activities.
21. American managers running businesses in Mexico
have found that by increasing the salaries of
Mexican workers, they
a. increased the number of hours the workers were
willing to work.
b. enticed more workers to work night shifts.
c. decreased the number of hours workers would
agree to work.
d. decreased production rates.
22. Chinese culture teaches people
a. to seek psychiatric help for personal problems.
b. to avoid conflict and internalize personal
problems.
c. to deal with conflict with immediate confronta-
tion.
d. to seek help from authorities whenever conflict
arises.
23. One wedding gift that should not be given to a
­Chinese couple would be
a. a jade bowl.
b. a clock.
c. a basket of oranges.
d. shifts embroidered with dragon patterns.
586 Skill-Building and Experiential Exercises
24. In Venezuela, New Year’s Eve is generally spent
a. in quiet family gatherings.
b. at wild neighborhood street parties.
c. in restaurants with horns, hats, and live music
and dancing.
d. at pig roasts on the beach.
25. If you order “bubble and squeak” in a London pub,
you will get
a. two goldfish fried in olive oil.
b. a very cold beer in a chilled glass, rather than
the usual warm beer.
c. Alka Seltzer and a glass of water.
d. chopped cabbage and mashed potatoes fried
together.
26. When a stranger in India wants to know what you
do for a living and how much you earn, he will
a. ask your guide.
b. invite you to his home and, after getting to know
you, will ask.
c. come over and ask you directly, without
introduction.
d. respect your privacy above all.
27. When you feel you are being taken advantage of in
a business exchange in Vietnam, it is important to
a. let the anger show in your face but not in your
words.
b. say that you are angry, but keep your facial
expression neutral.
c. not show any anger in any way.
d. end the business dealings immediately, and
walk away.
28. When a taxi driver in India shakes his head from
side to side, it probably means
a. he thinks your price is too high.
b. he isn’t going in your direction.
c. he will take you where you want to go.
d. he doesn’t understand what you’re asking.
29. In England, holding your index and middle fingers
up in a V with the back of your hand facing
another person is seen as
a. a gesture of peace.
b. a gesture of victory.
c. a signal that you want two of something.
d. a vulgar gesture.
Answers to the Culture Quiz
1. b. Slurping your soup or noodles in Japan is good
manners in both public and private. It indicates
enjoyment and appreciation of the quality. [Source:
Eiji Kanno and Constance O’Keefe, New Japan
Solo (Tokyo: Japan National Tourist Organization,
1990), p. 20.]
2. b. Korean managers use a “divide-and-rule” method
of leadership that encourages competition among
subordinates. They do this to ensure that they can
exercise maximum control. In addition, they stay
informed by having individuals report directly to
them. This way, they can know more than anyone
else. [Source: Richard M. Castaldi and Tjipyanto
Soerjanto, “Contrasts in East Asian Management
Practices,” Journal of Management in Practice 2,
no. 1 (1990), pp. 25–27.]
3. b. Saccharine-sweetened drinks may not be sold
in Japan by law. On the other hand, beer, a wide
variety of Japanese and international soft drinks,
and so forth, are widely available from vending
machines along the streets and in buildings. You’re
supposed to be at least 18 to buy the alcoholic
ones, however. [Source: Eiji Kanno and Constance
O’Keefe, New Japan Solo (Tokyo: Japan National
Tourist Organization, 1990), p. 20.]
4. a. Family is considered to be very important in
Latin America, so managers are likely to hire their
relatives more quickly than hiring strangers. [Source:
Nancy J. Adler, International Dimensions of Organi-
zational Behavior, 2nd ed. (Boston: PWS-Kent, 1991).]
5. d. The act, by a woman, of opening the front door
signifies that she has agreed to have sex with
any man who enters. [Source: Adam Pertman,
“Wandering No More,” Boston Globe Magazine,
June 30, 1991, pp. 10ff.]
6. c. Touching one another during business negotiations
is common practice. [Source: Nancy J. Adler, Inter-
national Dimensions of Organizational Behavior,
2nd ed. (Boston: PWS-Kent, 1991).]
7. d. Approximately 45 percent of the people in
Malaysia follow Islam, the country’s “official” reli-
gion. [Source: Hans Johannes Hoefer, ed., Malaysia
(Englewood Cliffs, NJ: Prentice Hall, 1984).]
8. a. Men holding hands is considered a sign of friend-
ship. Public displays of affection between men and
women, however, are unacceptable. [Source: William
Warren, Star Black, and M. R. Priya Rangsit, eds.,
Thailand (Englewood Cliffs, NJ: Prentice Hall, 1985).]
9. d. In India, as in many Asian countries, toilet
paper is not used. Instead, water and the left hand
are used, after which the left hand is thoroughly
cleaned. Still, the left hand is considered to be
polluted and therefore inappropriate for use during
eating or touching another person. [Source: Gitanjali
Kolanad, Culture Shock! India (Portland, OR:
Graphic Arts Center Publishing Company,
1996), p. 117.]
Personal Skill-Building Exercises
10. b. This is especially an insult if it is done deliber-
ately because the feet are the lowest part of the
body. [Source: William Warren, Star Black, and
M. R. Priya Rangsit, eds., Thailand (Englewood
Cliffs, NJ: Prentice Hall, 1985).]
11. c. Adler suggests that friendship is valued over
task competence in Iran. [Source: Nancy J. Adler,
International Dimensions of Organizational Behavior,
2nd ed. (Boston: PWS-Kent, 1991).]
12. b. Public discussion of business dealings is consid-
ered inappropriate. Kaplan et al. report that “the
Chinese may even have used a premature announce-
ment to extract better terms from executives” who
were too embarrassed to admit that there was never
really a contract. [Source: Frederic Kaplan, Julian
Sobin, and Arne de Keijzer, The China Guidebook
(Boston: Houghton Mifflin, 1987).]
13. a. Public praise for Hispanics and Asians is gener-
ally embarrassing because modesty is an important
cultural value. [Source: Jim Braham, “No, You
Don’t Manage Everyone the Same,” Industry Week,
February 6, 1989.] In Japan, being singled out for
praise is also an embarrassment. A common saying
in that country is, “The nail that sticks up gets
hammered down.”
14. d. Though being late is frowned upon in the United
States, being late is not only accepted but expected
in some South American countries. [Source: Lloyd
S. Baird, James E. Post, and John F. Mahon, Man-
agement: Functions and Responsibilities (New
York: Harper & Row, 1990).]
15. c. Personal space in most European countries is much
smaller than in the United States. Americans generally
like at least two feet of space around themselves,
while it is not unusual for Europeans to be virtually
touching. [Source: Lloyd S. Baird, James E. Post,
and John F. Mahon, Management: Functions and
Responsibilities (New York: Harper & Row, 1990).]
16. c. Chrysanthemums and calla lilies are both associ-
ated with funerals. [Source: Theodore Fischer,
­Pinnacle: International Issue, March–April 1991, p. 4.]
17. d. In Arab cultures, it is considered inappropriate
for wives to accept gifts or even attention from
other men. [Source: Theodore Fischer, Pinnacle:
International Issue, March–April 1991, p. 4.]
18. b. In Argentina and other Latin American countries,
purple is associated with the serious fasting period
of Lent. [Source: Theodore Fischer, Pinnacle:
­International Issue, March–April 1991, p. 4.]
19. d. Private space is considered so important in
­Germany that partitions are erected to separate
­people from one another. Privacy screens and
walled gardens are the norm. [Source: Julius Fast,
587
Subtext: Making Body Language Work (New York:
Viking Penguin Books, 1991), p. 207.]
20. a. Though political leaders in the United States are
increasingly selected on their ability to inspire, cha-
risma is a suspect trait in what was West Germany,
where Hitler’s charisma is still associated with evil
intent and harmful outcomes. [Source: Nancy J. Adler,
International Dimensions of Organizational Behavior,
2nd ed. (Boston: PWS-Kent, 1991), p. 149.]
21. c. Paying Mexican workers more means, in the eyes
of the workers, that they can make the same amount
of money in fewer hours and thus have more time
for enjoying life. [Source: Nancy J. Adler, Interna-
tional Dimensions of Organizational Behavior, 2nd
ed. (Boston: PWS-Kent, 1991), pp. 30 and 159.]
22. b. Psychological therapy is not an accepted concept
in China. In addition, communism has kept most
Chinese from expressing opinions openly. [Source:
James McGregor, “Burma Road Heroin Breeds
Addicts, AIDS Along China’s Border,” The Wall
Street Journal, September 29, 1992, p. 1.]
23. b. The Chinese regard a clock as a bad omen
because the word for clock, pronounced zhong, is
phonetically similar to another Chinese word that
means “the end.” Jade is highly valued as symbol-
izing superior virtues, and oranges and dragon
­patterns are also auspicious symbols. [Source:
Dr. Evelyn Lip, “Culture and Customs,” Silver Kris,
February 1994, p. 84.]
24. a. Venezuelans do the reverse of what most people
in other countries do on Christmas and New Year’s.
On Christmas, they socialize. While fireworks are
shot off on both nights, most restaurants are closed
and the streets are quiet. [Source: Tony Perrottet, ed.,
Venezuela (Boston: Houghton Mifflin, 1994), p. 97.]
25. d. Other popular pub food includes bangers and
mash (sausages and mashed potatoes), ploughman’s
lunch (bread, cheese, and pickled onions), and
­cottage pie (baked minced meat with onions and
topped with mashed potatoes). [Source: Ravi Desai,
ed., Let’s Go: The Budget Guide to Britain and
­Ireland (London: Pan Books, 1990), p. 83.]
26. c. Indians are generally uninhibited about staring at
strangers and asking them about personal details in
their lives. Social distance and personal privacy are
not common social conventions in India. [Source:
Frank Kusy, India (Chester, CT: The Globe Pequot
Press, 1989), p. 27.]
27. c. Vernon Weitzel of the Australian National Uni-
versity advises never to show anger when dealing
with Vietnamese officials or businesspeople. Show-
ing anger causes you to lose face and is considered
rude. Weitzel also recommends always smiling, not
588 Skill-Building and Experiential Exercises
complaining or criticizing anyone, and not being
inquisitive about personal matters. [Source: Daniel
Robinson and Joe Cummings, Vietnam, Laos &
Cambodia (Australia: Lonely Planet Publications,
1991), p. 96.]
28. c. What looks to Westerners like a refusal is really
an Indian way of saying “yes.” It can also express
general agreement with what you’re saying or sug-
gest that an individual is interested in what you
have to say. [Source: Gitanjali Kolanad, Culture
Shock! India (Portland, OR: Graphic Arts Center
Publishing Company, 1996), p. 114.]
29. d. In England, this simple hand gesture is consid-
ered vulgar and obscene. In a report to The Boston
Globe, an American who had been working in
London wrote, “I wish someone had told me
before I emphatically explained to one of the
draftsmen at work why I needed two complete
sets of drawings.” [Source: “Finger Gestures Can
Spell Trouble,” The Berkshire Eagle, January 26,
1997, p. E5.]
Source: Exercises 1, 3, 4, and 5 are from Janet W. Wohlberg, Gail E. Gilmore, and
­Steven B. Wolff, OB in Action, 5th ed. (Boston: Houghton Mifflin, 1998).
2. “When in Bogotá . . .”
As Jim Reynolds looked out the small window of the
Boeing 757, he saw the glimmer of lights in the distance.
After a five-hour flight, he arrived in Bogotá, Colombia,
at 9:35 p.m. on a clear Friday evening. It had been nearly
five years since Jim had seen his best friend, Rodrigo
Cardozo. The two had met in college and kept in touch
over the years. During their school years, Rodrigo would
often accompany Jim when he went home to Chicago for
the holidays.
Entering the main terminal, Jim found himself in what
looked like a recently bombed building. Piles of debris
were everywhere. Lights hung from the ceiling by exposed
electrical wires, and the walls and floors were rough,
unfinished concrete. “Certainly, aesthetics are not a major
concern at the Bogotá International Airport,” Jim thought.
As he came to the end of the long, dimly lit corridor,
an expressionless customs official reached out his hand
and gestured for Jim’s travel documents.
“Passaporte, por favor. Bienvenidos a Bogotá, Señor
Reynolds. Estás en vacacciones?”
“Sí,” Jim replied.
After a few routine questions, Jim was allowed to pass
through customs feeling relatively unscathed.
“Loquillo! Loquillo! Estamos aquí! Jim, Jim,” a voice
shouted.
Trying to find the origin of the voice among the dense
crowd, Jim finally spotted Rodrigo. “Hey, man. How’ve
you been? You look great!”
“Jim, it’s so good to see you. How’ve you been? I would
like you to meet my wife, Eva. Eva, this is my best friend,
Jim. He’s the one in all those pictures I’ve shown you.”
Late Night Begins the Day
Close to an hour later, Jim, Rodrigo, and Eva arrived at
Rodrigo’s parents’ house on the other side of Bogotá from
the airport. As Jim was aware, it is customary for couples
to live with their parents for a number of years after their
marriage, and Rodrigo and Eva were following that custom.
Darío, Rodrigo’s father, owned an import/export busi-
ness in Bogotá. He was a knowledgeable and educated
man and, from what Jim knew, a master of business nego-
tiations. Over the years, Darío had conducted business
with people in nearly every country in Central and South
America, the United States, Europe, Hong Kong, and
some parts of Africa. Jim had first met Darío with Rodrigo
in Boston in 1989.
“Jim, welcome to my house,” Darío boomed effusively
as the group walked in. “I am so pleased that you’re
finally in Bogotá. Would you like something to drink—
whiskey, bourbon, Aguardiente?”
“Aguardiente!” Rodrigo urged.
“Yes, Jim would like some Aguardiente. I understand
you’re going to Bahía tonight,” Darío added.
“Where?” Jim asked, looking around. “I didn’t know
we were going anywhere tonight.”
“Don’t worry, Jim, todo bien, todo bien,” Rodrigo assured
him. “We’re going dancing, so get dressed. Let’s go.”
The reality of being in Colombia hit Jim at about 11:15
that night when he and his friends entered Bahía, a Bogotá
nightclub. The rhythms of salsa and merengue filled the
club. Jim’s mind flashed back to the Latin dance parties
he and Rodrigo had had in Boston with their friends from
Central and South America.
“Jim, this is my cousin, Diana. She’ll be your partner
tonight,” Rodrigo said. “You’ll get to practice your Span-
ish too; she doesn’t speak a word of English. Have fun.”
For the next six hours, they danced and drank. This is
the Colombian way. At 5:30 the next morning, Rodrigo
decided it was time to leave to get something to eat. On
the drive home, they stopped at an outdoor grill in the
mountains where many people had congregated for the
same reason. Everyone was eating arepas con queso and
mazorca, and drinking Aguardiente.
Next, they continued to an outdoor party just down the
street. Here, they danced and drank until the sun crested
over the mountains of Bogotá. It was about 7:00 a.m. when
they decided to conclude the celebration—for now.
Saturday was spent recovering from the previous eve-
ning and also touring some local spots in the country.
However, Saturday night was a repeat of Friday. After
being in Colombia for three days, Jim had slept a total of
about four hours. Fortunately, Monday was a national
holiday.
Business before Pleasure before Business?
Although Jim was having a great time, he had also sched-
uled a series of business meetings with directors of busi-
ness schools at various Bogotá universities for the week
to come. Jim worked as an acquisitions editor for Aca-
demia Press, a major publisher of college-level business
textbooks. The purpose of the meetings was to establish
business contacts in the Colombian market. It was hoped
that these initial contacts would lead to others in Latin
America.
At Academia Press headquarters in New York, Jim
and Caroline Evans, his boss, had discussed the oppor-
tunities in Latin America. Although Academia Press
routinely published international editions of its texts,
total international sales never represented more than
15 percent of their gross. Consequently, international
589
590 Skill-Building and Experiential Exercises
markets had never been pursued aggressively. C ­ aroline,
however, saw the Latin American markets as having a
lot of potential within the next three to five years. She
envisioned this market alone, in time, representing 15
to 20 percent of gross sales. Moreover, she felt that
within the next ten years, international sales could
reach 40 percent if developed properly. With numbers
like that, it was evident to Jim that this deal was
important, not only to the company but to his career
as well. If Jim was able to open these markets, he
might receive a promotion and be able to continue to
work in Central and South America.
Jim’s first meeting was scheduled for 11:00 a.m.  on
Tuesday, the second on Wednesday at 11:00 a.m., and the
third on Friday at 3:00 p.m.  At precisely 11:00  a.m.  on
Tuesday, Jim arrived at Javeriana University, where he
was to meet with Professors Emilio Muñoz, Diana Espitia,
and Enrique Ronderos. When he arrived, Professor Muñoz
was waiting for him in the conference room.
“Señor Reynolds, I am delighted to meet you. How was
your flight?”
“Wonderful,” Jim replied.
“And how do you like Bogotá so far? Have you been
able to sightsee?”
“No, I haven’t had the chance to get around the city
yet. I hope to see some things later in the week.”
“Well, before you leave, you must visit El Museo de
Oro. It is the finest collection of gold artifacts from the
various indigenous Indian tribes in Colombia. Although
much of the gold was stolen by the Spanish, many pieces
have survived.” For the next 30 minutes, Professor Muñoz
spoke of everything from the upcoming presidential elec-
tions to World Cup soccer.
Jim looked at his watch, concerned about the other
professors who had not yet arrived and about the meeting
for which he had prepared.
“Is there something wrong, Señor Reynolds?”
“No, no, I was just wondering about the others; it’s
11:30.”
“Don’t worry. They’ll be here shortly. Traffic in Bogotá
at this hour is terrible. They’re probably caught in a traf-
fic jam.”
Just then, Professors Espitia and Ronderos walked in.
“Muy buenas, Señor Reynolds,” Professor Espitia said
warmly. “Please forgive us for the delay. Traffic is simply
awful at this time of day.”
“Oh, that’s not necessary. I understand. Traffic in New
York can be absolutely horrendous as well,” Jim replied.
“Sometimes it takes two hours to get from one end of the
city to the other.”
“Have you had lunch yet, Señor Reynolds?” asked Pro-
fessor Ronderos.
Jim shook his head.
“Why don’t we go to lunch, and we can talk there?”
Professor Ronderos suggested.
After discussing the restaurants in the area, the profes-
sors decided on El Club Ejecutivo. It was nearly
12:30 p.m. when they arrived.
“It’s been an hour and a half, and we haven’t discussed
anything,” Jim thought. He was concerned that the
­Colombians were not very interested in what he had to
offer. Throughout lunch, Jim grew increasingly concerned
that the professors were more interested in his trying
typical Colombian dishes and visiting the sights in Bogotá
than in Academia’s textbooks. They were fascinated that
Jim knew how to dance salsa and merengue and impressed
that he spoke Spanish with a slight Colombian accent;
Señorita Espitia said she found it amusing. That seemed
much more important than his knowledge of business
textbooks and publishing in general.
By the end of lunch, Jim was nearly beside himself. It
was now after 2:30 p.m.  and nothing had been accom-
plished.
“Why don’t we all go to Monserate tomorrow? It’s
absolutely beautiful up there, Señor Reynolds,” Professor
Ronderos suggested, going on to describe the mountain
that overlooks Bogotá and the myths and traditions that
surround it.
“That’s a wonderful idea,” Professor Espitia added.
“Monserate it is then. Jim, it has been a pleasure. I
look forward to our meeting tomorrow,” Professor Ron-
deros said with a slight bow.
“Señor Reynolds, would you like a ride home?” Profes-
sor Muñoz asked.
“Yes, if it’s not too much trouble.”
On the way home, Jim was relatively quiet.
“Do you feel okay?”
“It must be jet lag catching up to me. I’m sure it’s
nothing,” Jim responded. Concerned about the way the
meeting had gone, Jim realized that he had never even
had a chance to mention Academia Press’s various titles
and how these texts could be used to create a new cur-
riculum or supplement an existing curriculum at the pro-
fessors’ business school.
When in Bogotá
On arriving at the house, Jim went upstairs and sat in the
living room glumly sipping a cup of aguapanela. “I just
don’t get it,” he thought. “The Colombians couldn’t have
been happier with the way the meeting turned out, but we
didn’t do anything. We didn’t even talk about one book.
I just don’t understand what went wrong.”
In a short time, Darío arrived. “Muy buenas, Jim. How
did your meetings go today with the directors?” he asked.
“I don’t know. I don’t know what to think. We didn’t
do anything. We didn’t talk about business at all. We
talked more about the sights I should see and the places
I should visit before I leave Colombia. I’m supposed to
call my boss this afternoon and tell her how the initial
Personal Skill-Building Exercises
meeting went. What am I going to tell her? ‘Sorry, we
just decided to plan my vacation in Colombia instead of
discussing business.’ I can’t afford to have this deal fall
through.”
Darío laughed.
“Señor, I’m serious.”
“Jim, I understand. Believe me. Tell me about your
meeting today.”
Jim recounted every detail of the meeting to Darío,
who smiled and nodded his head as he listened.
“Jim, you have to understand one thing before you con-
tinue negotiating with the directors.”
“What’s that?”
“You’re in Colombia now,” Darío said simply.
Jim stared at him with a puzzled look. “And?”
“And what, Jim?”
“Is there something else I should know?”
“That’s where you need to start. You let the directors
set the tone of the meeting. It’s obvious they felt very
comfortable with you, or they wouldn’t have invited you
to Monserate. Here in Colombia, Jim, we do business dif-
ferently. Right now, you’re building friendship. You’re
building their trust in you. This is very important in doing
business in all of Latin America.”
After a moment’s pause, “Jim,” Darío continued,
“would you rather do business with a friend or someone
you hardly know?”
591
As Darío went on to analyze the meeting, Jim realized
that his perception of the situation had been formed by his
experiences in the United States. “When in Bogotá,” he
thought, “I guess I had better think like the Colombians.”
“Jim, you’ve gained the respect and the trust of the
directors. In my opinion, your first meeting was a com-
plete success.”
“What should I expect in the meetings to come?”
Jim asked.
“Don’t worry,” he responded. “Just let the directors
worry about that. You’ll come to an agreement before the
end of the week. I guarantee it.”
Questions for Discussion
1. What differences does Jim notice between life in
the United States and life in Colombia?
2. What differences does Jim notice between doing
business in the United States and doing business in
Colombia? How might these same factors differ in
other countries?
3. What advice would you give Jim for closing his
deals? Why?
Source: Written by Matthew C. Shull, twitter.com/Matthew_Shull. All rights reserved.
Used with permission.
3. The International Cola Alliances
Objectives
∙ To introduce some of the complexities involved in
doing business across international borders
∙ To examine what happens when countries seek to do
business with one another without the benefit of a
common language and customs
Background
Even with a common language, communication can break
down, and interpretations of words and actions often can
confound understanding and incur negative attributions of
purpose. Add to this the differences of personal needs that
exist from individual to individual, as well as national and
cultural needs that exist from country to country. These
limitless variables make cooperation across borders even
more complex.
The Story
You are a delegation from a country that would like to
enter into a large cooperative effort with a number of
other countries for the production and distribution of a
popular soft drink produced by the American company
International Cola. In the past, countries in your region
of the world have been resistant to allowing foreign soft
drinks into their markets, despite consumer demands.
However, recent thinking is that the advantages of allow-
ing this competition outweigh the disadvantages.
International Cola has expressed an interest in setting
up a bottling plant, a regional corporate headquarters, and
four distribution depots. Their goal, of course, is to do
this in the most economically efficient way possible to
maximize profits. However, because the executives at
International Cola believe this area to be a rich new mar-
ket with outstanding potential and are therefore eager to
get in, they have ceded to the demands of the various
governments in the proposed alliance. These require Inter-
national Cola to allow for local control of the facilities;
to maintain only 49 percent interest in the facilities with
local partners holding 51 percent ownership; and to allow
the participating governments to work out among them-
selves the details of where the facilities will be located.
For the countries involved, having one or more of these
facilities located within their borders will bring jobs, rev-
enue, and a certain amount of prestige. (It is possible for
a single country to have all six of the facilities: regional
headquarters, bottling plant, distribution depots.)
Each of the countries involved shares at least two bor-
ders with the other countries. This has not always been
592
the most peaceful area. Border skirmishes are frequent,
most stemming from minor misunderstandings that
became inflated by vast cultural and religious differences.
These distinct cultural differences between your coun-
try and your neighbors will likely become even more evi-
dent as you pursue the negotiation. It will be up to you
to decide how to respond to them. While it is important
for you to retain your own cultural integrity—for example,
when you first meet a delegate from another country you
will likely greet him or her in the cultural style of your
country—you understand the importance of being sensi-
tive to one another. If you understand, for example, that
the cultural style of another country is to bow on meeting,
whereas you shake hands, you may wish to bow instead.
Because you are negotiating the venture across bor-
ders, and each country has a different primary language,
you have agreed to negotiate in English, but none of you
are entirely fluent. Therefore, a few phrases will creep in
from your own languages.
Wear your country’s flag in a visible place at all times.
Instructions
Step 1 (30–40 minutes—may be done before class) 
Working in small groups (5–7), develop a profile of your
country and its people based on profile sheets 1 and 2.
After you have completed profile sheets 1 and 2,
briefly discuss them to be sure there is mutual under-
standing of what the group’s behavior and negotiating
stance are to be during the negotiation.
Step 2 (20 minutes—may be done before class)  Based
on the profile sheets, decide which International Cola
facilities you believe you should have in your country and
why you believe they should be in your country rather
than one of the others that will be represented. For exam-
ple, if you have a highly educated population, you may
argue that you should be the home of the regional corpo-
rate headquarters; be aware, however, that another country
might argue that you should not have bottling and distri-
bution facilities because these do not require a highly
educated or skilled labor force.
On the negotiation sheet, make a list of the facilities
you believe your country should have and some notes as
to what your arguments will be for having them. Also,
make some notes on what you believe the other countries’
counterarguments will be and how you expect to respond
to them.
Step 3 (30–45 minutes—in class)  Everyone in your
group should pin a copy of your country’s flag and motto
on himself or herself in a visible place. One to three
Personal Skill-Building Exercises 593

r­ epresentatives from your group (delegation) should nego- 5. To what degree did groups construct their countries
tiate the arrangements for International Cola’s facilities to best justify their position? In situations where
with the representatives from the other delegations. Be this happened, did it work? Why? Why not?
sure to use the cultural norms of your country during the
negotiation, but do not tell the others what your social Profile Sheet 1
norms are.
Representatives should introduce themselves to one 1. Select a name for your country:
another on an individual basis. After personal introduc-
tions, representatives should form a circle in the center of
the room with their delegations behind them, briefly Be sure that the name of your country appears on or
describe their countries, state their positions, and begin around the flag (see below).
negotiations. During negotiations, representatives should 2. In the space below, design your country’s flag or
make an effort to use their new language at least three emblem. Make enough copies so that each member
times. They should not use English for any of the six of your group has one to wear.
phrases listed.
Delegation representatives and the other members of
their groups may communicate with one another at any
point during the negotiation, but only in writing. Group
members may also communicate among themselves, but
only in writing during the negotiation.
Any group or representative may ask for a side meeting 3. Write a slogan for your country that best embodies
with one or more of the other groups during the negotia- your country’s ideals and goals. Include the slogan
tion. Side meetings may not last more than five minutes. on or around the flag.
At any time in the negotiation, the delegation may

change its representative. When such a change is made,
the new representative and the other delegates must rein-
troduce themselves and greet one another.
Those members of each delegation who are not directly 4. Make up a partial language with a vocabulary
negotiating should be active observers. Use the observer of up to twenty-five (25) words into which you
sheet to record situations in which other groups insulted should translate the following phrases for use
them, shamed them, or were otherwise offensive. during negotiations:
At the end of 45 minutes, the negotiation should be Phrase Translation
concluded whether or not an agreement has been reached. I agree.
I disagree.
Questions for Discussion This is unacceptable.
I don’t understand your point.
1. What role did cultural differences play in the vari-
ous phases of the negotiation process? Be careful
not to overlook the introductory phase. Was the You have insulted me.
negotiation frustrating? Satisfying? Other? Why? Please repeat that. ________________________________
2. At any time, did delegations recognize the cultural ________________________________________________
differences between themselves and the others? If 5. Briefly describe how people in your country react
so, was any attempt made to try to adapt to another when they have been insulted.
country’s norms? Why? Why not? Would there
have been a benefit in doing so? Why?
3. What role did language differences play during the
negotiation? What was the effect of lack of under-
standing or miscommunication on the process?

4. Did the delegations from various countries attempt

to find mutual goals and interests despite their dif-
ferences? In what ways were the best interests of
the overall plan subjugated to the individual inter- Profile Sheet 2
ests of each country? What rhetoric was used to Describe your country by selecting one element from each
justify the personal interests? of the following lists. After you have made your selections,
594 Skill-Building and Experiential Exercises

list the elements that make up your country’s description Dominant Religion
on a separate piece of paper and add any additional
animist
­elements you wish.
atheist/agnostic
Buddhist
Population Density
Catholic
high density with overpopulation a problem Hindu
moderate density—high end Islam
moderate density—average Jewish
moderate density—low end Mormon
Protestant (specify) ___________________________
low density
other (specify) ______________________________
Average Educational Level
less than 3 years—large percent totally illiterate
Negotiation Sheet
3–6 years—widespread functional illiteracy
6–9 years—functional illiteracy a problem in
 1. What facilities do you believe your country should
scattered areas have?
9–12 years—most read and write at functional

levels
12+ years—a highly educated and functioning

population
2. What facilities of those listed above are you willing
Per Capita Income to relinquish to reach agreement?
under $1,000 per year
$1,000–5,000 per year
$5,000–10,000 per year
$10,000–20,000 per year 3. On what bases will you justify your need or desire
$20,000–30,000 per year for having the facilities you have listed?
$30,000–40,000 per year
$40,000+ per year

Climate

tropical

arctic

mixed in different areas

runs range from season to season

Form of Government
socialist
democratic
Observer Sheet
communist 1. List actions taken by members of other delegations
monarchy that were insulting, created shame for you and your
dictatorship delegation, or were otherwise offensive based on
other (specify) your country’s norms. Include notes on the context
in which the actions were taken.
Dominant Racial-Ethnic Group
Asian
black
white
other (specify)
Personal Skill-Building Exercises 595

2. Based on the above list, what happened to your
interest in forming an alliance and your belief that
a mutual agreement could be reached?


4. Whom to Hire?
Objectives
∙ To explore participants’ cultural biases and
expectations
∙ To examine cultural differences
∙ To consider the impact culture has on hiring decisions
Instructions
Step 1 (10–15 minutes)  Read the background informa-
tion and descriptions of each of the applicants. Consider
the job and the cultures within which the individual to be
hired will be operating. Rank the candidates from 1 to 5,
with 1 being your first choice, and enter your rankings on
the ranking sheet in the column marked “My Ranking.”
Briefly, list the reasons for each of your rankings.
Do not discuss your rankings with your classmates
until told to do so.
Step 2 (30–40 minutes)  Working with three to four of
your classmates, discuss the applicants and rank them in
the order of group preference. Do not vote.
Rank the candidates from 1 to 5, with 1 being the
group’s first choice, and enter your group rankings on the
ranking sheet in the column marked “Group Ranking.”
Briefly list the reasons for each of the group’s rankings.
If your group represents more than one culture, explore
the ways in which each person’s cultural background may
have influenced his or her individual decisions.
Step 3 (open-ended)  Report your rankings to the class,
and discuss the areas of difference that emerged within
your group while you were trying to reach consensus.
Questions for Discussion
1. Was your group able to explore openly any cultur-
ally based biases that came up—for example, feel-
ings about homosexuality, religion, personality
traits, politics?
2. Did you make any comments or observations that
you feel would have been fully acceptable in your
own culture but were not accepted by the group?
Explain.
3. If the answer to question 2 was yes, how did the
reaction of the group make you feel about your
membership in it? How did you handle the
situation?
4. What implications do you believe these cultural
differences would have in business dealings?
596
Background
You are a member of the management committee of a
multinational company that does business in 23 countries.
While your company’s headquarters are in Holland, your
offices are scattered fairly evenly throughout the four
hemispheres. Primary markets have been in Europe and
North America; the strongest emerging market is the
Pacific Rim. Company executives would like to develop
what they see as a powerful potential market in the Mid-
dle East. Sales in all areas except the Pacific Rim have
shown slow growth over the past two years.
At present, your company is seeking to restructure and
revitalize its worldwide marketing efforts. To accomplish
this, you have determined that you need to hire a key
marketing person to introduce fresh ideas and a new per-
spective. There is no one currently in your company who
is qualified to do this, and so you have decided to look
outside. The job title is “vice president for international
marketing”; it carries with it a salary well into six figures
(US$), plus elaborate benefits, an unlimited expense
account, a car, and the use of the corporate jet. The person
you hire will be based at the company’s headquarters and
will travel frequently.
A lengthy search has turned up five people with good
potential. It is now up to you to decide whom to hire.
Although all the applicants have expressed a sincere inter-
est in the position, it is possible that they may change their
minds once the job is offered. Therefore, you must rank
them in order of preference so that if your first choice
declines the position, you can go on to the second, and
so on.
Applicants: Park L., age 41, Married with
Three Children
Park L. is currently senior vice president for marketing at
a major Korean high-technology firm. You have been told
by the head of your Seoul office that his reputation as an
expert in international marketing is outstanding. The mar-
ket share of his company’s products has consistently
increased since he joined the company just over 15 years
ago. His company’s market share is now well ahead of
that of competing producers in the Pacific Rim.
Park started with his present company immediately
after his graduation from the University of Seoul and has
worked his way up through the ranks. He does not have
a graduate degree. You sense that Park has a keen under-
standing of organizational politics and knows how to play
them. He recognizes that because the company he works
for now is family controlled, it is unlikely that he will ever
move much higher than his present situation. Park has told
Personal Skill-Building Exercises
you that he is interested in the growth potential offered at
your company.
In addition to his native tongue, Park is able to carry
on a reasonably fluent conversation in English and has a
minimal working knowledge of German and French. His
wife, who appears quiet and quite traditional, and his chil-
dren speak only Korean.
Kiran K., age 50, Widow with One
Adult Child
Kiran K. is a Sikh woman living in Malaysia. She began
her teaching career while finishing her DBA (doctorate in
business administration) at the Harvard Business School
and published her first book on international marketing
ten months after graduation. Her doctoral dissertation was
based on the international marketing of pharmaceuticals,
but she has also done research and published on other
areas of international marketing.
Two months after the publication of her book, Kiran
went to work in the international marketing department
of a Fortune 500 company, where she stayed for the next
ten years. She returned to teaching when Maura Univer-
sity offered her a full professorship with tenure, and she
has been there since that time. Her academic position has
allowed her to pursue a number of research interests and
to write authoritative books and papers in her field. At
present, she is well published and internationally recog-
nized as an expert on international marketing. In addi-
tion, she has an active consulting practice throughout
Southeast Asia.
You have learned through your office in Kuala Lumpur
that Kiran’s only child, a 23-year-old son, is severely men-
tally and physically disabled. You sense that part of her
interest in the job with your company is to have the
income to guarantee his care should anything happen to
her. Her son would go with her to Holland, should she be
given the job, where he will need to be enrolled in special
support programs.
In addition to fluency in Malay, English, and Hindi,
Kiran speaks and writes German and Spanish and is able
to converse in Japanese and Mandarin.
Peter V., age 44, Single
Peter is a white South African. He had worked in a key
position in the international marketing division of an Amer-
ican Fortune 100 company until the company pulled out of
his country eight months ago. While the company wanted
to keep him on, offering to move him from Johannesburg
to its New York headquarters, Peter decided that it was
time to look elsewhere. He had begun to feel somewhat
dead-ended in his position and apparently sees the posi-
tion at your company as an opportunity to try out new
territory. Like your other candidates for the position, Peter
597
has a long list of accomplishments and is widely recog-
nized as outstanding in his field. People in your company
who have had contacts with him say that Peter is creative,
hardworking, and loyal. In addition, you have been told
that Peter is a top-flight manager of people who is able
to push his employees to the highest levels of perfor-
mance. And, you are told, he is very organized.
Peter has a PhD in computer science from a leading
South African university and an MBA from Purdue’s
Krannert School of Business.
Peter had been a vehement opponent of apartheid and
is still very much a social activist. His high political vis-
ibility within South Africa had made his life there diffi-
cult, and even now, with the end of apartheid, he would
like to get out. His constant male companion, P. K. Kahn,
would be coming with him to Holland, and Peter would
like your personnel office to help P. K. find an appropri-
ate position.
Peter speaks and reads English, Dutch, Afrikaans, and
Swahili and can converse in German.
Tex P., age 36, Divorced with One Child
Tex is currently job hunting. His former job as head of
marketing for a single-product, high-technology firm—
highly specialized workstations for sophisticated artificial
intelligence applications—ended when the company was
bought out by Texas Instruments. Tex had been with his
previous company virtually from the time the company was
started six years earlier. Having to leave his job was an
irony to Tex as it was largely due to the success of his
efforts that the company was bought out. You sense that he
is a little bitter, and he tells you that jobs offered to him
by TI were beneath him and not worthy of consideration.
Tex has both his undergraduate and MBA degrees from
Stanford University. In addition, he was a Rhodes Scholar
and won a Fulbright scholarship, which he used to support
himself while he undertook a two-year research project on
the marketing of high-technology equipment to Third
World countries.
You have learned through your New York office that
Tex has a reputation for being aggressive and hard driv-
ing. Apparently he is a workaholic who has been known
to work 18 to 20 hours a day, seven days a week. He
seems to have little time for his personal life.
In addition to his native English, Tex has a minimal
command of French—which he admits he hasn’t used
since his college days.
Zvi C., age 40, Married with Five Children
Zvi began his career after receiving his MBA from the
Sloan School of Management at the Massachusetts Insti-
tute of Technology (MIT). His first job was as marketing
manager for a German company doing business in Israel.
598 Skill-Building and Experiential Exercises

Zvi’s phenomenal success with this company led to his
being hired away by an international office equipment
company in England. Again, he proved to be outstanding,
boosting the company’s market share beyond all expecta-
tions within two years. After five years, Zvi was offered
a chance to go back to Israel, this time to oversee and
coordinate all the international marketing programs for an
industrial park of 14 companies run as an adjunct to Isra-
el’s leading scientific research institution. It has been his
responsibility to interface the research component with
product development and sales as well as to manage the
vast marketing department. Again, he has shown himself
to be a master.
You have learned through your Haifa office that Zvi is
highly respected and has extensive contacts in the scien-
tific and high-tech worlds. He is exceptionally creative in
his approach to marketing, often trying bold strategies that
most of his peers would dismiss as too risky. Zvi, ­however,
has made them work and work well.
Zvi is a religious man who must leave work by noon
on Friday. He will not work Saturdays or any of his
­religion’s major and minor holidays—about 18 a year. He
will, however, work on Sundays.
In addition to his native language, Dutch (Zvi and his fam-
ily moved to Israel from Holland when Zvi was six), he speaks
and writes fluent Hebrew, English, German, and Arabic.

Ranking Sheet
Rank candidates from one to five with one as your first choice.

My Ranking Group Ranking

Applicant Rank Reasons Rank Reasons

Park L.

Kiran K.

Peter V.

Tex P.

Zvi C.
Glossary
achievement culture  A culture in which people are accorded
status based on how well they perform their functions.
achievement motivation theory  A theory that holds that
individuals can have a need to get ahead, to attain success,
and to reach objectives.
act of state doctrine  A jurisdictional principle of interna-
tional law that holds that all acts of other governments are
considered to be valid by U.S. courts, even if such acts are
illegal or inappropriate under U.S. law.
adaptability screening  The process of evaluating how well
a family is likely to stand up to the stress of overseas life.
administrative coordination  Strategic formulation and
implementation in which the MNC makes strategic decisions
based on the merits of the individual situation rather than using
a predetermined economically or politically driven strategy.
alliance  Any type of cooperative relationship among
different firms.
ascription culture  A culture in which status is attributed
based on who or what a person is.
assessment center  An evaluation tool used to identify indi-
viduals with potential to be selected or promoted to higher-
level positions.
authoritarian leadership  The use of work-centered behavior
designed to ensure task accomplishment.
balance-sheet approach  An approach to developing an expa-
triate compensation package that ensures the expat is “made
whole” and does not lose money by taking the assignment.
base of the pyramid strategy  Strategy targeting low-income
customers in developing countries.
bicultural group  A group in which two or more members
represent each of two distinct cultures, such as four Mexicans
and four Taiwanese who have formed a team to investigate the
possibility of investing in a venture.
biotechnology  The integration of science and technology to
create agricultural or medical products through industrial use
and manipulation of living organisms.
born-global firms  Firms that engage in significant interna-
tional activities shortly after being established.
cafeteria approach  An approach to developing an expatriate
compensation package that entails giving the individual a
series of options and letting the person decide how to spend
the available funds.
centralization  A management system in which important
decisions are made at the top.
chaebols  Very large, family-held Korean conglomerates that
have considerable political and economic power.
charismatic leaders  Leaders who inspire and motivate
employees through their charismatic traits and abilities.
chromatics  The use of color to communicate messages.
chronemics  The way in which time is used in a culture.
civil or code law  Law that is derived from Roman law and
is found in the non-Islamic and nonsocialist countries.
codetermination  A legal system that requires workers and
their managers to discuss major decisions.
collectivism  The political philosophy that views the needs or
goals of society as a whole as more important than individual
desires (Chapter 2); the tendency of people to belong to
groups or collectives and to look after each other in exchange
for loyalty (Chapter 4).
common law  Law that derives from English law and is the
foundation of legislation in the United States, Canada, and
England, among other nations.
communication  The process of transferring meanings from
sender to receiver.
communitarianism  Refers to people regarding themselves as
part of a group.
conglomerate investment  A type of high-risk investment in
which goods or services produced are not similar to those
produced at home.
content theories of motivation  Theories that explain work
motivation in terms of what arouses, energizes, or initiates
employee behavior.
context  Information that surrounds a communication and
helps convey the message.
controlling  The process of evaluating results in relation to
plans or objectives and deciding what action, if any, to take.
corporate governance  The system by which business corpo-
rations are directed and controlled.
corporate social responsibility (CSR)  The actions of a firm
to benefit society beyond the requirements of the law and the
direct interests of the firm.
cultural assimilator  A programmed learning technique
designed to expose members of one culture to some of the
basic concepts, attitudes, role perceptions, customs, and values
of another culture.
culture  Acquired knowledge that people use to interpret
experience and generate social behavior. This knowledge forms
values, creates attitudes, and influences behavior.
decentralization  Pushing decision making down the line and
getting the lower-level personnel involved.
decision making  The process of choosing a course of action
among alternatives.
democracy  A political system in which the government is
controlled by the citizens either directly or through elections.
diffuse culture  A culture in which public space and private
space are similar in size and individuals guard their public
space carefully because entry into public space affords entry
into private space as well.
599
600 Glossary
direct controls  The use of face-to-face or personal meetings
for the purpose of monitoring operations.
distributive negotiations  Bargaining that occurs when two
parties with opposing goals compete over a set value.
doctrine of comity  A jurisdictional principle of international
law that holds that there must be mutual respect for the laws,
institutions, and governments of other countries in the matter
of jurisdiction over their own citizens.
downward communication  The transmission of information
from manager to subordinate.
economic imperative  A worldwide strategy based on cost
leadership, differentiation, and segmentation.
Eiffel Tower culture  A culture that is characterized by
strong emphasis on hierarchy and orientation to the task.
emotional culture  A culture in which emotions are
expressed openly and naturally.
empowerment  The process of giving individuals and teams
the resources, information, and authority they need to develop
ideas and effectively implement them.
environmental scanning  The process of providing manage-
ment with accurate forecasts of trends related to external
changes in geographic areas where the firm currently is doing
business or is considering setting up operations.
equity theory  A process theory that focuses on how motiva-
tion is affected by people’s perception of how fairly they are
being treated.
esteem needs  Needs for power and status.
ethics  The study of morality and standards of conduct.
ethnocentric MNC  An MNC that stresses nationalism and
often puts home-office people in charge of key international
management positions.
ethnocentric predisposition  A nationalistic philosophy of
management whereby the values and interests of the parent
company guide strategic decisions.
ethnocentrism  The belief that one’s own way of doing
things is superior to that of others.
European Union  A political and economic community
consisting of 28 member states.
expatriates  Managers who live and work outside their home
country. They are citizens of the country where the multina-
tional corporation is headquartered.
expectancy theory  A process theory that postulates that
motivation is influenced by a person’s belief that (a) effort
will lead to performance, (b) performance will lead to spe-
cific outcomes, and (c) the outcomes will be of value to the
individual.
expropriation  The seizure of businesses by a host country
with little, if any, compensation to the owners.
extrinsic  A determinant of motivation by which the external
environment and result of the activity are of greater impor-
tance due to competition and compensation or incentive plans.
fair trade  An organized social movement and market-based
approach that aims to help producers in developing countries
obtain better trading conditions and promote sustainability.
family culture  A culture that is characterized by a strong
emphasis on hierarchy and orientation to the person.
femininity  A cultural characteristic in which the dominant
values in society are caring for others and the quality of life.
Foreign Corrupt Practices Act (FCPA)  An act that makes it
illegal to influence foreign officials through personal payment
or political contributions; became U.S. law in 1977 because of
concerns over bribes in the international business arena.
foreign direct investment (FDI)  Investment in property,
plant, or equipment in another country.
formalization  The use of defined structures and systems in
decision making, communicating, and controlling.
franchise  A business arrangement under which one party
(the franchisor) allows another (the franchisee) to operate an
enterprise using its trademark, logo, product line, and methods
of operation in return for a fee.
geocentric MNC  An MNC that seeks to integrate diverse
regions of the world through a global approach to decision
making.
geocentric predisposition  A philosophy of management
whereby the company tries to integrate a global systems
approach to decision making.
global area division  A structure under which global opera-
tions are organized on a geographic rather than a product basis.
global functional division  A structure that organizes world-
wide operations primarily based on function and secondarily
on product.
global integration  The production and distribution of prod-
ucts and services of a homogeneous type and quality on a
worldwide basis.
global product division  A structural arrangement in which
domestic divisions are given worldwide responsibility for
product groups.
global strategy  Integrated strategy based primarily on price
competition.
globalization  The process of social, political, economic,
­cultural, and technological integration among countries around
the world.
globalization imperative  A belief that one worldwide
approach to doing business is the key to both efficiency and
effectiveness.
GLOBE (Global Leadership and Organizational Behavior
Effectiveness)  A multicountry study and evaluation of cul-
tural attributes and leadership behaviors among more than
17,000 managers from 951 organizations in 62 countries.
goal-setting theory  A process theory that focuses on how
individuals go about setting goals and responding to them and
the overall impact of this process on motivation.
groupthink  Social conformity and pressures on individual
members of a group to conform and reach consensus.
guanxi  In Chinese, it means “good connections.”
guided missile culture  A culture that is characterized by
strong emphasis on equality in the workplace and orientation
to the task.
haptics  Communicating through the use of bodily contact.
home-country nationals  Expatriate managers who are citi-
zens of the country where the multinational corporation is
headquartered.
Glossary
homogeneous group  A group in which members have simi-
lar backgrounds and generally perceive, interpret, and evaluate
events in similar ways.
honne  A Japanese term that means “what one really wants
to do.”
horizontal investment  An MNC investment in foreign
operations to produce the same goods or services as those
produced at home.
horizontal specialization  The assignment of jobs so that
individuals are given a particular function to perform and tend
to stay within the confines of this area.
host-country nationals  Local managers who are hired by
the MNC.
hygiene factors  In the two-factor motivation theory, job-­
context variables such as salary, interpersonal relations, technical
supervision, working conditions, and company policies and
administration.
incubator culture  A culture that is characterized by strong
emphasis on equality and orientation to the person.
indigenization laws  Laws that require nationals to hold a
majority interest in an operation.
indirect controls  The use of reports and other written forms
of communication to control operations.
individualism  The political philosophy that people should be
free to pursue economic and political endeavors without con-
straint (Chapter 2); the tendency of people to look after them-
selves and their immediate family only (Chapter 4).
inpatriates  Individuals from a host country or third-country
nationals who are assigned to work in the home country.
integrative negotiation  Bargaining that involves cooperation
between two groups to integrate interests, create value, and
invest in the agreement.
integrative techniques  Techniques that help the overseas
operation become a part of the host country’s infrastructure.
international division structure  A structural arrangement
that handles all international operations out of a division cre-
ated for this purpose.
international entrepreneurship  A combination of innova-
tive, proactive, and risk-seeking behavior that crosses national
boundaries and is intended to create value for organizations.
international management  Process of applying management
concepts and techniques in a multinational environment and
adapting management practices to different economic, politi-
cal, and cultural environments.
international selection criteria  Factors used to choose
personnel for international assignments.
international strategy  Mixed strategy combining low
demand for integration and responsiveness.
intimate distance  Distance between people that is used for
very confidential communications.
intrinsic  A determinant of motivation by which an individ-
ual experiences fulfillment through carrying out an activity
and helping others.
Islamic law  Law that is derived from interpretation of the
Qur’an and the teachings of the Prophet Muhammad and is
found in most Islamic countries.
601
job design  A job’s content, the methods that are used on the
job, and the way the job relates to other jobs in the organization.
job-content factors  In work motivation, those factors inter-
nally controlled, such as responsibility, achievement, and the
work itself.
job-context factors  In work motivation, those factors
­controlled by the organization, such as conditions, hours,
earnings, security, benefits, and promotions.
joint venture (JV)  An agreement under which two or more
partners own or control a business.
kaizen  A Japanese term that means “continuous improvement.”
karoshi  A Japanese term that means “overwork” or “job
burnout.”
keiretsu  In Japan, an organizational arrangement in which a
large, often vertically integrated group of companies cooperate
and work closely with each other to provide goods and ser-
vices to end users; members may be bound together by cross-
ownership, long-term business dealings, interlocking
directorates, and social ties.
key success factor (KSF)  A factor necessary for a firm to
effectively compete in a market niche.
kinesics  The study of communication through body move-
ment and facial expression.
leadership  The process of influencing people to direct their
efforts toward the achievement of some particular goal or goals.
learning  The acquisition of skills, knowledge, and abilities
that result in a relatively permanent change in behavior.
license  An agreement that allows one party to use an indus-
trial property right in exchange for payment to the owning
party.
localization  An approach to developing an expatriate com-
pensation package that involves paying the expat a salary com-
parable to that of local nationals.
lump-sum method  An approach to developing an expatriate
compensation package that involves giving the expat a prede-
termined amount of money and letting the individual make his
or her own decisions regarding how to spend it.
macro political risk analysis  Analysis that reviews major
political decisions likely to affect all enterprises in the country.
management  Process of completing activities efficiently and
effectively with and through other people.
maquiladora  A factory, the majority of which are located in
Mexican border towns, that imports materials and equipment
on a duty- and tariff-free basis for assembly or manufacturing
and re-export.
masculinity  A cultural characteristic in which the dominant
values in society are success, money, and things.
merger/acquisition  The cross-border purchase or exchange
of equity involving two or more companies.
micro political risk analysis  Analysis directed toward gov-
ernment policies and actions that influence selected sectors of
the economy or specific foreign businesses in the country.
Ministry of International Trade and Industry (MITI)   A
Japanese government agency that identifies and ranks national
commercial pursuits and guides the distribution of national
resources to meet these goals.
602 Glossary
mixed organization structure  A structure that is a combina-
tion of a global product, area, or functional arrangement.
MNC  A firm having operations in more than one country,
international sales, and a nationality mix of managers and
owners.
monochronic time schedule  A time schedule in which
things are done in a linear fashion.
motivation  A psychological process through which unsatis-
fied wants or needs lead to drives that are aimed at goals or
incentives.
motivators  In the two-factor motivation theory, job-content
factors such as achievement, recognition, responsibility,
advancement, and the work itself.
multi-domestic strategy  Differentiated strategy emphasizing
local adaptation.
multicultural group  A group in which there are individu-
als from three or more different ethnic backgrounds, such as
three American, three German, three Uruguayan, and three
Chinese managers who are looking into mining operations
in South Africa.
national responsiveness  The need to understand the differ-
ent consumer tastes in segmented regional markets and
respond to different national standards and regulations
imposed by autonomous governments and agencies.
nationality principle  A jurisdictional principle of interna-
tional law that holds that every country has jurisdiction over
its citizens no matter where they are located.
negotiation  Bargaining with one or more parties for the
purpose of arriving at a solution acceptable to all.
neutral culture  A culture in which emotions are held in
check.
nongovernmental organizations (NGOs)  Private, not-for-
profit organizations that seek to serve society’s interests by
focusing on social, political, and economic issues such as pov-
erty, social justice, education, health, and the environment.
nonverbal communication  The transfer of meaning through
means such as body language and the use of physical space.
North American Free Trade Agreement (NAFTA)  A free-
trade agreement between the United States, Canada, and Mexico
that has removed most barriers to trade and investment.
oculesics  The area of communication that deals with convey-
ing messages through the use of eye contact and gaze.
offshoring  The process by which companies undertake some
activities at offshore locations instead of in their countries of
origin.
operational risks  Government policies and procedures that
directly constrain management and performance of local
­operations.
organizational culture  Shared values and beliefs that enable
members to understand their roles and the norms of the
­organization.
outsourcing  The subcontracting or contracting out of activi-
ties to endogenous organizations that had previously been
performed by the firm.
ownership-control risks  Government policies or actions that
inhibit ownership or control of local operations.
parochialism  The tendency to view the world through one’s
own eyes and perspectives.
participative leadership  The use of both work- or task-
centered and people-centered approaches to leading
­subordinates.
particularism  The belief that circumstances dictate how
ideas and practices should be applied and that something can-
not be done the same everywhere.
paternalistic leadership  The use of work-centered behavior
coupled with a protective employee-centered concern.
perception  A person’s view of reality.
personal distance  In communicating, the physical distance
used for talking with family and close friends.
physiological needs  Basic physical needs for water, food,
clothing, and shelter.
political imperative  Strategic formulation and implementa-
tion utilizing strategies that are country-responsive and
designed to protect local market niches.
political risk  The unanticipated likelihood that a business’s
foreign investment will be constrained by a host government’s
policy.
polycentric MNC  An MNC that places local nationals in
key positions and allows these managers to appoint and
develop their own people.
polycentric predisposition  A philosophy of management
whereby strategic decisions are tailored to suit the cultures of
the countries where the MNC operates.
polychronic time schedule  A time schedule in which
­people tend to do several things at the same time and place
higher value on personal involvement than on getting things
done on time.
positive organizational behavior (POB)  The study and
application of positively oriented human resource strengths
and psychological capacities that can be measured, developed,
and effectively managed for performance improvement in
today’s workplace.
positive organizational scholarship (POS)  A method that
focuses on positive outcomes, processes, and attributes of
organizations and their members.
power distance  The extent to which less powerful members
of institutions and organizations accept that power is distrib-
uted unequally.
principle of sovereignty  An international principle of law
that holds that governments have the right to rule themselves
as they see fit.
proactive political strategies  Lobbying, campaign financing,
advocacy, and other political interventions designed to shape
and influence the political decisions prior to their impact on
the firm.
process theories of motivation  Theories that explain work
motivation by how employee behavior is initiated, redirected,
and halted.
profit  The amount remaining after all expenses are deducted
from total revenues.
protective and defensive techniques  Techniques that dis-
courage the host government from interfering in operations.
Glossary
protective principle  A jurisdictional principle of interna-
tional law that holds that every country has jurisdiction over
behavior that adversely affects its national security, even if the
conduct occurred outside that country.
proxemics  The study of the way people use physical space
to convey messages.
public distance  In communicating, the distance used when
calling across the room or giving a talk to a group.
quality control circle (QCC)  A group of workers who
meet on a regular basis to discuss ways of improving the
quality of work.
quality imperative  Strategic formulation and implementation
utilizing strategies of total quality management to meet or
exceed customers’ expectations and continuously improve
products or services.
regiocentric MNC  An MNC that relies on local managers
from a particular geographic region to handle operations in
and around that area.
regiocentric predisposition  A philosophy of management
whereby the firm tries to blend its own interests with those of
its subsidiaries on a regional basis.
regional system  An approach to developing an expatriate
compensation package that involves setting a compensation
system for all expats who are assigned to a particular region
and paying everyone in accord with that system.
repatriation  The return to one’s home country from an
overseas management assignment.
repatriation agreements  Agreements whereby the firm tells
an individual how long she or he will be posted overseas and
promises to give the individual, on return, a job that is mutu-
ally acceptable.
return on investment (ROI)  Return measured by dividing
profit by assets.
ringisei  A Japanese term that means “decision making by
consensus.”
safety needs  Desires for security, stability, and the absence
of pain.
self-actualization needs  Desires to reach one’s full potential,
to become everything one is capable of becoming as a human
being.
simplification  The process of exhibiting the same orientation
toward different cultural groups.
social distance  In communicating, the distance used to
handle most business transactions.
social needs  Desires to interact and affiliate with others and
to feel wanted by others.
socialism  A moderate form of collectivism in which there is
government ownership of institutions, and profit is not the
ultimate goal.
socialist law  Law that comes from the Marxist socialist
­system and continues to influence regulations in countries
­formerly associated with the Soviet Union as well as China.
sociotechnical designs  Job designs that blend personnel and
technology.
specialization  An organizational characteristic that assigns
individuals to specific, well-defined tasks.
603
specific culture  A culture in which individuals have a large
public space they readily share with others and a small private
space they guard closely and share with only close friends and
associates.
strategic management  The process of determining an
organization’s basic mission and long-term objectives, then
implementing a plan of action for attaining these goals.
strategy implementation  The process of providing goods
and services in accord with a plan of action.
sustainability  Development that meets humanity’s needs
without harming future generations.
tatemae  A Japanese term that means “doing the right thing”
according to the norm.
territoriality principle  A jurisdictional principle of interna-
tional law that holds that every nation has the right of juris-
diction within its legal territory.
terrorism  The use of force or violence against others to pro-
mote political or social views.
Theory X manager  A manager who believes that people are
basically lazy and that coercion and threats of punishment
often are necessary to get them to work.
Theory Y manager  A manager who believes that under the
right conditions, people not only will work hard but will seek
increased responsibility and challenge.
Theory Z manager  A manager who believes that workers
seek opportunities to participate in management and are moti-
vated by teamwork and responsibility sharing.
third-country nationals (TCNs)  Managers who are citizens
of countries other than the country in which the MNC is
headquartered or the one in which the managers are assigned
to work by the MNC.
token group  A group in which all members but one have
the same background, such as a group of Japanese retailers
and a British attorney.
total quality management (TQM)  An organizational strategy
and the accompanying techniques that result in the delivery of
high-quality products or services to customers.
totalitarianism  A political system in which there is only one
representative party, which exhibits control over every facet of
political and human life.
training  The process of altering employee behavior and atti-
tudes in a way that increases the probability of goal attainment.
Trans-Pacific Partnership (TPP) or Trans-Pacific Partner-
ship Agreement (TPPA)  A proposed trade agreement among
12 Pacific Rim countries, including Australia, Brunei, Canada,
Chile, Japan, Malaysia, Mexico, New Zealand, Peru, Singapore,
the United States, and Vietnam.
transactional leaders  Individuals who exchange rewards for
effort and performance and work on a “something for some-
thing” basis.
transfer risks  Government policies that limit the transfer of
capital, payments, production, people, and technology in and
out of the country.
transformational leaders  Leaders who are visionary agents
with a sense of mission and who are capable of motivating their
followers to accept new goals and new ways of doing things.
604 Glossary
transition strategies  Strategies used to help smooth the
adjustment from an overseas to a stateside assignment.
transnational network structure  A multinational structural
arrangement that combines elements of function, product, and
geographic designs, while relying on a network arrangement to
link worldwide subsidiaries.
transnational strategy  Integrated strategy emphasizing both
global integration and local responsiveness.
two-factor theory of motivation  A theory that identifies
two sets of factors that influence job satisfaction: hygiene
­factors and motivators.
uncertainty avoidance  The extent to which people feel
threatened by ambiguous situations and have created beliefs
and institutions that try to avoid these.
universalism  The belief that ideas and practices can be
applied everywhere in the world without modification.
upward communication  The transfer of meaning from
­subordinate to superior.
validity  The quality of being effective, of producing the
desired results. A valid test or selection technique measures
what it is intended to measure.
values  Basic convictions that people have regarding what
is right and wrong, good and bad, and important and
unimportant.
variety amplification  The creation of uncertainty and the
analysis of many alternatives regarding future action.
variety reduction  The limiting of uncertainty and the focus-
ing of action on a limited number of alternatives.
vertical investment  The production of raw materials or
intermediate goods that are to be processed into final
­products.
vertical specialization  The assignment of work to groups or
departments where individuals are collectively responsible for
performance.
wholly owned subsidiary  An overseas operation that is
totally owned and controlled by an MNC.
work centrality  The importance of work in an individual’s
life relative to other areas of interest.
World Trade Organization (WTO)  The global organization
of countries that oversees rules and regulations for interna-
tional trade and investment.
Name Index
A page number with an e indicates an exhibit; an f a figure; an n, a source note or footnote; a t, a table.

Aaen, Christian, 276 Air China, 334t ANA, 334t

Aafaqi, R., 504n37 Air France, 333, 334t Analoui, Farhad, 463n34
AAP (Association of American Air India, 334t Anand, Geeta, 41n96
Publishers), 417 Air New Zealand, 334t Andersen, 497
AAR, 362 Airtel, 6 Anderson, Jamie, 325n113
Abbott, 292 Ajmera, Ankit, 322n36 Anderson, Philip, 206n49, 212, 243n15,
Abboud, Leila, 372n Akiba, Toshiharu, 265 504n51
AbbVie Inc., 119f al-Assad, Bashar, 44–45 Ando, Ritsuko, 324n80
Abegglen, J. C., 464n43 Alberts, Hana R., 278nn37–38 Andrews, Edmund L., 97n82, 206n50,
ABInBev, 122, 123–124, 148 Albright, Kendra S., 324n74 383n29
ABP Food Group, 561 Alcan Aluminum of Canada, 366 Anfuso, Dawn, 543n
Abrams, Michael N., 191, 206nn37–38 Alcatel-Lucent, 187, 316 Ang, Swee Hoon, 465n92
Abueva, Jobert E., 552n80 Alcatel SA, 186–187 Angel Broking, 428
AB Volvo, 377 Alderman, Liz, 72nn76–77 Anheuser-Busch InBev, 123–124, 307
Acano, 303 Aldi, 279e, 282 Anne, Colleen, 40n59
Accenture, 6, 83–84, 306 Alexander the Great, 8 Ansari, M. A., 504n37
Access to Medicine Foundation, 118, 119f Alford, Randall J., 205n21 Aoki Corporation, 264
Acer Inc., 418 Alibaba, 284, 418 AOL, 416
ACFTU (All-China Federation of Trade Alibaba Group, 388–390 Aozora Bank, 170
Unions), 279 Alipay, 388–389 Apple Inc., 5, 30, 65, 81, 107, 156–158,
Ackerman, Matt, 178n30 Alitalia, 334t 175, 209, 296, 298, 397, 408t, 500
Actavis, 346 Alkhafaji, Abbass F., 358n58, 463n16 Aqua, 256
Activia, 255 Al-Kurdi, Aylan, 46 Areddy, J. T., 261nn49–53, 277nn18–19,
Adams, Jonathan, 112n11 All-China Federation of Trade Unions 277n22
Adelphia, 89 (ACFTU), 279 Aristotle, 47, 78, 95n34
adidas, 107, 109, 314 Allen, James, 152n15 Arizona State University, 101n
adidas Group, 408t Allen, Mark, 550n23 ARM Holdings PLC, 336
Adler, Nancy J., 177n1, 186, 196–198, Allergan, 292, 346 Arnold, Tom, 384n42
202n, 206n30, 206n47, 206n52, AlliedSignal, 538 Arpan, Jeffrey, 412n41
206n57, 214, 222n, 231, 240n, Allinson, C. W., 539, 553n102 Arregle, Jean-Luc, 356n27
243n19, 244n67, 503n27, 552n81 Allison, Melissa, 385n71 Arthur, Winfred, Jr., 551n41
AECOM Economics, 276 Al-Meer, A., 244n43 Arthur Andersen, 89
Aer Lingus, 334t Almeida, James G., 325n117 As, D., 464n59
Aeroflot, 334t Alphabet Inc., 418 Asakawa, Kazuhiro, 358n62
Aeroméxico, 334t Al Qaeda, 367 ASDA Group PLC, 280, 283
AES, 30 Al-Shammari, Eid S., 465n83 Ashe, Suzanne, 95n25
Affleck, Ben, 104 ALSTOM, 91 Asher, Courtney, 253n, 277n, 574n, 582n
AFL/CIO, 100, 107 Alton Towers, 268 Ashkanasy, Neal, 505n87
African Outreach Project, 104 Aluminum Company of America, 534 Ashok, Karnataka R., 248, 249
Africa Online, 316 Alusuisse Lonza Group, 366–367 Ashoka, 315t
Agency for Drugs and Technologies in The Amazing Race, 102 Asia-Pacific Economic Cooperation, 31
Health, 116 Amazon.com, 64, 285, 319, 388–390, Aspen Pharmacare, 292
AGEPE Editorial Group, 579 408t, 415 Assad, Bashar, 44–45
Agricultural Bank of China, 568 AmBev, 123 Assiut Cement Company, 375
Aguayuda, 105 Amed, Imran, 105n8 Association of American Publishers
Aguirre, Fernando, 575, 579, 580 America Movil SAB De CV, 7t (AAP), 417
Ahmad, Z. A., 504n37 American Airlines, 333, 334t Association of Chartered Certified
Ahmed, Runman, 253n8, 254n20 American Beverages, 339 Accountants, 580
Ai Ni Group, 380 American Business Centers, 370 Astellas Pharma Inc., 119f
Aioanei, Ingrid, 503n31 American Civil Liberties Union, 100 AstraZeneca PLC, 119f, 185, 292
Air Asia, 376 American Express, 10, 66 Atamer, Tugrul, 324n90
Airbnb, 98 Amin, Khoirul, 355–356n4 Athanassiou, Nicholas, 244n54
Airbus, 32 Amnesty International, 86 Athos, Anthony G., 243n23
Air Canada, 334t Amway Corp., 468, 470 A to Z, 315t
605
606 Name Index

AT&T, 30, 307, 380 Barkema, Harry, 356n11, 385n61 Bird, Allan, 553n98, 553n105
AUC, 579 Barnes, Brooks, 278n26 Bird, Stephen, 294
Audi, 397 Barnett, Carole K., 484n Birkitt, Laurie, 39n16
Aurobindo, 292 Barreda, David M., 177n7 Bischoff, S. J., 464n54
Australia and New Zealand Banking Group Barrett, Alan M., 553n108 Bishop, Kimberly, 214
Ltd., 570 Barrett, Devlin, 287n17 Bissell, Susan, 561
Authors Guild, 417 Barsoux, Jean-Louis, 179n69, 466n102 BISWA (Bharat Integrated Social Welfare
Autio, Erkko, 325n117 Barstow, David, 287n15 Agency), 252
Autoblog Green, 428 Bartlett, Christopher A., 300n, 323nn62–63 Bital Bank, 564
Autokonzern, 28 Bartol, Kathryn M., 552n62 Bjorhus, Ms., 252
Avianca, 334t BASF AG, 63 Bjork, Christopher, 411n15
Avolio, B., 506n100 Bass, Bernard M., 487–488, 505nn72–75 Bjorkman, Ingmar, 553n113
Avolio, Bruce J., 498n, 505n75, Bates, Karen, 105n6 Black, J. Stewart, 271n, 534, 551n60, 552n83
506nn102–103, 506nn104–105 B.A.T. Industries PLC, 307 Blackberry, 367
Avon, 201 Battelle, John, 419n6 Blackberry Ltd., 397
AvtoVAZ, 361 Baudet, Stephane, 270 Blackwell, Charles W., 224, 244n50
Awata, Fusahao, 264 Bawden, Tom, 287n34 Blair, Tony, 47
Axtell, C. M., 504n38 Bayer AG, 119f Blake, Robert S., 476n
Axtell, Roger E., 152n20, 244n49, 515n Bazerman, Max H., 228n Blanford, Nicholas, 69n2
Aycan, Z., 504n34 Beamer, Linda, 244n55 Blank, Arthur, 500
Ayre, James, 71n56 Beamish, Paul W., 338n, 373n, 384n40 Blanket America, 105
Ayub, Tahir, 547 Beattie, Alan, 39n30 Blino, Mark C., 552n89
Azarova, Tetyana, 111n, 253n, 260n, 286n, Bechtel, 370 Blogger, 416
429n, 574n Bechtolsheim, Andy, 415 Blondet, Sylvie, 265
Beechler, Schon, 178n49, 553n98, Bloomberg, 565
Bacardi, 220 553n104, 553n105 Bloomberg BNA, 512
BackRub, 415 Beer, Lawrence, 101n Blustein, Paul, 39n29
Backstrom, Lars, 38n3 Behring, Kenneth E., 254n50 BMW, 24, 310, 397, 408t
Badal, E., 261n17 Beijing Automotive Industry Holding, 377 Bodega, 280, 281
Badawy, M. K., 485n Beitle, Marcy, 178n29 Bodur, Muzaffer, 505n89
BAE, 91 Bellman, Eric, 71n49, 254nn18–19, 429n5, Boehringer Ingelheirn GmbH, 119f
Bae, Seung-Hyun, 178n41, 178n42, 429n8, 429n32, 430n67, 430nn70–71 Boeing, 32, 89, 395
357n54, 465n87 Bello, Walden, 41n76 Boje, D. M., 465n96
Baer, Justin, 57n Ben and Jerry’s, 580 Bolt, James F., 162n
Baglole, Joel, 322n25 Ben-Baruch, Dorit, 465n77 Bompreco, 283
Baidu.com, 415–417 Bender, Ruth, 325n111 Bonache, Jaime, 551n61
Bai Fu Qin Ltd., 255, 257 Bendixen, Mike, 206n53 Bond, Michael, 152n31
Bailey, Brandon, 40n67, 179n54 Beneficial Corp., 565 Bond, Sir John, 565, 569, 574n8
Bailey, Elaine K., 527, 552n66 Bengali, Shashank, 41n95, 41n97, Bonesteel, Matt, 385n81
Baker, Aryn, 254n23 288nn53–54 Bonvillian, Gary, 152n19
Baker, James C., 551n57 Bennett, Winston, Jr., 551n41 Booder, 353
Baker, Lianna B., 411n5 Bentham, Jeremy, 78, 95n36 Booker, Niall, 565
Baker, Stephanie, 553n124 Bergsma, Derk, 321n14 Boomer, L. Gary, 503n22
Balachandar, G., 39n26 Bergsma, Kelley, 260n Borstorff, Patricia C., 521, 551n51
Balfour, Frederik, 278n32, 385n72 Berkeley, Jon, 411 Borza, Anca, 356n27
Ball, Donald, 70n16, 70n19 Berkshire-Hathaway, 109, 110 Boston, Willaim, 413n48
Ballmer, Steve, 331 Bernstein, Aaron, 111n5 Boston College, 110
Banana Link, 576 Berntell, Anders, 252 Boston Consulting Group, 284
Banco Bradesco, 566 Berry, Heather, 243n30 Botox, 346
Banco Walmart, 281–282 Berthod, Marc, 266–267 Boudette, Neal, 504n44
Banerjee, Mamata, 426 Best Price Modern Wholesale, 284 Boudreau, John, 40n67, 179n54
Banerji, Sumant, 430n65 Beswick, David, 463n15 Bounteous Company Ltd., 282
Banjo, Shelly, 40n70, 96n49 Bhagat, Rabi S., 454, 463n36, 465n74 Bourguignon, Philippe, 262, 271
Bank of America, 380, 568 Bhagwati, Jagdish, 39n24 Bourke, Juliet, 205nn4–5
Bank of China Ltd., 566, 568 Bharat Integrated Social Welfare Agency Boussois-Souchon-Neuvesel (BSN), 255
Bank of Communications, 564, 568, 569–570 (BISWA), 252 Bowler, Tim, 326n131
Bank of Communications Ltd., 282 Bharti Enterprises, 43 Bowman, Robert J., 384n49
Bank of East Asia, 275 Bharti Group, 284 Boyle, Matthew, 287n6, 287nn39–41,
Banque Indosuez, 267 Bhatt, Bhal, 244n42 288nn46–48, 462n2, 462n9
Banque National de Paris, 266 Bhattacharjee, Ashtok, 72n71 BP (British Petroleum Company PLC), 5t,
Bansal, Govind, 71n60 Bhuian, Shahid N., 465n83 49, 336, 342, 360–361, 497, 499,
Baojun, 347 Bhushan, Ratna, 254n21, 323n48, 323n52 516–517, 554
Bao Viet Holdings, 571 BIC, 20 Bradsher, Keith, 70n25
Barbaro, Michael, 190n Bill and Melinda Gates Foundation, 118, 387 Brady, Diane, 253n14, 253n16, 254n24,
Barboza, David, 96n47, 111nn2–3, 278n26 Billou, Niels, 325n113 254nn32–35
Barclays, 89 Bilton, Nick, 177n13 Brake, Terence, 211n
Barczak, Gloria, 484n Bipartisan Policy Center, 286 Brandt, William K., 244n51
Name Index 607

Branson, Richard, 500 C&A, 81, 111 CFDT (Confédération Française

Brauchli, Marcus W., 370n Cahill, Kevin, 420n44 Démocratique du Travail), 269
Braun, 20 Cahill, Thomas, 8n CGT (Confédération Générale du Travail),
Bray, Chad, 151n1 Calderón, Felipe, 24, 89 267, 269–270
Brazilian Central Bank, 32 Calico, 418 Chaison, Gary, 112nn14–17, 112nn19–20,
Bremner, Brian, 253n14, 253n16, California State Supreme Court, 99–100 112nn22–23
254n24 Caligiuri, Paula M., 519, 539–540, Chajet, Jonathan, 259
Breslin, Richard W., 553n107 551n46, 553n106 Chakravarthy, Balaji S., 160n
Brett, Jeanne M., 206n39, 244n69 Callus, Andrew, 383n14 Chan, Peng S., 356n10
Brewster, Chris, 551n61 Calori, Roland, 324n90 Chanakya, 499
Breyer, Stephen G., 100 Cameron, David, 26, 46, 47, 49 Chandler, Clay, 287n24
Brigante, Ricky, 277n14 Cameron, Kim S., 506nn97–98 Chandler, Susan, 370n
Bright Dairy, 256 Campbell, Elise, 244n61 Chandran, Rina, 430n44, 430n49
Brimm, Michael I., 484n Campbell, Mikey, 96n46, 96n48 Chaney, Lillian H., 125n, 233n, 465n73
Brin, Sergey, 415–416, 419n7 Canon, 408t Chang, Leslie, 550n24
Briscoe, Dennis R., 552n68 Cantrell, Susan, 550n21 Chang, Sea Jin, 306, 324n83
Bristol-Myers Squibb Co., 119f Capell, Kerry, 323n69 Chao, Loretta, 254n52, 420n34
British Airways, 333, 334t Capital One 360, 64 Chapman, Tony, 525–526, 552n63
British Bank of the Middle East, 564 Capital One Financial Corp., 566 Charity: Water, 104
British Petroleum Company PLC (BP), 5t, Capon, Noel, 322n42 Charles, Prince of Wales, 83
49, 336, 342, 360–361, 497, 499, Cappelli, Peter, 505n66 Chaturvedi, Mr., 425
516–517, 554 Carasso, Isaac, 255 Chee, Foo Yun, 384n32
Broad-Based Black Economic CARE, 86, 89 Chen, Chao C., 152n37
Empowerment, 33 CARE Canada, 46 Chen, Eva, 170
Bröcker, Willem, 547 CARHCO (Central American Retail Chen, George, 277n5, 278n35
Brodbeck, Felix C., 489–491, 505n78, Holding Company), 283 Chen, Kathy, 383n18
505n81 Caribbean Beach Resort, 264 Chen, Ming-Jer, 179n61
Broder, John M., 95n26 Carl, Dale, 505n91 Chen, Xiao-Ping, 152n37
Brookfield Global Relocation Services, Carlton, 122 Chernotsky, Harry I., 324n89
523, 533, 546 Carlton, Jim, 405n Cherry, 335
Brooks, 109 Carney, Scott, 429n7, 429nn16–19, Cherry, Kendra, 223n
Brown, John Seely, 429n30, 430n34, 430nn68–69 Chesser, Paul, 95n27
430nn36–39 Carow, K., 356n12 Chevron, 5
Brown, William S., 456n Carr, Nicholas, 210, 243n13 Child, John, 70n27, 357n45
Brownback, Sam, 118 Carrefour, 279e, 281, 283–284 Chin, Denny, 417
Bruce, Bill, 260nn6–7 Carrera, Barbara, 262 China Airlines, 334t
Brundberg, Sven, 562n2 Carter, Chris, 244n46 China Association of Automobile
Brunner Mond, 186 Carter, Shan, 177n12 Manufacturers, 6
Brunwasser, Matthew, 69n5, 69nn7–8 Cascio, Wayner F., 385n63, 385n67 China Banking Regulatory Commission
Brush, Silla, 57n Casson, Mark, 384n56 (CBRC), 567–568
Brzezinski, Matthew, 384n39 Castle, 122 China Beverage Industry Association, 257
BSN (Boussois-Souchon-Neuvesel), 255 Castro, Fidel, 98 China Construction Bank, 563, 566, 568
Buckley, M. Ronald, 515, 550n33 Castro, Raul, 98 China Europe International Business
Buckley, Peter J., 384n56 Caterpillar, 5 School, 170
Buckman, Rebecca, 70n42 Cathay Pacific, 334t China Huiyuan Group, 256
Budhwar, Pawan S., 536–537, 552n94 Cattaneo, Julian, 244n42 China Labour Watch, 280
Budweiser, 122 Caudron, Shari, 178n44 China National Offshore Oil Group, 7t
Buerkle, Tom, 287nn36–37 Cavale, Siddharth, 253n7, 254n49 China Ocean Shipping (Group) Company, 7t
Buffett, Warren, 110 Cavusgil, S. Tamar, 325nn120–121 China Resources Enterprise, 282
Bunyaratavej, Kraiwinee, 71n67 CBRC (China Banking Regulatory China Telecom, 61, 293
Burger King, 336 Commission), 567–568 Chinese Academy of Social Sciences, 567
Burkitt, Laurie, 40n70, 40n71, 288nn51–52, CBS, 263 Chiquita Brands International Inc., 86,
355n3 CCF, 564 575–582
Burns, John F., 43n Cemex, 6, 315t Chirac, Jacques, 265
Burt, Steve, 562n5, 562nn9–11, Cemex SAB, 375 Chitakasem, Parita, 275
562nn15–16 Cendrowicz, Leo, 383n31 Chon, Gina, 322n38
Busch, 122 Cendrowski, Scott, 70n36 Choudhury, Gaurav, 43n
Bush, George W. (and administration), Center for Creative Leadership, 170 Chouinard, Yvon, 74–75
100, 366 Center for Science and Environment Chran, Ram, 484n
Bush, Jason, 70n21 (CSE), 248, 249, 250t Christensen, Clayton, 325n103
Business Roundtable, 100 Centers for Disease Control and Prevention Christmann, Petra, 96n64
Business Standard, 508 (CDC), 117–118 Christodoulou, Chris, 322n42
BusinessWeek, 428, 432–433 Central American Retail Holding Company Christophe, Stephen, 358n65
Butare, Albert, 316 (CARHCO), 283 Christou, Dennis, 578, 580
Butler, Sarah, 287n34 Central Ground Water Authority (CGWA), 251 Chrysler, 123, 148, 334, 406t
Byham, William C., 243n16 CERES (Coalition for Environmentally Chung, Olivia, 383n20
Byme, Andrew, 69n6 Responsible Economies), 580 Ciaccia, Chris, 420n48
608 Name Index
Cianci, Rebecca, 438n
Cifferri, Luca, 177n25
Cifra, 281, 307
Cigarros La Tabacalera Mexicana SA, 307
Cincinnati Enquirer, 576, 578
Cinderella, 268
Cisco Systems, 6, 303–304, 415, 507,
513, 547
Citi Asia Pacific, 294
Citibank, 293–294, 380
Citicorp, 293
Citigroup, 89, 564, 565
Claessens, Stijn, 97n76
Claris Lifesciences, 292
Clark, Andrew, 287n8, 287n38
Clark, Don, 324n79, 357n33, 506n119
Clark, Liat, 420n45
Claus, Lisbeth, 552n68
Clemens, Jason, 206n56
Clifford, Stephanie, 287n16
Clinton, Bill (administration), 219
Clinton, Hillary, 4, 417
Closer Marketing Group, 102
CNIL, 418
Coakley, Lori A., 162–163, 178n31
Coalition for Environmentally Responsible
Economies (CERES), 580
Coalition of Latin American Banana
Workers’ Unions (COLSIBA), 580
Coca-Cola, 5, 14, 161, 246, 248–254, 256,
257, 296–297, 337, 338, 366, 380,
405, 512, 514, 538, 543
Coca-Cola India, 249, 251, 252
Cohan, Peter, 177n8
Cohen, Eli, 538, 553n100
Cohen, Jared, 4
Cohen, Roger, 269n
Cohen, Tova, 272n1, 322n22
Colao, J. J., 105n10, 106n12
Cole, Wayne, 272n1
Colgate-Palmolive, 408t
Collins, Jamie, 97n78, 325n98, 385n66
COLSIBA (Coalition of Latin American
Banana Workers’ Unions), 580
Colton, Debra, 336n
Columbia University, 110
Columbus, Christopher, 8
Colvard, James E., 503n17
Commerce One, 294
Communist Polish United Workers
Party, 28
Companhia Brasileira de Distribuio Po de
Acar, 283
Compaq, 296
comScore, 4
Confédération Française Démocratique du
Travail (CFDT), 269
Confédération Générale du Travail (CGT),
267, 269–270
Conger, Jay A., 505n70
Conlin, Michelle, 179n62, 465n80
Connor, Stephanie, 70n34
Connor, Tim, 112n6
ConocoPhillips, 398
Conservation International, 86
Continental Gummiwerke, 233–234
Contractor, Farok J., 384n57
Contractor, J., 356n9
Cook, R. Christopher, 70n34
Cook, Tim, 500
Cooper, C., 506n99
Cooper, Cary, 519n, 551n44
Cooper, C. L., 463n36
Coopers Lybrand, 547
Coors, 220
Copa Airlines, 334t
Cora, James B., 265
Corona, 122, 307
Corran, Caroline, 383n6
Corus, 422
Costco, 279e
Cott Beverages, 249
Couto, Vinay, 517n, 551nn39–40
Coy, Peter, 550n20
C.P. Pokphand Company, 281
Crampton, Thomas, 277n3
Credit Suisse, 79, 89
Cremer, Andreas, 413n49
Cresson, Edith, 266
Crisil, 421
Crookell, Harold, 338n, 373n, 384n40
CSE (Center for Science and
Environment), 248, 249, 250t
Cutrale-Safra, 581
Dacia, 158
Dacin, M. Tina, 356n27
Daewoo, 29, 186
Daewoo Commercial Vehicles Company, 422
Dahan, Nicolas, 314, 315n, 325n108
Daiichi Sankyo Co. Ltd., 119f, 292
Daily Telegraph, 521
Daimler, 9, 91, 123, 310, 408t
Daiwa Institute of Research, 569
Damac Properties Company, 375
D’Amour, Rosemary, 69n3
Danette, 255
Daniels, John D., 412n41
Danisco, 122–123
Dannon Milk Products, Inc., 255
Danone, 314
Danone Asia Pte Ltd., 258
Danone Biscuits, 256
Danone Group, 255–260
Danonino, 255
Darlington, Gerry, 152n17
Das, Anupreeta, 322n38
Dastmalchian, Ali, 149n, 153nn51–52,
505–506nn93–94
Datsun, 427
Dauch, Richard, 413n54
Davenport, Cheryl, 106n29
David, Ruth, 429n2, 429n11, 429n13
Davidson, Michelle, 466n106
da Vinci, Leonardo, 268
Davis, Bob, 97n77
Davis, Don, 411n9
Davis, H. J., 445n, 463n35
DeBord, Matthew, 430nn74–75
Decker, Susan, 420n40
Deen, Thalif, 254n51
Def Jam Recordings, 500
Defotis, Dimitra, 325n110
Degelmann, Thor, 269–270
De Guzman, Doris, 71n52
de La Torre, J., 325–326n124
Delios, Andrew, 385n59
Dell Computer, 64, 81, 107
Deller, J., 504n34
Deloitte, 393, 516
Deloitte Touche Tohmatsu, 182–184
de Lombaerde, Geert, 582n2
Delta Airlines, 334t
Delta Motor Corporation, 66
DeMeuse, Kenneth P., 465n72
Deng Xiaoping, 170
Den Hartog, Deanne, 505n85, 505n90
Denmark, Florence L., 505n85
Deogun, Nikhil, 323n49
Deshmukh, Kiran, 425
Deutsche Bank, 10, 64, 79, 89, 391, 570
Devichand, Mukul, 69n12
Dhar, Sujoy, 430n44, 430n49
Diamond, Mike, 503n20
Dickies, 286
Dickinson, Steven M., 257n, 260,
261nn27–34, 261nn55–56
Dick’s Sporting Goods, 110
Diehtl, E., 371n
Dillon, Linda S., 243n17
Dillon, W. Tracy, 219, 243n34
DiMasi, Joseph A., 120n7
Dinur, Adva, 357n44
Disney, 107, 262–271, 273–277, 398, 408t
Disney, Roy, Jr., 263
Disney, Roy, Sr., 263
Disney, Walt, 262–263
Disney Channel, 267
Disneyland, 262–264
Disneyland Paris (Euro Disneyland),
262–271, 273
Disney-MGM Studios, 265, 266
Disney’s Caribbean Beach Resort, 264
Disney’s Dolphin and Swan Hotel, 264
Disney’s Grand Floridian Beach Resort, 264
Disney’s Yacht Club and Beach Resort, 264
Disney World, 264, 267–268, 269e, 270
Distribución y Servicio (D&S), 283–284
DiversityInc magazine, 190
Dixon, George, 243n16
Dizik, Alina, 547n
Djarova, Julia G., 385n64
Dodd, Nancy G., 465n82
Doh, Jonathan P., 3n, 13n, 39n23, 51n,
71n67, 79n, 86n, 91n, 96n63,
97n78, 105n, 111n, 119n, 132n,
134n, 135n, 147n, 148n, 169n,
197n, 211n, 239n, 244n60, 244n66,
253n, 260n, 277n, 286n, 309n,
313n, 314, 315n, 324n93, 324n97,
325n98, 325n100, 325n108, 356n26,
384n41, 384n45, 384n46, 384n51,
385n60, 385n65, 385n66, 419n,
429n, 494n, 506n95, 506n108,
506n109, 510, 532n, 550n4,
550nn16–17, 562n, 574n, 582n
Dolphin and Swan Hotel, 264
Donaldson, Thomas, 95n31, 96n56
Name Index 609

D’Onfro, Jillian, 411n8 Engardio, Pete, 10n, 43n Financial Times, 161, 248, 482
Dongfeng Motors, 377 Engel, Dean W., 553n112 Fingar, Courtney, 253n10
Dorfman, P., 504n36 Engels, Friedrich, 48 Fingas, Roger, 323n56
Dorfman, Peter, 505–506nn93–94, 505n81, England, George W., 152n22 Firger, Jessica, 120n6
505n82 Enquist, Bo, 562n1, 562n7, 562n12, 562n28 First Niagara Financial Group Inc., 566
Dorfman, Peter W., 145n, 149n, 153nn51–52, Enright, Michael J., 325nn105–106 First Pacific, 65
153n54, 153n56, 153nn59–60, Enron, 89, 370, 497 Fischer, Bill, 356n7
178nnn50–51, 506n96 Envick, Brooke R., 464n45 Fisher, Caroline, 205n21
Dou, Eva, 324n79 Environics, 497 Fisher, Cynthia D., 433–434, 463n12
Doulton, Melanie, 183, 205n7, 205n12 Environmental Protection Agency, 88 Fisher, Roger, 235, 237, 245nn76–78
Drivers Ed Direct, 102 EPA (U.S. Environmental Protection Fisher & Paykel, 328
Droger, 279e Agency), 84 Fitch, 56
Dr. Reddy’s Laboratories, 291 EPCOT Center, 264 Fitch, Laura, 112n28
Druckman, Daniel, 244n68 Erez, M., 451, 464n58, 464n61 Fitzgibbon, Blair, 96n60
D&S (Distribución y Servicio), 283–284 Ericsson, 298, 316 Fitzpatrick, Robert, 262, 265–266, 270
Dudley, Bob, 554 Ernst & Young, 508, 560, 561 Flickr, 4
Dudley, Robert, 362 Eshgi, Golpira, 413n56 FLO (Fairtrade Labeling Organizations
Dudley Sports, 109 E*Trade, 319 International), 88
Duke, Mike, 190 Euro Disneyland (Disneyland Paris), Florida International University, 32
Duke University, 118, 517 262–271, 273 Flory, Louis, 412nn25–26
Dumaine, Brian, 95n14 Euromonitor International, 274, 275 Fludder, Steven M., 89
Dunfee, Thomas W, 96n56 Euronext Paris, 255 Flynn, D. M., 152n23
Dunn, Collin, 582n8 European Central Bank, 25, 57 FOCAC (Forum on China-Africa
DuPont, 122–123, 124, 148 European Commission, 25, 56–57, 361, Cooperation), 297
Duska, Ron, 96n53 366–367, 507 Food and Agriculture Organization, 252
Dutton, Jane E., 506nn97–98 Evans, Jonny, 323n58 Food and Drug Administration (FDA),
Dvorak, Phred, 384n33 Everland, 276 117, 118, 291
Evian, 255–256 Forbes magazine, 407
Eandi, Susan, 552n69 Ewing, Jack, 72nn76–77, 550n20 Ford, Royal, 323n66
Earley, P. C., 451, 464n60, 464n61 Exxon Corporation, 369 Ford Motor Company, 5, 9, 28, 185, 220,
Earley, P. Christopher, 153n63, 196n Exxon Mobil, 5, 5t, 49, 100, 361, 380 294, 305–306, 335, 379–381,
Eastern Congo Initiative, 104 EZ Laundry, 102 390–391, 395–397, 406t, 422, 427
East-West Center, 370 Forelle, Charles, 70n17
eBay, 4, 388 Facebook, 2–4, 44–45, 64, 210 Forrester Research, 388
Ebbhardt, Tommaso, 356–357n29 Fadil, Paul A., 450n, 464n53 Forster, Carl-Peter, 427
Eberle, Otto, 105n Fahey, Mark, 40n45 Forster, Nick, 550n25
ECA International, 513 Fairholm, Matthew, 503n24 Fortune magazine, 75
Edelman, 85 Fair Labor Association, 75, 81, 109, 110 Forum on China-Africa Cooperation
Eden, Dov, 451, 464n64 Fairtrade Labeling Organizations (FOCAC), 297
Eden, Lorraine, 97n78, 325n98, 385n66 International (FLO), 88 Foster, 122
Edgar, Bob, 570 Fair Trade USA, 88 Foster, Dean, 227–229
EDS, 516 Faison, Seth, 243n38, 383n17 Fox, Justin, 243n24
Edvardsson, Bo, 562n1, 562n7, 562n12, Famous Brands, 154 Fox, Vicente, 24
562n28 Fan, Joseph P. H., 97n76 Foxconn, 81
Edvardsson, Enquist, 557 Fannin, Rebecca, 420n18, 420nn21–22 Fox Reality TV, 102
Edwards, Cliff, 550n31 Fanta, 337 Frakt, Andrew, 120nn29–32
E! Entertainment Television, 102 FARC, 579 France Cable et Radio, 312
Egelhoff, William G., 412nn44–45 Farchy, Jack, 412n38 Francesco, Anne Marie, 213n
Egri, Carolyn P., 504n59 Farh, Crystal I. C., 552n62 France-Soir, 270
Eilam, G., 496, 506n101 Farley, John U., 322n42 France Telecom, 312, 316
Einhorn, Bruce, 376n Fattah, Zainab, 384n43 Francis, June, 244n65
Eisai Co. Ltd., 119f, 292 FDA (U.S. Food and Drug Frankena, W., 95n35
Eisner, Breck, 264 Administration), 117, 118, 291 Fredricksen, Clark, 411nn12–13
Eisner, Michael, 262–265, 267–268 Federal Bureau of Investigation (FBI), 281 Freedman, Jennifer M., 322n28
Elashmawi, F., 125n Federal Trade Commission, 418 Freidhem, Cyrus, 575
Elg, Ulf, 562n5, 562nn9–11, 562nn15–16 Feldman, Daniel C., 552n89 French, Howard W., 95n41, 456n, 465n78,
Eli Lilly & Co., 119f Ferenstein, Gregory, 106n35 552n82
Ellis, Paul, 171, 179n58 Fernandes, Tony, 376 French, J. P., 464n59
ELN, 579 Ferrero, 408t French’s, 20
El Wardany, Salma, 70n28 Fiat, 334 Frenkel, Stephen, 435, 463n18, 542,
Embraer, 6, 32, 386 Fiat Group Automobiles, 422 553n111
Emirates, 334t Fidler, Stephen, 70n17 Fresh Express, 575, 580
Emirates Defence Industries Company, 347 Fiedler, Fred E., 553n114 Friedman, Brian, 551n49
Emrich, Cynthia G., 505n85 Field, Hubert S., 551n51 Friedman, Thomas, 7, 39n21, 60, 70n40
The Energy and Resources Institute Filmhouse Cinemas, 207 Frier, Sarah, 38nn1–2, 38n5
(TERI), 250 Finance Asia, 571 Frito-Lay North America, 339
610 Name Index

Fruit of the Loom, 86, 109, 110 Gilbert, Jacqueline A., 206n54
FTAA, 12 Gilead Sciences Inc., 119f
Fuji-Kiku, 457 Giles, William F., 551n51
Fukushima, Kurumi, 288n56 Gillette, 514, 538
Fuller, Thomas, 41n73 Gilley, K. Matthew, 551n50
Futrell, David, 465n72 Giridharadas, Anand, 429n1, 429n33,
Fyffes, 581 430n73
Gladstone, Rick, 41n80
Gabelli and Co., 275 GlaxoSmithKline (GSK), 119f, 290–292
Gabot-Eremco, 271 Gleason, Kimberly C., 325n123
GAC Fiat Automobiles Co., Ltd., 334 Gleeson, Maureen, 419n15
GAC (Guangzhou Automobile Global Community-Watershed
Group), 334 Partnership, 250t
Gaddafi, Muammar, 51 Global Water Challenge, 250
Gaffney, Alexander, 120n39 Globe Telecom, 65
Gaines, 453 Globoforce, 432
Gallagher, Henry, 385n73 Gmail, 416, 417
Galloni, Alessandra, 70n17 GM (General Motors), 259, 294, 298, 334,
Gallup, 497 339, 347, 348, 406t, 457
Galperin, Eva, 69n4 GoAhead Tours, 4
Galuszka, Peter, 370n Godiva, 21
Gambrel, Patrick A., 438n Goeker, Tuygan, 469–470
Ganguli, Amulya, 250 Gogoi, Pallavi, 287n25, 287n29
Gannon, Martin J., 228n, 464n51, 515n Gold, Barry Allen, 213n
Ganz, 28 Gold, Stanley, 263
Gap Inc., 30, 81, 107, 111, 286 Goldman Sachs, 15–16, 79, 569, 570
Garcia-Canal, Esteban, 356n22 Goleman, Daniel, 503n15
Gardner, Greg, 323n55 Gong, Yaping, 504n40
Gardner, William L., 498n, 506nn102–103, Goodell, Roger, 359
506nn104–105 Goodman, Leslie, 274
Garvin, David A., 413nn50–51 Goodman, Peter S., 574n5
Gazprom, 336, 361–362 Google, 4, 5, 298, 363, 372, 408t,
Geely, 6, 305, 335 415–420, 428, 483
GE Hitachi Nuclear Energy, 89 Google+, 3, 4
Gehring, 353 Google Capital, 419
GE Jenbacher, 89 Google X, 419
Gelfand, Michele J., 505nn83–84 Gopalan, Suresh, 179n71
GEMS (General Electric Medical Systems Gorbachev, Mikhail, 370
Group), 543 Gordon, Sandi L., 106n34
Genentech, 62, 292 Gordon, Sarah, 383n5, 383n7
Général Biscuit, 255 Gorman, Anna, 117n
General Electric Appliances, 21 Goss, Alannah, 276
General Electric (GE), 3–4, 5, 6, 10, 21, Gough, Neil, 245n82
28, 30, 89, 294, 328–329, 366, 370, Gouvea, Raul, 179n72
380, 395, 422, 476, 538 Govindarajan, Vijay, 287nn9–13
General Electric Medical Systems Group Grabowski, Henry, 118, 120n7
(GEMS), 543 Graham, Dave, 40n60
General Foods, 453 Graham, Edward, 39n24
General Motors (GM), 259, 294, 298, 334, Graham, Jefferson, 106n21
339, 347, 348, 406t, 457 Graham, John, 70n33
Genting, 276 Graham, John L., 238, 239n, 240n, 243n6,
Gentleman, Amelia, 254n38, 254n48 245nn73–74, 245n79
Genzyme, 292, 294–295 Grameen Danone Foods Ltd., 314
Gerds, Johannes, 411n17 Grand Floridian Beach Resort, 264
Geringer, Michael, 70n16 Grant, Elaine Appleton, 550nn16–17
Gervais-Danone, 255 Green, Diana J., 218, 243nn32–33
Ghemawat, Pankaj, 325nn105–106 Green, Stephen, 566, 569
Ghiselli, Edwin E., 437–438, 463nn25–26, Greenberg, Julia, 242n2, 243nn3–5, 243n7
479–481, 504nn45–46, 504n50, Green Giant, 21
504nn53–54, 505n65, 505n69 Greenhouse, Linda, 101nn3–4
Ghoshal, Sumantra, 300n, 323nn62–63 Greenhouse, Steven, 96n50, 112n29,
Ghoshen, Carlos, 159, 170 112n34, 112n37, 112nn39–40,
Gibson, Cristina, 182, 205nn2–3, 205n9, 112n46, 112n47, 288n68,
205n11, 205nn13–15 288n69, 336n
Gibson, Jane Whitney, 224, 244n50 Greenleaf, Robert, 499, 506n112
Greenleaf Center, 499
Greenlees, Donald, 568n2
Greenspan, Alan, 59
Greenwald, Richard A., 112n13, 112n18
Greenwood, J. Michael, 458, 465n97,
552n72
Gregersen, Hal B., 271n
Gregory, Ann, 374n
Griffith, Sarah, 211n
Grimmett, Stephanie, 430nn42–43
Groh, Kenneth, 550n23
Grolsch, 122
Groupe Danone SA, 255–260
Groznaya, Elena, 508–509, 550n5
Grubel, James, 272n1
Grupo Carso, 312
Grupo Modelo, 307
Grupo Televisa, 6
Gryta, Thomas, 322n37
GSK (GlaxoSmithKline), 119f, 290–292
Gu, Wei, 40n69
Guandgong Development Bank, 564
Guangzhou Automobile Group (GAC), 334
Guardiola, Vincent, 267
Guay, Terrence R., 96n63
Guerra, Victor, 540
Guervil, Antoine, 269
Guest, Peter, 206n62
Guge, 417
Guice, Stephen, 218, 243n31
Guillén, Mauro F., 243n30
Gulati, Nikhil, 253n8, 254n20
Gulf Air, 334t
Gulliver, Stuart, 566, 570
Gunderson, Allison, 222n, 243n19, 244n67
Gundlach, Michael, 70n15
Gunther, Marc, 96n69, 96n70, 96n72
Guo Ming, 512
Guo Quan, 415
Guo Shuqing, 563
Gupta, Anil K., 287nn9–13, 428, 430n72
Gupta, Vipin, 153n54, 505n87, 505n91
Gustafson, Krystina, 288nn49–50
Gustavsson, Peter, 324n90
Gustin, Sam, 412nn30–31
Guthrie, Amy, 287n21
Gutner, Toddi, 243n20
GV, 419
Hachman, Mark, 357n41
Hackett Group, 517
Hagel, John, 429n30, 430n34,
430nn36–39
Hahn, Eugene E., 71n67
Haid, Michael, 550n4, 550nn16–17
Haier, 6, 161, 293, 294, 328–329
Haire, Mason, 437–438, 463nn25–26,
479–482, 485–486, 504nn45–46,
504n50, 504nn53–54, 505n65,
505n69
Hakuhodo Institute, 265
Hall, Allan, 287n34
Hall, E., 243n14
Hall, E. T., 210, 243n14
Hall, Kenji, 550n31
Name Index
Hallett, Tony, 10n
Halliburton, 91
Hambrick, Donald C., 484n
Hamm, Steve, 43n
Hammer, Mitchell R., 535, 552n87
Hampden-Turner, Charles, 126, 127n,
128n, 140, 152n21, 152nn47–48,
152nn49–50, 178n32, 178n43,
195n, 232, 243n18, 245n71, 323n67,
399–400, 412n40, 492, 505n79
Hanada, Mitsuyo, 357n55, 358n60, 504n47
Hanges, Paul, 149n, 153nn51–52,
153nn59–60, 505–506nn93–94,
505n81, 505n82
Hanges, Paul J., 153n54, 505n80, 506n96
Hang Seng Bank, 564
Hangzhou Canning Food Factory, 257
Hangzhou Wahaha Group Co. Ltd., 255,
257, 258, 259
Hanley, Steve, 95n21
Hannon, David, 179n73
Hansegard, Jens, 562n2, 562n31
Hansen, L., 465n95
Hanson PLC, 219
Hao, Helen, 357n47
Harbrecht, Douglas, 353n
Hardawar, Devindra, 177n11
Hariharan, Malini, 430nn46–48
Harpaz, Itzhak, 465n77
Harris, Philip R., 125n, 179n60, 179n67,
179n76, 221n, 543n
Harris, Stanley G., 551n51
Harris Moure PLC, 260
Harrison, Ann, 112nn7–9
Harrison, David A., 551n50
Harrison, Virginia, 40n63
Hart, Stuart, 325n103
Hart, Stuart L., 325n104, 325nn105–106
Hart, William, 552n87
Hartman, Laura P., 112n12, 112n21,
112nn24–27
Harvard, 316
Harvard Business Review, 209
Harvard University, 110
Harvey, Michael G., 515, 550n33, 551n34,
551n42
Harzing, Anne-Wil, 323n73, 357n53
Hastings, Reed, 209
Hawksworth, John, 40n46
Hay, Michael, 562n1, 562n7, 562n12,
562n28
Hayes, J., 539, 553n102
Hay Group, 407
Haynes, Brad, 288n45
HCBPL (Hindustan Coca-Cola Beverages
Pvt Ltd), 249, 252
He, Laura, 504n58
Head Start, 100
Healey, James R., 357n30
Heft, Miguel, 97n91
Heineken, 161
Helfand, Carly, 357n42
Helft, Michel, 177n12
Heller, Jean E., 551n58
Heming, David, 465n85
611
Hempel, Jessi, 547n Honda Motor Co., 24, 81, 294, 298, 299,
Henkoff, Ronald, 405n 304, 311, 406t, 422
Hennessey, 161 Honeywell, 366
Herbert, T. T., 445n, 463n35 Hongkong and Shanghai Banking
Heritage Foundation, 55 Corporation, 564, 565
Herman Miller, 395 Hongkong Bank, 564
Heron, R., 356n12 Hong Kong Disneyland, 273–276
Herszenhorn, David M., 70n32 Hong Kong Peregrine Investment, 258
Herzberg, Frederick, 442–446 Hon Hai Precision Industries, 7t
Hetter, Katia, 412n35 Hopewell, Barry, 322n40
Hewlett-Packard, 81, 107 Horn, Michael, 84
Hickins, Michael, 552n92 Horovitz, Jacques H., 401, 412nn42–43
Higgins, L. H., 464n54 Horvath, Lisa, 484n
Hildebrandt, H. W., 217, 227, 243n28, Hostetler, Bianca C., 383n30
244n52 Hotten, Russell, 84n
Hill, Charles, 323nn71–72 Hou, P., 465n93
Hill, Charles W. L, 8n, 70n41 Hou Liquiang, 356n5
Hill, Raymond, 244n42 House, Robert J., 145n, 149n, 153nn51–52,
Hillman, Amy, 384n47, 384n48 153n53, 153n54, 153n57, 153n58,
Hilsenrath, Jon E., 43n, 411n14 153nn59–60, 505–506nn93–94,
Hindustan Coca-Cola Beverages Pvt Ltd 505n80, 505n88, 505n89, 505n90,
(HCBPL), 249, 252 505n91, 506n95
Hines, George, 443 Household Financial, 565
Hines, George H., 463n30 Household International, 565
Hirsch, Georges, 347n Howard, Rebecca, 355n2
Hirschler, Ben, 321n5 Howard, Steve, 558
Hispano Carrocera, 422 Howell, Jon P., 506n96
Hitachi, 89, 301, 414 Hoxha, Enver, 28
Hitachi Ltd., 347 HSBC, 64, 85, 89, 315t, 520, 563–574
Hitt, Michael A., 325n118, 356n27, HSBC Bank (China) Company Limited,
384n47 573
Hiuyuan Juice, 246 HSBC Bank USA, 565
Hjelmgaard, Kim, 70n24 HSBC Finance Corp., 565
H. J. Heinz, 392 HSBC Holdings, 391, 564–565
H&M, 81, 111 Hsu, Tiffany, 562n27
Hoa, Tran Van, 247n HTC, 158
Hocking, J., 384n35 Huang, Christine T. W., 356n15
Hodge, Shelda, 162n, 221n, 228n Huang, Xu, 504n40
Hodgetts, Richard M., 162, 178n45, 221n, Huawei Technologies Co. Ltd., 304
224, 225n, 244n50, 323n53, 323n54, Huaxin Securities Co. Ltd., 570
356n8, 396n, 412n22, 463n24, Hubbard, Ann, 70n18
464n66, 475n, 503n14, 505n71, 543n Hubbard, Kelsey, 105n4
Hoecklin, Lisa, 152n46, 178n28, 187n, Hubbard, R. Glenn, 40nn55–57
188n, 189n, 205n18, 206n28, 206n35 Hughes, Matthew O., 465n91
Hofheimer, Bill, 358n72 Hughes, Robert, 206n36
Hofheinz, Paul, 413n48 Hu Jintao, 415
Hofmann, Mark A., 384n50 Hulbert, James, 322n42
Hofstede, Geert, 129–139, 141, 145, 147–148, Hulbert, James M., 244n51
152nn27–29, 152n30, 152n31, Hulme, Caroline, 503n18
152nn34–36, 152nn38–43, 153n62, Human Rights Watch, 361
166, 186, 438–440, 447, 448, 452n, Hume, David, 47
463nn28–29, 464n50, 494n, 532 Hunt, James G., 503–504n32
Hofstede, G. J., 131n, 132n, 136n, 137n, Hurun Report, 259
138n, 147n Hussein, Saddam, 365
Holiday Inn, 21, 336 Hutchinson Whampoa Limited, 7t
Holland, John, 110 Hwa-seok, Oh, 206n26
Hollande, François, 46 Hyundai, 9, 29
Hollinger, Dick, 263 Hyundai Motor Co., 427
Holman, D. J., 504n38
Holodny, Elena, 39n35 Iberia Airlines, 333, 334t
Holstein, William, 206n31, 206n33 IBM, 83, 107, 129–130, 147, 266, 296, 299,
Holt, Erik, 582n 308, 348, 467, 513, 514, 516, 538
Holtbrugge, Dirk, 385n62 IBM Global Technology Services, 467
Holusha, John, 407n, 413n53, 515n ICCR (Interfaith Center on Corporate
Home Depot, 279e, 284, 500 Responsibility), 107
612 Name Index

Icelandair, 334t Ito-Yokado, 281 Kam, Andrew, 274

ICI India, 499 ITT (International Telephone and Kamprad, Ingvar, 555–557, 559, 561
Idemitsu Oil Development Company, 380 Telegraph), 307, 400 Kansara, Vikram Alexei, 105n8
Ikano, 555 Iun, Joyce, 504n40 Kant, I., 77–78, 95nn32–33
IKEA, 49, 172, 408t, 555–561 Ivancevich, John M., 551n57 Kant, Ravi, 421
Ikon, 390–391 Ivanova, Deyana, 179n84 Kanter, James, 72nn76–77
Ilwa, 28 Ivencevich, John M., 206n54 Kanungo, Rabindra N., 463nn37–38
IMF (International Monetary Fund), 9, 25, Iwawaki, S., 463n42 Kanungo, R. N., 504n34
29, 32, 364 Kapoor, Charu, 321n8, 321n11
IMJ, 306 Jackson, Michael, 268 Karam, Zeina, 69nn9–10
Immelt, Jeffrey R., 89 Jacob, Rahual, 43n Karaman, Bahar, 322n33
IMS, 290 Jaguar, 335, 422 Kasky, Marc, 99
InBev, 123–124 Jaguar Land Rover, 6, 20, 305 Kasparov, Garry, 27n, 32n
Inbursa, 282 Jajoo, Vaishali, 428 Kass, John, 244n41
Indica, 422 Janssens, Maddy, 206n39 Kate, Daniel Ten, 412n28
Inditex, 81, 111 Japan Airlines, 334t Katyal, Ritika, 41n91
Indosat Ooredoo, 467 Japan Bank for International Katzenberg, Jeffrey, 263
Industrial & Commercial Bank of China Cooperation, 248 Kavanagh, Michael, 383n5, 383n7
Ltd., 566, 568 Jargon, Julie, 411n16 Kawahito, Hiroshi, 456
Infosys, 6, 516 Jasper Technologies, 303 Kazeem, Yomi, 288n63
Ingka, 555, 561 Javidan, Mansour, 145n, 149n, 153nn51–52, Kedia, Ben L., 552n90
Inkpen, Andrew, 152nn11–13, 357n44, 153n53, 153n54, 153n58, 153nn59–60, Keim, Gerald, 384n48
384n58 178nnn50–51, 505–506nn93–94, Keith, Kent, 499
Inspur Group, 304 505n80, 505n82, 505n86, 505n88, Kelion, Leo, 177n14
Instagram, 2–3, 4 505n91, 505n92, 506n108 Kenny, Edna, 46
Institute of Public and Environmental Jayaprakash, Pakshalika, 411n17 Kent, Thomas W., 503n21
Affairs, 252 JCPenney, 107, 284 Kenter, Michael E., 322n44
Institutional Revolutionary Party, 24 J.D. Power and Associates, 298 Kentucky Fried Chicken (KFC), 220, 247,
Insurance Institute for Highway Safety, 428 Jeep, 335 265, 336
Intel, 85, 408t Jefri, Omar A., 465n83 KenyaNet, 316
Interbrand, 255, 259 Jerzees, 109 Kepler Securities, 282
Interfaith Center on Corporate Jet Airways, 334t Kerr, Stephen, 465n89
Responsibility (ICCR), 107 Jet Blue, 334t Kets de Vries, Manfred F. R., 503n29
Inter IKEA Systems BV, 555 Jeuchter, W. Mathew, 205n21 Khanna, Tarun, 325nn105–106
Internal Revenue Service (IRS), 281, 530 Jie, Ma, 412n28 Khomeini, Ruhollah, 365
International Association of Amusement Jie, Yang, 71n66 Khrennikov, Ilya, 383n6
Parks and Attractions, 276 Jin Jia Investment, 257–258 Killing, J. Peter, 338n, 373n, 384n40
International Computers Ltd., 229 Jobs, Steve, 156, 157 Kim, Ken I., 464n55
International Consortium for Executive John, King of England, 8 Kim, N., 465n93
Development Research, 547 John, Sujit, 96n55 Kindle, 389
International Labour Organization, 80, 108 Johns, Jaclyn, 253n King, Neil, 383n27
International Monetary Fund (IMF), 9, 25, Johnson, Bobbie, 420n32 Kingfisher PLC, 283
29, 32, 364 Johnson, Carolyn Y., 120n3 Kirby, Jason, 245n84
International Standards Organization Johnson, James Patrick, 179n70 Kirchner, Cristina de, 31
(ISO), 396 Johnson & Johnson, 5, 119f, 408t, 547 Kirchner, Néstor, 31
International Telecommunications Union, 65 Jolly, David, 206n32, 206n34 Kirk, Donald, 41nn93–94
International Telephone and Telegraph Jones, Bodil, 552n96 Kirkman, Bradley L., 182, 184, 205nn2–3,
(ITT), 307, 400 Jones Day, 55 205n9, 205n11, 205nn13–15
International Union of Foodworkers, 579–580 Jopson, Barney, 574n7 Kiviniemi, Peppi, 356n25
International Wireless of Boston, 316 Josefson, Mark, 282 Klein, Ezra, 420n42
Intuit Inc., 306 Joynt, Pat, 140n, 152n16, 490n, 526n, Klein, Roland, 123
Inzerilli, Giorgio, 243nn21–22 552n63 Kleiner, Brian H., 356n15
Ip, Greg, 39nn37–41, 40n42 JP Morgan, 79 Kleiner Perkins Caufield & Buyers, 415
Ireland, Duane R., 325n118 JP Morgan Chase & Co., 566 KLM, 334t
Irix Pharmaceuticals, 291 Judson College, 428 Kluckhohn, Florence Rockwood, 163n
IRS (Internal Revenue Service), 281, 530 Juergen, Michelle, 106n45 Knight, Ben, 40n62
Irvine Co., 263 Jun, Luo, 568n4 Knight, Gary A., 325nn120–121
Isaza, Marcela, 106n43 Knight, Phil, 99
Isdell, E. Neville, 251 Kabasakal, Hayat, 505n89 Kobayashi-Hillary, Mark, 79
Ishii, Jun, 456 Kageyama, Yuro, 177n21 Koepp, Stephen, 265n
ISIS (Islamic State of Iraq and Syria), Kahn, Joseph, 243n36 Koglmayr, H. G., 371n
44–45, 51, 52, 365, 368 Kakabadse, Andrew, 457, 465n86, 484n Koizumi, Junichiro, 55
ISO (International Standards Kakuyama, T., 464n65 Kollewe, Julia, 321n17
Organization), 396 Kalaritis, Panos, 291 Kolodzieski, Edward J., 283
Israel, J., 464n59 Kale, Prashant, 206n25, 206n27 Konda, 293
Italie, Leanne, 106n43 Kaleem, Aliya, 357n43 Kondrasuk, Jack N., 384n34, 384n36
Name Index 613

Koninklijke Philips Electronics N.V., 345 Lee, Cyrus, 411n2 Liu, Nicole, 277n6
Korber/Hauni, 353 Lee, Jean, 178–179n53, 198, 206n48 Locke, Edwin A., 464n57
Korean Air, 334t Lee, Kenneth, 569 Lockheed Corporation, 91
Korea Telecom, 65 Lee, Sang M., 152n25, 323n54, 412n22, Lockheed Martin, 347
Kossek, Ellen Ernst, 552n88 478, 504n42, 504n49 Loftus, Peter, 321n18
Kotabe, M., 323n46 Lee, Tosca M., 504n42 Lohia, Gaurav, 427
Kovach, Carol, 201 Lee Hoon, 276 Lohr, Steve, 551n36
Kovalev, Vladimir, 95n39 Lee Tenghui, 219 Long, Tony, 419n10
Kowitt, Beth, 562n20 Le Figaro, 267, 268 Looker, Larry, 468
Kozlov, Vladimir, 243nn8–11 Legend, 293 Loose, Cathy, 552n65
KPMG, 579 LEGO Group, 408t Loosemore, Martin, 384n37
Kraft Foods, 256, 391 Legoland, 276 Lopez, Raymond H., 277nn1–2, 277n15
Kraft Heinz Company, 392 Lehman Brothers, 89 Lorange, Peter, 384n57
K. R. Choksey Shares & Securities Lehrer, Mark, 358n62 Lord, Michael D., 244n57
Pvt., 427 Lei, David, 356n21 L’Oréal, 314, 408t
Kreder, M., 412n46 Leininger, Jim, 433, 462nn10–11 Loreto y Pena Pobre, 307
Kripalani, Manjeet, 43n Leke, Acha, 41n86 Love, Dylan, 177n3
Krishna, R. Jai, 384n33 Lenartowicz, T., 179n70 Lowe, K. B., 465n93
Krishna, Sonali, 271n Lenenergo, 559 LU, 255
Krishnan, Herna A., 412n23 Lenin, Vladimir Ilyich, 48 Lu, Yuan, 553n113
Kronenbourg, 255 Lenovo, 6, 85, 395, 418, 500 Lubatkin, Michael H., 463n20
Krudewagen, Ute, 552n69 Leon, Julio, 463n31 Lubin, Gus, 413n63
Krus, David J., 464n48 Leonard, Christopher, 71n51 Lublin, Joann S., 39n13, 355n3
Kucera, Danielle, 411n6 Leonardo da Vinci, 268 Lubove, Rebecca E., 456n
Kuivalainen, Olli, 325n122 LePage, Evan, 38n4 Lucent Technologies, Inc., 186–187
Kulish, Nicholas, 562n29 Lessen, Ronald, 189 Luciana (Roche Diagnostics
Kullman, Ellen, 151nn2–6 Leung, K., 504n37 employee), 469
Kumar, Arvind, 249 Leung, Kwong, 153n55 Lufthansa, 333, 334t
Kumar, Hari, 41n96 Levine, David I., 465n84 Luk, Dora M., 551n50
Kumar, Rajesh, 253n3 Levine-Weinberg, Adam, 242n1 Lukoil OAO, 7t
Kunnanatt, James Thomas, 505n64 Levi Strauss & Co., 83, 86, 161, 408t, 497 Lula da Silva, Luis Inácio, 32
Kuratko, Donald F., 225n, 356n8 Levitas, Edward, 356n27 Lumax, 425
Kurczewski, Nick, 430n41, 430n45, Lewin, Arie, 551nn39–40 Lund, Adrian, 428
430n50, 430n55 Lewin, Arie Y., 517n Lund, Susan, 41n86
Kutcher, Ashton, 4 Lewis, Richard D., 179n63, 179n68, 221n, Luo, See Yudong, 325n99
Kuznets, Simon, 82 228n, 515n Lustgarten, Abrahm, 383nn8–10
Kwalwasser, James, 456n LG Electronics, 6 Luthans, Fred, 152n18, 164–165, 168n,
Kwok, Vivian Wai-yin, 261n20 LG Group, 29 178n35, 178n36, 178n37, 178n38,
Li, Hao, 245n83 178n39, 178n41, 178n42, 178n45,
Lago, Umberto, 356n7 Li, Jitao, 484n 205n20, 323n54, 357n54, 412n22,
Lague, David, 286n3, 568n2 Li, Karl, 419n 435, 455, 459, 463n17, 463n21,
Lai, George Ming-Long, 244n53 Li, Robin, 416 463n39, 463n41, 464n45, 464n56,
Lai Xiaomin, 568 Liao, Pin-Pin, 419n 464n66, 465–466n100, 465n82,
Lakshman, Nandini, 253n14, 253n16, Liberation, 266 465n87, 506n100, 506nn102–103,
254n24 Liberty Asia, 418 543n, 545, 553n99, 553n115,
Lam, N. Mark, 243n6 Lidl, 279e, 282 553nn116–117
LAN Airlines, 333, 334t Life Magazine, 99 Luthans, Kyle W., 168n
Landler, Mark, 40n68, 190n, 287nn31–33, Li & Fung, 296, 337–338 Lynn, R., 463n42
287n35, 383n25 Light, Joe, 503nn1–2 Lytle, Anne L., 244n69
Land Rover, 305, 335, 422 Liker, Jeffrey K., 357n52, 405n, 406n,
Lao-Tzu, 499, 506n111 413n52 M, Greeshma, 177n26
Lashinsky, Adam, 177n4 The Limited, 296 Maak, Thomas, 547n
Lasseter, Tom, 383n24 Limpaphayom, Wanthanee, 464n53 Macalister, Terry, 383n11
La Strada International, 418 Lincoln, James R., 357n55, 358n60, Macarov, D., 463n32
LATAM, 333 504n47 Machungwa, Peter D., 444n, 463n33
Latham, Gary P., 464n57 Linder, Keith, 577 Mack, Eric, 420n47
Latta, Geoffrey W., 529n LinkedIn, 4, 469 Mackenzie, James, 272n1
Lau, Justine, 419nn4–5, 420nn28–30 Lippert, John, 95nn28–29 MacLachlan, Matthew, 462n4
Laubacher, Robert J., 357n51 Lipschutz, Neil, 383n21 MacMillan, Douglas, 372n
Laurent, Andre, 186, 206n29 Littell, Ben, 3n, 13n, 51n, 86n, 91n, 105n, Macri, Mauricio, 31
Law, Kenneth S., 552n75, 552n84, 552n95, 111n, 119n, 132n, 134n, 135n, 147n, Maddox, Robert C., 552n91
553n110 148n, 169n, 197n, 211n, 239n, 253, Madrazo, Alejandro, 358nn70–71
Lawler, Edward E., III, 464n63 260n, 277n, 286n, 313n, 419n, 429n, Magadi Soda, 186
Lawrence, Peter, 179n69 494n, 532n, 562n, 574n, 582n Magretta, Joan, 323n47, 357n37
Layne, Nathan, 288n45 Liu, Aili, 504n40 Ma Guonan, 568n1
LeCraw, Donald J., 338n, 373n, 384n40 Liu, Fang, 356n7 Mahajan, Mansi, 321n8, 321n11
614 Name Index
Mahapatra, Rajesh, 39n12
Maharashtra State Electric Board, 370
Maia, Cesar, 375
Mair, Johanna, 322n45
Majumdar, Shyamal, 508, 550n3
Ma Jun, 252
Makino, Shige, 385n59
Malaysia Airlines, 376
Malhotra, Aditi, 372n
Malone, Thomas W., 357n51
Maloy, T. K., 506n114
Mandela, Nelson, 33
Manik, Ulfikar Ali, 288n67
Mao Tse-Tung, 50, 472
Mara Group, 308
Marangi, Christopher, 275
Marcopolo, 422
Marine Midland, 564
Markit, 52
Marklin & Cle, 353
Marquardt, Michael J., 484n, 553n112
Marquez, Jessica, 547n
Marriott, 561
Marroushi, Nadine, 384n44
Marshall, R. Scott, 179n57
Marsnik, Paul A., 168n
Martin, Eric, 40n48
Martin, Jeanette S., 125n, 233n, 465n73
Martinez, S., 504n36
Maruti Suzuki India Ltd., 427
Marvin, Ginny, 419n16
Marx, Karl, 48
Maslow, Abraham, 436–441, 446, 463n22
Massmart, 280, 285
Matsui, T., 451, 464n65
Matsushita, 196, 215–216, 515
Matsushita Electric, 456
Matsushita Electric Industrial, 347
Mattel Inc., 267, 364
Mattioli, Dana, 355n3
Matviuk, Sergio, 504n33
Maw, Liz, 547
Maxus Energy, 484
May, Douglas R., 506nn102–103
Mayeda, Andrew, 57n
Mayer, Louis B., 262
Mayfield, Melinda, 505n87
Mazda Motor Corp., 294, 379–380
McAlone, Nathan, 243n12
McBride, Kerry, 357n55, 358n60
McCarthy, Daniel J., 70n20, 336n,
473, 503n28
McCaul, Harriette S., 465n82
McClaine, S. R., 465n96
McClelland, David, 446, 448, 464n49
McClelland, David C., 463n40, 464n46
McCormick, Iain, 525–526, 552n63
McCubbins, Tipton F., 97n80
McCue, Andy, 10n
McDonald’s, 30, 265, 302, 336, 441
McDonough, Edward, 464n71
McDonough, Edward F. III, 484n
McDougall, Patricia P., 325n114,
325nn115–116
McGrane, Victoria, 57n
McGreal, Chris, 420n32
McGregor, Douglas, 472, 503nn25–26
McKiernan, Peter, 244n46
McKinnon, John, 383n27
McKinsey, 34, 276
McLaughlin, Andrew, 416, 420n20
McLaughlin, Kathleen E., 112n11
McMillon, C. Douglas, 279
McNeilly, Kevin, 179n64
McNett, Jeanne, 70n16
McTaggart, Jennifer, 286n1
McWilliams, Abagail, 96n57
Mead, Richard, 178n34, 463n23
Mei Da Coffee Company, 380
Meindl, James R., 152n37
Mejia, Norma, 109
Melewar, T. C., 261n17
Melin, Leif, 324n90
Mellow, Craig, 336n
Mendenhall, Mark, 551n60
Mendonca, Jochelle, 39n18
Mendonca, M., 504n34
Mengniu, 256
Mennella, Noelle, 322n39
Menzies, Gavin, 8n
Mercantile Bank, 564
Mercedes, 76, 427
Mercedes-Benz, 219, 220, 397, 408t
Merck & Co. Inc., 62, 118, 119f, 292
Merck KGaA, 119f
Meredith, Robyn, 429n3, 429n20
Metro AG, 279e, 281, 282
Metropolitan Life Insurance, 264
Mezher, Michael, 120n39
MGM Studios, 265, 266, 276
Miassaoedov, Serguel, 179n64
Michaels, Daniel, 356n25
Michelin, 408t
Mickey Mouse, 262, 264, 267
Microsoft, 5, 61, 100, 107, 298, 302,
331–332, 336, 367, 374,
408t, 516
Middle East Airlines, 334t
Middle East Broadcasting Centre, 33
Middlemiss, Jim, 412n39
Midland Bank, 564
Migrant Offshore Aid Station, 46
Mihalcik, Carrie, 177n18
Mikesko, Jessica, 178n29
Mildenberg, David, 71n55
Miles, James, 247n
Mill, John Stuart, 78
Mill, J. S., 95n37
Miller, 122
Miller, Claire Cain, 420n43
Miller, Edwin, 244n42
Miller, Greg, 71n46
Miller, Karen Lowry, 196n, 456n, 504n48
Miller, Ronald W., 262–263
Millman, Joel, 324n86, 465n93
Millward, Steven, 411n10
Milner, Mark, 357n31
Mims, Christopher, 71n61
Ming, Wang, 322n26
Mini Cooper, 304, 421
Ministry of Health and Long-Term
Care, 116
Minor, Michael, 70n16
Minus, Paul M., 96n54
Misumi, Jyuji, 477n, 478n, 504n41
MIT, 316
Mitchell, Kenneth L., 219, 243n34
Mitchell, Michael, 582n
Mitchell, Terence, 553n114
MIT Sloan Management Review, 510
Mitsubishi, 299, 362
Mitsui & Company, 362, 456
Mnouchkine, Ariane, 267
Modi, Narendra, 42, 426
Moe, Jeffery, 118
Mohn, Tanya, 244n56
Moire, Jennifer, 69n11
Molin, Anna, 562nn24–26, 562n30
Mollenkamp, Carrick, 574n4, 574n9
Money, R. Bruce, 244n47, 336n
Monsanto, 63, 301
Monti, Mario, 367
Moody’s Investor Services, 56, 154, 180
Moore, Booth, 106n18
Moore, Malcolm, 321n4
Moran, Robert T., 179n60, 179n67,
179n76, 221n, 543n
Morgan Stanley, 86, 569, 570
Morishita, Yoichi, 515
Morrison, Allen, 506n110
Morsi, Mohamed, 51
Moscow Public Telephone Network, 370
Mosk, Mathew, 288n66
Motorola, 156, 298, 316
Motorola Mobility, 298, 418
Motorola University, 214
Motsoeneng, Tiisetso, 288n61
Motwani, Rajeev, 419n7
Mouton, Jane S., 476n
Movember, 104–105
Moxon, R. W., 325–326n124
Moye, Jay, 254n45
Mozur, Paul, 413n64, 420n38
Mpkaru, Kene, 207
Mubadala Development, 347
Mubarak, Hosni, 375
Mueller, Stephen L., 178n33
Muhammad, 8, 53
Mukherji, Ananda, 552n90
Mulally, Alan, 395
Mulkeen, Declan, 550n22
Muoio, Danielle, 324n81
Murphy, Bobby, 2
Murray, E. J., 464n47
Murray, J. Y., 323n46
Murray, Michael, 106n28
Musk, Elon, 75–76
Mycoskie, Blake, 102–105, 105nn1–3,
106nn13–16
Mycoskie, Paige, 102
Mycoskie Media, 102
Myers, Andrew, 457, 465n86, 484n
Nabisco, 255
Nader, Ralph, 100
Nadhe, Shivani Shinde, 288n55
Nadler, Paul, 70n30
Nagayasu, Katsunori, 70n35
Name Index
Nair, Sulekha, 550n27
Nair, Vipin V., 429n9
Nakamoto, Satoshi, 59
Nam, S. H., 459, 465n99
Namer, Larry, 102
Nano, 421–428
Napier, Nancy K., 518, 550n29, 551n43,
552n67, 552n85
Narayan, Aditya, 499
Narayandas, Das, 324n95
Narin, Sunita, 249
NASA (National Aeronautics and Space
Administration), 193
NASDAQ, 417
Nash, Nathaniel C., 243n37
Nason, S., 465n93
Nath, Raghu, 412n20
National Aeronautics and Space
Administration (NASA), 193
National Basketball Association (NBA), 110
National Bureau of Economic Research
(NBER), 454
National Defense Council for Victims of
Karoshi, 456
National Employment Law Project, 66
National Football League (NFL), 359
National Health Service (NHS), 115
National Institute for Health and Care
Excellence (NICE), 115
National Organization for Women, 80
NATO, 507
Naumov, Alexander I., 70n20, 473,
503n28
Naver, 416
Naylor, Craig, 170
NBA (National Basketball Association), 110
NBER (National Bureau of Economic
Research), 454
Ndiaye, Momar, 463n20
Neale, Margaret A., 228n
Neff, Robert, 353n
Negandhi, A. R., 152n32
Neild, Barry, 412n36
Nelson, Bob, 432–433
Nelson, Jacqueline, 70n14
Nelson, Reed E., 179n71
Nestlé S.A., 75, 76, 256, 314, 315t,
408t, 561
Netflix, 10, 208–210, 240, 303
Neubauer, Fred, 189
Nevin, Tom, 154n
Nevis, Edwin C., 438, 463n27
Newburry, William, 356n20
Newman, Karen L., 464n51
Newton-Small, Jay, 52n
New York Court of Appeals, 54
New York Stock Exchange, 422
New York University (NYU), 110, 111
Nextel Mexico, 307
Next Thing Company, 61
NFL (National Football League), 359
Nguyen, Trien, 385n74
NHS (National Health Service), 115
NICE (National Institute for Health and
Care Excellence), 115
Nicklaus, David, 464n67
Nielsen, Christine, 553n97
Nieto, Enrique Pena, 359
Nigh, Douglas, 244n54
Nihon Mikon Company, 306
Nike, Inc., 86, 99–101, 107, 109, 111,
363, 408t, 497
Nike Foundation, 100
Nike School Innovation Fund, 100
Nikishenkov, Oleg, 562n23
Nintendo, 298, 408t
Nippon Sheet Glass, 170
Nippon Telegraph & Telephone, 65, 456
Nisen, Max, 413n62
Nissan Motor Co., 24, 158, 170, 298,
299–300, 334, 361, 406t, 427
Niu, Evan, 177n2
NMA (Norwegian Medicines Agency), 115
Nohria, Nitin, 178n46
Nokia, 187, 298, 331–332, 348, 352
Nonaka, Ikujiro, 504nn56–57
Nooyi, Indra, 250
Nordblom, Charlie, 322n24
Norton, Edward, 385n69
Norwegian Medicines Agency (NMA), 115
Novartis AG, 118, 119f
Novicevic, Milorad M., 551n34, 551n42
Novo Nordisk A/S, 119f
Nowlin, William A., 152n19
Numeroff, Rita A., 191, 206nn37–38
Numico, 256
Nussbaum, Bruce, 357n32
Nutricia, 255
NYU (New York University), 110, 111
Oakley, David, 383n5, 383n7
OAS (Organization of American
States), 91
Obama, Barack (and administration),
98, 286
Obama, Michelle, 100
O’Brien, Anthony Patrick, 40nn55–57
O’Brien, Sara Ashley, 323n57
Ocean Park, 276
O’Connor, Sandra Day, 100
Oddou, Gary, 551n60
Odebrecht, 32, 386
Odell, Patricia, 432, 462n1, 462n5,
462n7, 462n8
O’Dell, J., 420n39
OECD (Organization for Economic
Cooperation and Development), 91
Oetzel, Jennifer, 314, 315n, 325n108
O’Grady, Mary Anastasia, 324n85
Ohlsson, Mikael, 561
Ohmae, Kenichi, 229, 244n59
Ohnsman, Alan, 356n28
Oi SA, 331
Olsen, Kelly, 412n37
Olson, Jon, 504n47
Olson, Parmy, 177nn5–6, 177n15
Olympic Games, 238, 386, 415, 441
Olympus, 89, 414
O’Neil, Sharon Watson, 322n41
One World, 334t
Onglatco, M. L., 464n65
Ono, Yumiko, 152n24, 553n109
615
OnSyria, 45
OPEC (Organization of Petroleum
Exporting Countries), 31–33
Opel, 66
ORC Worldwide, 530
O’Reilly, Lara, 38n7
Organization for Economic Cooperation
and Development (OECD), 91
Organization of American States (OAS), 91
Organization of Americas, 579
Organization of Petroleum Exporting
Countries (OPEC), 31–33
Oriental Land Company, 264–265, 273
Oster, Shai, 254n52, 324n81
Ostle, Dorothee, 151nn8–10
Oswald, Ron, 579
OTC Enterprise Corp., 276
Ouchi, William, 474, 482, 503n30
Oviatt, Benjamin M., 325n114,
325nn115–116
Oxfam, 46, 86
OXG, 32
Oystein, Moen, 325n119
Ozcan, Sinan, 412n21
Ozeki, Cynthia, 552n88
Page, Larry, 415–416
Page, Lawrence, 419n7
Paik, Yongsun, 532n, 552n74
Pakistan Telecom, 65
Palma-Rivas, Nilda, 206n46
Palmer, Eric, 321n7
Palmer, Kate, 551n37
Palmquist, Rod, 110
Panagariya, Arvind, 253n12
Panasonic, 76, 301, 408t
Panchal, Manish, 321n8, 321n11
Panda, Ankit, 41n90
Pangea3, 10
Pantzalis, Christos, 324n91
Paramount Pictures, 263, 276
Paris, Lori D., 506n96
Paris Convention and Visitors Bureau, 52
Park, Daewoo, 412n23
Park, Hun-Joon, 464n55
Park, Mi Young, 219, 243n34
Parsons, Talcott, 139, 152n45
Pascale, Richard Tanner, 243n23
Passariello, Christina, 325n112
Pasteur Institute, 255
Patagonia, 74–75, 76
Patented Medicine Prices Review Board, 115
Pauls, Karen, 41n82
Pearce, John A., II, 384n45
Pechiney of France, 366
Pegolotti, Francisco Balducci, 8
Pellegrini, Ekin K., 504n35
Peña Nieto, Enrique, 24
Penenberg, Adam L., 106n44
Peng, Mike W., 325n99
Peninsular and Oriental Steam Navigation
Company, 564
People’s Bank of China, 569
Pepitone, Julianne, 420n37
PepsiCo, 184–185, 220, 248–250, 252,
257, 311, 337, 339, 366, 538
616 Name Index
Perlmutter, Howard V., 160n
Peroni, 122
Per Pharmaceutical Research and
Manufacturers of America
(PhRMA), 115
Peterson, Mark F., 152n33
Peterson, Richard B., 518, 529, 550n29,
551n43, 552n67, 552n85
Peterson, Suzanne J., 152n25
Peterson Institute, 29
Petrobras, 32, 387
Petronas - Petroliam Nasional Bhd, 7t
Pew Research, 64
Pfeiffer, Ray, Jr., 358n65
Pfizer Inc., 114, 116, 119f, 291, 292
Phadnis, Shilpa, 96n55
Phatak, Arvind V., 550n30
Phatak, A. V., 357n40, 412n47
Philip Morris Cos., 307
Philippine Long Distance Telephone
Company, 65
Philips, 301, 345–346
Philips Electronics, 408t
Philips Lighting, 345
PhRMA (Per Pharmaceutical Research and
Manufacturers of America), 115
Ping An Insurance, 564, 569
Pinocchio, 268
Pinterest, 64
Pirelli, 233–234
Pirnie, Andrew, 465n91
Pitts, Robert A., 356n21
Pizza Hut, 247
Planet Retail, 284
Plato, 48
Platt, Gordon, 287–288n44
Pless, Nicola M., 547n
Pogue, Ronald D., 265
Pointer, Thomas A., 373n, 384n40
Poke, 2
Polaris Project, 418
Polar Lights Company, 398
Politis, John, 504n60
Pollack, Andrew, 95n40, 120n1, 120n2,
120n5, 120n8, 322n20
Pollard, Tim, 430n64
Polo, Marco, 8
Pomeroy, Ann, 550n19
Popp, G. E., 445n, 463n35
Porges, Seth, 547n
Porsche, 161
Porter, Lyman W., 437–438, 463nn25–26,
464n63, 479–481, 504nn45–46,
504n50, 504nn53–54, 505n65,
505n69
Portugal Telecom SGPS SA, 331
Potenza, Alyson, 178n29
Potter, Harry, 276
Powell, Mike, 317n
Power Holding Company of Nigeria, 59
Prahalad, C. K., 325n102, 325n104
Prasad, G. V., 291
Prasad, S. B., 152n32
Prayut Chan-o-cha, 30
Presto, 284
Price Waterhouse, 547
PricewaterhouseCoopers (PwC), 15–18,
259, 547
Primark, 81, 111
Primary Years Literacy Initiative, 100
Prince, Brian, 170
Procter & Gamble, 6, 259, 307, 315t, 575
Prodigy, 316
The Progressive Investor, 579
Project Play, 100
PROMO magazine, 432
Prudential, 540
Prud’homme van Reine, Peter, 538,
553n101
PSI, 315t
Public Citizen, 100
Pucik, Vladimir, 484n
Puffer, Sheila M., 70n20, 336n, 473,
503n28
Punnett, Betty Jane, 206n56, 522n, 551n52
Purves, William, 564
Putin, Vladimir, 554
PwC (PricewaterhouseCoopers), 15–18,
259, 547
Qantas, 334t
Qatar Airlines, 334t
Qatar Ooredoo Group, 467
Qingdao Refrigerator Company, 328
Quaker Foods North America, 339
Qualcomm Corporation, 61
Qualman, Erik, 4, 38nn8–9
Quelch, John, 324n95
Quigley, Narda, 506n95
Quinn, Robert E., 506nn97–98
Racancelli, Vito, 358n61
Radio Page, 370
Radisson, 370
Raghavan, Anita, 466n101
Rahim, Abdul, 244n43
Rahman, Fareed, 357n46
Rai, Saritha, 370n
Rainforest Action Network (RAN), 86
Rainforest Alliance, 578–579, 580
Ralston, David A., 483, 504n59
Ralston Purina, 380
Ramamurti, Ravi, 324n97, 384n41, 384n46
Raman, Anand, 206n25, 206n27
Ramnarayan, Abhinav, 40n64
Ranbaxy’s, 62
Randall, Linda M., 162–163, 178n31
RAN (Rainforest Action Network), 86
Ranft, Annette L., 244n57
Rangan, N. S., 351n, 358n59
Ranger, Steve, 356n16, 356n19
Rapoport, Carla, 228n, 353n
Rapoza, Kenneth, 40n52
Rasulo, Jay, 273
Rauhala, Emily, 179n55
Raybould, Alan, 272n1
Rayner, Steven R., 183, 205n8, 205n10,
205nn16–17
RC Cola (Royal Crown Cola), 249
Ready, Douglas, 547
Reagan, Courtney, 288nn49–50
Reality Central, 102
Recruit Research Corporation, 167
Reddit, 45
Reebok, 107
Reichel, A., 152n23
Reilly, Lori, 115
Reilly, Mark, 291
Rein, Shaun, 245nn85–86
Reis, Anabela, 356n13
Reiter, Chris, 504n44
Reliance, 6
Renault, 158–159, 269, 334, 361
Renault Group, 158
Renault-Nissan, 9, 159, 427
RepTrak, 408t
Republic Bank, 564
Reputation Institute, 407
Research in Motion Ltd., 367, 397
Reuer, Jeffrey J., 244n61
Reuters, 335
Reynolds, Calvin, 526, 550n32, 552n64
Reynolds, Nina, 244n62
Riboud, Franck, 255, 260
Ricart, Joan Enric, 325nn105–106
Rice, Faye, 515n
Rice, John, 6
Richards, Malika, 513, 550n28
Ricks, David A., 244nn39–40
Ridley, David, 118
Right Management, 508–509
Riley, Charles, 420n35
Rimnet Corporation, 200
Riordan, Christine M., 196n
Rivera, Rodrigo, 284
Robert Bosch, 408t
Roberts, Dexter, 111n5
Roberts, Karen, 552n88
Robertson, I., 463n36
Robust, 256, 259
Robust Group, 256
Roche Diagnostics, 469
Roche Holding AG, 119f, 292, 468–470
Rockoff, Jonathan D., 120nn9–11, 321n18
Rodelis Therapeutics, 113
Rodriguez, Peter, 97n78, 325n98, 385n66
Rodriguez, Salvador, 177n16
Rogan, Randall, 552n87
Rolex, 408t
Rolls-Royce Aerospace, 408t
Romero, Eric J., 486, 505nn67–68
Romero, Simon, 41n77
Romm, Joe, 95n18
Rongione, Nicholas M., 96n53
Roper, Patrick P., 268
Rosen, Benson, 182, 205nn2–3, 205n9,
205n11, 205nn13–15
Rosenblum, Andrew, 71n45
Rosenkrantz, Stuart A., 178n35
Rosenthal, Elisabeth, 383n22
Rosenzweig, Philip M., 178n46
Rosevear, John, 324n82
Rosneft, 360, 361, 362, 398
Rosten, Keith A., 336n
Rousseau, Bryant, 41n77
Rousseff, Dilma, 31
Roxburgh, Charles, 41n86
Royal Ahold NV, 283, 497
Name Index
Royal Bank of Scotland Group Plc, 565,
568, 570
Royal Crown Cola (RC Cola), 249
Royal Dutch Shell, 5t, 336, 361–362
Royal Philips, 345
Rugman, Alan S., 162, 221n, 309n,
324n93
Rushe, Dominic, 420n36, 506n115
Russell, Benjamin, 109
Russell Athletic, 86, 107–112
Russell Corporation, 109
Russo, Patricia, 187
Rwandatel, 316
Rysberg, Jane A., 464n48
SAAB Automobile AB, 457
Sabbagh, Dan, 323n68
SABMiller, 122, 124, 148
Sachse, Christian, 561
Saenz, Alfredo, 391
Safra Holdings, 564
Sagafi-nejad, Tagi, 353n, 357nn56–57,
358n64
Sahu, Prasanta, 384n33
SAIC (Shanghai Automotive Industries
Corporation), 334, 339, 347
Salgotarjau Iron Works, 28
Salomon Brothers, 65, 267
Sam’s Club, 279, 281, 282
Samsung, 6, 29, 65, 156–158, 298,
301, 397
Samsung Electronics Co., Ltd., 7t, 408t
Samsung Motors, 158
Sanchanta, Mariko, 287n42
Sanchez, Juan, 519n, 551n44
Sanchez-Runde, Carlos J., 464n51
Sandberg, Michael, 564
Sanders, P., 277nn18–19, 277n22
Sandman, Ulrika Englesson, 560
Sandstrom, Thore, 464n68
Sanger, D. E., 465n98
Sanofi, 119f, 292, 295
Sanofi-Aventis, 291, 292
Santander, 6
Sapienza, Harry J., 325n117
Sappenfield, Mark, 253n6, 253n15,
254n25, 254n28, 254n37
SAS Scandinavian Airlines, 89, 334t
Satyam, 516
Saudia, 334t
Save the Children, 86
Saxton, T., 356n12
Scandura, T. A., 506n99
Scandura, Terri A., 504n35
Scanlon, Jessie, 429n31, 430n35
Schechner, Sam, 324n77
Scheer, Steven, 322n22
Schein, Edgar, 185, 205n19
Schein, Edgar H., 504n55
Schering-Plough, 292
Schermerhorn, John R., Jr., 218, 243n29
Schieber, Noam, 551n35
Schifrin, Matthew, 357n50
Schirone, Dario A., 562n13, 562nn17–19
Schlender, Brenton R., 196n, 405n
Schlesinger, Jacob M., 178n52
Schmidt, David A., 369, 384n38
Schmidt, Eric, 363, 415, 417
Schmitt, Bertel, 324n94
Schmitt, Neal, 444n, 463n33
Schneider, S. C., 465n95
Schneider, Susan C., 466n102
Scholer, Kristen, 95n30
Schramm-Nielsen, Jette, 390n,
411–412nn18–19
Schriesheim, C. A., 506n99
Schuler, Randall S., 552n68
Schuman, Michael, 277n4
Schwartz, Jan, 413n49
Schweitzer, Tamara, 106nn23–27
Scorse, Jason, 112nn7–9
Scott, James Calvert, 218, 243nn32–33
Sears, 107
Sebenius, James K., 245n72
Sechin, Igor, 360
Securities and Exchange Commission
(SEC), 55, 56, 281
Segil, Larraine, 379n
Seiyu, 280, 283
Seki, Fumiyasu, 477n, 478n, 504n41
Sekizawa, _, 265
Selmar, Jan, 519, 551n45
Sequoia Capital, 415
Serapio, Manuel G., Jr., 385n63, 385n67
Sergeant, Andrew, 435, 463n18, 542,
553n111
Serono, 62
Servais, Per, 325n122
Seth, Mr., 252
Sethi, Arjun, 178n29
SGS India Pvt Ltd., 249
Shaffer, Margaret A., 521, 551n50
Shah, Sooraj, 412n24
Shambora, Jessica, 105n5, 105n7
Shameen, Assif, 10n
Shamir, B., 496, 506n101
Shanghai Automotive Industries
Corporation (SAIC), 334, 339, 347
Shanghai Bailan Group, 282
Shanghai Disneyland, 274–276
Shanghai Disney Resort, 273
Shanghai Electric, 377
Shanghai Maling Aquarius Co., Ltd.,
256, 259
Shanghai Pudon Development Bank
Co., 293
Shanghai Roche Pharma, 468
Shao, Xiaoyi, 40n66
Shapiro, Debra L., 244n69, 552n62
Sharp, Inc., 414
Shell Oil Company, 166
Shen, Samuel, 277n23, 278n27, 278n30
Shendi, 275
Shenk, Mark, 41n79
Shenzhen Qianhai Financial Holdings, 570
Shenzhen Yili Mineral Water
Company, 256
Shih, Gerry, 96n52
Shin, Jiseon, 552n62
Shin, Y. K., 464n44
Shkreli, Martin, 113
Shokti Doi, 314
617
Short, Douglas, 552n91
Short, Kevin, 106n30
Shukla, Archna, 253n5
Shul-Shim, Won, 518, 550n29, 551n43,
552n67
Siegel, Donald, 96n57, 506n108
Siemens, 91, 377, 520
Sikorsky, 347
Silvercrest Food, 561
Simanis, Erik, 325n107
Simintiras, Antonis, 244n62
Simmons, Russell, 500
Simon, Hermann, 353n
Sims, Brenda R., 218, 243n31
Sims, G. Thomas, 466n101
Singapore Airlines, 334t
Singapore Telecommunications, 65
Singer, Peter, 39n25
Singh, Atul, 249
Singh, Harbir, 196n, 206n25, 206n27, 505n66
Singh, Jitendra, 505n66
Sing Tao Daily, 274
Sirota, David, 458, 465n97, 552n72
Skiba, Ray, 214
Skjelmose, Jeanette, 560
Sky Team, 334t
Slavjanskaya Hotel, 370
Slocum, John W., Jr., 356n21
Small, J., 261n17
Smart Communications Inc., 317
Smatt, Cindi, 464n53
Smile Squared, 105
Smith, Aaron, 3n
Smith, Adam, 47
Smith, David, 79n
Smith, Frank J., 206n39
Smith, Geri, 287n19
Smith, Jennifer, 553n103
Smith, Peter B., 153n64
Smith, Thomas, 277–278n25
Snapchat, 2–4, 5
Snavely, William B., 179n64
SNC (Société en Nom Collectif), 268e
Snir, Raphael, 465n77
Sobczyk, Marcin, 70n38
Sobek, Durward K., II, 357n52
Sobie, Brendan, 356n24
Soble, Jonathan, 413n64, 504n52
Société en Nom Collectif (SNC), 268e
Société Générale, 391
Society of Indian Automobile
Manufacturers, 427
Soldatkin, Vladimir, 383n14
Solomon, Charlene Marmer, 484n, 552n86,
552n93
Solomon, Erika, 69n6
Solomon, Janet Stern, 553n97
Solsman, Joan, 324n76
Sommer, Steven M., 178n36, 178n37,
178n38, 178n41, 178n42, 435, 459,
463n17, 465–466n100, 465n87
Sommers, Steven M., 357n54
Sonae, 283
Sona Koyo Steering Systems, 425
Sony, 10, 298, 301, 344, 405, 408t, 414,
483, 514, 515
618 Name Index
Soros, George, 39n25
Southern Methodist University, 102
Southwest Airlines, 334t
Southwestern Bell, 312
Sovich, Nina, 322n39
Soyoung, Kim, 277n5, 278n35
S&P, 56
SpaceX, 75
Spalding, 109
Spang, Konrad, 412n21
Sparrow, Paul R., 536–537, 552n94
Spears, Larry, 499
Spears, Lee, 95n30
Special Olympics Oregon, 100
Spector, Paul, 519n, 551n44
Speier, Cheri, 551n42
Spencer, Jennifer W., 244n58
Spencer, Mimosa, 322n19
Spiegel, Evan, 2–3, 5
Spiegel, Henry W., 70n18
Spielman, Cheryl, 552n70
Spindle, Bill, 152n24, 412n33
Sports Authority, 110
Sprint, 98
Squatriglia, Chuck, 95n22
Sreeharsha, Vinod, 41n77
Srivastava, Amit, 254n36
Stackhouse, John, 370n
Stage, H. D., 465n96
Stahl, G., 504n34
Stahl, Günter K., 547n
Stajkovic, Alexander, 178n39
Stalk, G., 464n43
Standard Oil, 514
Standard Oil of Ohio, 342
Standifird, Stephen S., 179n57
Stanford University, 2, 110, 415
Stanley, Phil, 530
Star Alliance, 334t
Starbucks, 43, 259, 380, 500
Start Something That Matters
Foundation, 104
Steele, Chandra, 71n62
Steers, Richard M., 464n51
Steers, R. M., 464n44, 464n54
Stein, Nicholas, 582nn3–4, 582n10
Steinberg, Julie, 322n27
Steinmetz, Greg, 97n81
Stella Artois, 122
Stenman, Jim, 206n62
Stern, David, 96n51
Stern Center for Business and Human
Rights, 111
Stertz, Bradley A., 151n7
Stevis, Matina, 41nn84–85
Stewart, Elizabeth, 574n
Stewart, Sally, 504n59
Stier, Ken, 97n79
Stiglitz, Joseph, 39n25
Stihl, 353
Stockholm Water Institute, 252
Stodtbeck, Fred L., 163n
Stoll, John, 562n30
Stone, Brad, 38nn1–2, 38n5
Stone, Raymond J., 518n
Stott, Lee, 70n44
Stout, Brock, 217, 243nn26–27
Strangler, Cole, 71n68
Streck, 214
Stroh, Linda K., 539–540, 553n106
Strom, Stephanie, 106n20
Strottmann, Freddy, 411n17
Stuart, Karen Dawn, 543n
Stumpf, Stephen A., 506n95, 506n108,
506n109, 506n113, 550n4,
550nn16–17
Subaru, 24, 298
Suburbia, 281
Sugden, Joanna, 372n
Suharto, former President of Indonesia,
365, 467
Sukarno, former President of
Indonesia, 467
Sullivan, _, 546
Sullivan, Jeremiah, 243n35, 413nn57–58
Sullivan, Jeremiah J., 504nn56–57
Sullivan, Sherry E., 523, 551n53
Sully, Mary F., 464n45
Sully de Luque, Mary, 145n, 153n61,
505n88, 506n95
Sun, Nikki, 278n28
Sundqvist, Sanna, 325n122
Sundstrom, Eric, 465n72
Sung, Timmy, 278n31, 278n33
Sun Microsystems, 415
Sun Pharmaceuticals, 291
Superama, 281
SustainableBusiness.com, 579
Sutherland, Thomas, 564
Suutari, Vesa, 551n61
Suzuki, Nori, 464n55
Suzuki, Terukiho, 413nn57–58
Suzuki Motor Corp., 28, 425, 427
Swanson, K. C., 574n10
Swartz, Gordon, 324n95
Swierczek, Frederic, 347n
Syfert, Jan, 71n69
Sylt, Christian, 272n4
Tabak, Filiz, 553n97
Taguchi, Genichi, 406–407
Takahashi, Masatomo, 264
Takeda Pharmaceutical Company,
119f, 170
Takeuchi, Hiroraka, 484n
Tam, Tammy, 277n16, 278n29
TAM Airlines, 333, 334t
Tammaro, Gerald A., 552n70
Tan, Kelven, 276
Tang, Paul, 275
Tanikawa, Miki, 357n48
Target, 107, 279e, 285
Tarnovskaya, Veronika, 557, 562n5,
562nn9–11, 562nn15–16
Tartar, Andre, 70n28
Tata, 6, 43, 159, 305, 380, 396
Tata, Jamsetji, 422
Tata, Ratan, 186, 421, 425, 426, 428
Tata Chemicals, 186
Tata Consultancy Services, 422
Tata Daewoo Commercial Vehicles
Company, 422
Tata Group, 186, 422
Tata Motors Ltd., 7t, 186, 335, 421–428
Tavernise, Sabrina, 120n2, 120n8
Taylor, Edward, 413n49
Taylor, Glen, 96n64
Taylor, Sully, 553n98
Tchuruk, Serge, 186–187
Technicolor SA, 348
Teegen, Hildy, 244n60, 244n66, 356n26,
384n51, 385n60, 385n65
Tejada, Carlos, 384n52
Telecom Asia, 65
Telefonica, 6
Telefonos de Mexico (Telmex), 312–313
Telestra, 65
Telfos Holdings, 28
Telkom, 316
Tellem, Tori, 95n23
Telling, Gillian, 105n9
Temasek, 568
Terhune, Chad, 253n1, 253n5, 254n26,
254n39
TERI (The Energy and Resources
Institute), 250
Terpstra, Robert H., 504n59
Terracom, 316
Terry, Sherrie, 582n
Tesco, 81, 111, 180, 279e
Tesla, Nikola, 75
Tesla Motors, 64, 75–76
Tesluk, Paul E., 182, 205nn2–3, 205n9,
205n11, 205nn13–15
Tetley, 422
Teva Pharmaceuticals, 292
Thatcher, Jonathan, 272n1
Thatcher, Margaret, 47, 49
The New York Times, 76, 116, 281, 291, 534
Then, Sia Khiun, 384n37
Theron, Charlize, 104
Theveno, Danny, 266–267
Thiederman, Sondra, 434, 463nn13–14
Thomas, Adele, 206n53
Thomas, Anisya S., 178n33
Thomas, Kenneth, 433
Thonburi Automotive Assembly Plant
Company, 422
Thornton, Grant, 51, 80, 95n42
Thums Up, 296–297, 337
Tichy, Noel M., 464n68, 484n, 538, 553n100
The Times of London, 425
Timken Company, 364
Timmons, Heather, 321nn9–10, 321n12
Tishman Realty and Construction, 264
Tjosvold, D., 504n37
TNK, 336
TNK-BP, 360, 362
Tokyo Disneyland, 264–265, 276
Tollgerdt-Andersson, Ingrid, 489–490,
505nn76–77
TOMS Marketplace, 104
TOMS Roasting Company, 103, 104, 105
TOMS Shoes, 85, 102–106
Toonkel, Jessica, 411n5
Torbiorn, Ingemar, 531, 552n73
Torkan, Germano, 562n13, 562nn17–19
Tornvall, Anders, 457, 465n88
Name Index 619

Toshiba, 414, 515 Ungson, G. R., 464n44 Verizon, 98

Total SA, 5t
Touchstone, 263
Towers Perrin, 513
Toxic Links, 249
Toyota Motor Corporation, 5t, 24, 64, 66,
84, 294, 298, 299, 304, 349–350,
406t, 482
Toyota Motor Ltd., 457
Toys“R”Us, 107
Tracy, Ryan, 57n
Trafficschool.com, 102
Transparency International, 49, 366, 559
TreeHugger.com, 579
Trend Micro, 170
Trevor-Roberts, Edwin, 505n87
Triandis, Harry C., 553n114
Triangle Shirtwaist Company, 108
Trinamool Congress, 426
TripAdvisor, 4
Trius, Vicente, 284
Trompenaars, Fons, 126, 127n, 128n,
139–145, 152n21, 152n44,
152nn47–48, 152nn49–50, 165–166,
178n32, 178n43, 191–195,
206nn40–45, 232, 243n18, 245n71,
323n67, 399–400, 412n40, 491–492,
505n79, 538, 553n101
Tropicana, 21
Trottman, Melanie, 383n23
Trudell, Craig, 71n70
Trust for the Americas, 579
Trust-Mart, 282
Tsang, Eric W. K., 179n56
Tse, David K., 70n27, 244n65
Tsuda, Masumi, 358n63, 358n66
Tsui, Anne, 484n
Tsukayama, Hayley, 323n61
Tu, Howard, 523, 551n53
Tucker, Sundeep, 260n1, 261n54
Tudor, Alison, 322n31
Tumblr, 4
Tung, Ariel, 356n6
Tung, Rosalie L., 179n59, 228n, 524,
551n59
Tungsram, 28
Turing Pharmaceuticals, 113, 114
Tusk, Donald, 180
Twain, Mark, 268
Twitter, 2, 3, 4, 44–45, 64–65, 110, 210
Tyco, 89, 497
Tymon, Walter, 550n4, 550nn16–17
UAC Restaurants Limited, 154
Uber, 369, 372
UBS, 79, 568, 570
Uchida, Mr., 200
Uchitelle, Louis, 336n
Ueberroth, Peter, 238
Uhlenbruck, Klaus, 97n78, 325n98,
385n66
Ulanoff, Lance, 420n46
Ulrich, Lawrence, 412n29
UNCTAD, 20
UNEP (United Nations Environment
Programme), 88
UNICEF (United Nations Children’s Fund),
80, 561
Unified Energy System, 49
Unilever, 6, 314
Union Carbide, 54, 534
United Airlines, 334t
United Fruit, 497, 575–576
United Nations, 4, 82–83, 87–88, 92,
108–109, 250, 252–253, 497
United Nations Children’s Fund (UNICEF),
80, 561
United Nations Environment Programme
(UNEP), 88
United Press International, 33
U.S. Agency for International Development
(USAID), 117–118
U.S. Chamber of Commerce, 100
U.S. Congress, 110
U.S. Environmental Protection Agency
(EPA), 84
U.S. Federal Reserve, 57
U.S. Food and Drug Administration
(FDA), 117, 118, 291
U.S. Government Accountability
Office, 107
U.S. Internal Revenue Service, 55, 90
U.S. Justice Department, 55, 84, 281, 579
U.S. Labor Department, 108
U.S. State Department, 55
U.S. Supreme Court, 100
United Students Against Sweatshops
(USAS), 87, 107, 109–110
United Technologies Group, 347
Universal Studios, 274, 276
Universal Studios Japan, 397–398
University of Bari, 558
University of Michigan, 110
University of North Carolina, 110
University of Oregon, 99
University of Tokyo, 200
University of Washington, 110
Unsworth, K. L., 504n38
Urde, Mats, 562n6, 562n8
Ury, William, 235, 237, 245nn76–78
USAID (U.S. Agency for International
Development), 117–118
USAS (United Students Against
Sweatshops), 87, 107, 109–110
Useem, Michael, 505n66
US/Labor Education in the Americas, 576
Valdes Llaneza, Ana, 356n22
Valeant Pharmaceuticals, 113, 114
Vale SA, 7t
Value Club, 281
Vance, Charles, 552n74
Vance, Charles M., 532n
Vance, C. M., 458, 465n96
Vandenberg, Robert J., 196n
Vanian, Jonathan, 324n78
Van Zyl, Sean, 179n74
Vasallo, Ignacio, 266
Vaseline, 21
Vassil, Matthew, 119n
Vengroff, Richard, 463n20
Verlaine, Julia-Ambra, 57n
Vermeulen, Freek, 356n11, 385n61
Verne, Jules, 268
Vietnam Motor Corporation, 380
Vietnam Technological & Commercial
Joint Stock Bank, 571
Viiv Healthcare, 292
Villanova University, 105n, 111n,
119n, 509
Vincent, R. J., 95n38
Viorst, Milton, 8n
Virgin Atlantic, 334t
Virgin Group, 500
Viswanatha, Aruna, 287n17
Vlachou, Efi, 244n62
Vlasic, Bill, 151n7
Vlastelica, Ryan, 411n5
Vodafone Group PLC, 5t, 316
Vodafone UK, 303
Vogel, Gretchen, 71n54
Vogt, Heidi, 71n64
Volin, Alexei, 209
Volkswagen, 311, 404, 428, 479
Volkswagen Audi Nippon, 310
Volkswagen Group, 5t, 83–84
Vollgraaf, Rene, 153n68
Volvic, 256
Volvo, 6, 293, 305, 335, 377, 453
Volvo Automobile AB, 457
von Glinow, M. A., 465n93
Vroom, Victor, 464n62
Vuong, Madeline, 288n65
Wagstaff, Jeremy, 372n
Wahaha Group, 255–260
Wahaha Joint Venture, 255
Wahaha Nutritional Food Factory, 256
Wahba, Abde, 384n43
Wahba, Phil, 288n60, 288n64
Waldman, Amy, 179n66
Waldman, David, 506n108
Waldman, David A., 153n61
Waldmeir, Patti, 260n1, 261n54
Walesa, Lech, 28
Walker, Andrew, 52n
Walker, Danielle Medina, 211n
Walker, E. Cardon, 262–263, 264
Walker, Joseph, 120n4
Walker, Thomas D., 211n
Wall, T. D., 504n38
Walls, Ian, 244n65
The Wall Street Journal, 65, 114, 275,
282, 283, 363, 433, 468, 547, 561
Walmart, 5, 29, 30, 42–43, 81, 88–89, 91,
107, 111, 189, 190, 279, 298–299,
302, 307
Walmart International, 279–286
Walt Disney Attractions Japan Ltd., 265
Walt Disney Company, 107, 262–271,
273–277, 398, 408t
Walt Disney Parks & Resorts, 273
Walt Disney Studios Park, 271
Walton family, 280
Walumbwa, Fred, 506n100, 506nn102–103
Wamelen, Arend van, 41n86
620 Name Index

Wang, Haiyan, 428, 430n72 Winograd, Terry, 419n7 Ye, Baoxiu, 261nn35–48
Ward, Allen C., 357n52 Winsor, Morgan, 71n63 Yeh, Rhy-song, 353n, 357nn56–57,
Ward, Andrew, 321n1, 321n3, 321n16 Winterkorn, Martin, 84 358n64
Ward, Mike, 561 Wipro, 6 Yenikeyeff, Shamil, 383n13
Warner, Malcolm, 140n, 152n16, 490n, Wittenberg-Cox, S. A., 465n95 Yerak, Becky, 574n2
526n, 552n63 Womack, Brian, 420n40 Yi, Lee Mei, 171, 179n58
Warner Bros., 263 Wonacott, Peter, 253n1, 253n4, 254n26, Yihaodian, 284
Warner Chilcott, 346 254n39 Yingluck Shinawatra, 30
Warsaw Stock Exchange, 59 Wong, Chi-Sum, 552n75, 552n84, 552n95, Yip, George S., 357nn38–39
Warshaw, Steve, 576 553n110 Yiu, Enoch, 322n29
Wasion Group, 377 Wong, Edward, 40n68 Yi Xianrong, 567
Water for People, 105 Wong, Peter, 570 Yoo, Sangjin, 504n42, 504n49
Waterson, P. E., 504n38 Wong, Sue-Lin, 40n66 Yoshida, Tomoko, 553n107
Waterstone Human Capital, 284 WorkChina, 433 Yoshimura, Noboru, 206n49, 212,
Watson, Raymond L., 263 Worker Rights Consortium, 109–110 243n15, 504n51
Watson Wyatt Beijing, 433 World Bank, 16, 33, 55, 80, 82, 246, 316, Yoshino, Michael, 351n, 358n59
Watts, Jenny, 357n34 362, 428 Young, Kathryn M., 356n23
Watts, Jonathan, 465n75 WorldCom, 497 Younglai, Rachelle, 70n14
Wayne, Leslie, 323n59 World Cup, 386 Yousef, Darwish A., 505nn61–63
Webasto, 353 World Economic Forum, 35, 80, 88, Yousef, Fathi S., 244n45, 244n48
Webb, Tim, 383n3 494, 497 Youssef, Carolyn M., 545,
Weber, Christophe, 170 World Health Organization (WHO), 118 553nn116–117
Weiss, Stephen E., 245n70 World Trade Organization (WTO), 7–12, YouTube, 4, 44–45, 64, 395
Welch, David, 287n18 20, 33, 60, 86, 170, 282, 293–294, YPF, 484
Welge, Martin K., 322n43, 322n44 363, 366, 380, 558, 563, 567, 569, Yu, K., 504n34
Wells, Frank, 263 577–578 Yu, Kaicheng, 504n59
Wells, Nicholas, 40n45 World Wildlife Fund (WWF), 86, 251 Yu, Rose, 39n11
Wells Fargo, 86 Worm, Verner, 253n3 Yu, Xiao, 568n4
Welsh, Dianne H. B., 178n35, 178n36, Worstall, Tim, 39n27 Yuan, Anne Xue Ya, 433–434, 463n12
178n37, 178n38, 435, 459, 463n17, Worthy, Ford S., 405n Yuchtman, E., 449, 464n52
465–466n100 Woywode, Michael, 504n43 Yukl, R. K., 504n39
Wentling, Rose Mary, 206n46 W. P. Carey School of Business, 101n Yum! Brands, 29, 30, 247
Werbach, Adam, 430n62 Wright, Richard W., 178n48, 463nn37–38 Yunggar, Manuel, 324n75
Werdigier, Julia, 562n29 Wu, John C. H., 506n111 Yunus, Muhammad, 314
Werre, Marco, 582n7 Wu, Yen-Chun, 405n, 406n, 413n52
Wertkauf, 282 Wu Bangguo, 415 Zachar, Deborah, 562n
Western Kentucky University, 110 WuDunn, Sheryl, 206n51, 244n44 Zahra, Shaker A., 325n118
Whalen, Jeanne, 115n, 120nn12–28, Wuling, 347 Zaleznik, Abraham, 503n16, 503n19,
322n19, 515n WWF (World Wildlife Fund), 86, 251 503n23
WhatsApp, 2, 45 Wyeth, 292 Zalla, Jeff, 576
Wheatley, Jonathan, 357n35 Wyler, Greg, 316 Zamiska, Nicholas, 71n49
Whelan, Carolyn, 287n20 Zara, 81, 111
Whirlpool, 161 Xiaomi, 156–158, 175 Zartman, William, 245n75
White, Donald D., 463n31 Xi Jinping, 297 Zaun, Todd, 383n26
White, Gillian B., 112n48 Xu, Chuan, 277n6 Zavyalova, Kira, 553n122
White, Lawrence, 322n30 Zeidler, Sue, 277n23, 278n27, 278n30
WHO (World Health Organization), 118 Yahoo, 415, 416 Zeira, Yoram, 356n20
Widodo, Joko, 365 Yamaha, 363 Zeller, M., 412n46
Wiggenhorn, Joan, 325n123 Yan, Jun, 503–504n32 Zhejiang Wahaha Industrial Holdings
Wildau, Gabriel, 70n37 Yang, John Zhuang, 178n49, 553n104 Ltd., 258
Wilkinson, Matt, 322n21, 322n23 Yang Yuanqing, 500 Zhou, Nan, 243n30
Willard, Anna, 272n1 Yanofsky, David, 71n61 Zhoudong Shangguan, 260n16
Williams, Frances, 39n30 Yanukovynch, Viktor, 360–361 Zielenziger, Michael, 456n
Williams, Robert J., 464n53 Yaohan, 281 Zong Qinghou, 256, 257–258
Willigan, Geraldine E., 268n Yardley, Jim, 72nn76–77, 96n50, 112n47, Zonis, Marvin, 179n75
Willis Towers Watson, 513 288n67 ZTE Corp., 304
Wilmot, Bret, 79n Yaziji, Michael, 39n23, 314, 315n, Zuckerberg, Mark, 2–3
Wilson, Julee, 106n39 325n108 Zuo, Mandy, 278n28
Subject Index
A page number with an e indicates an exhibit; an f a figure; an n, a source note or footnote; a t, a table.
Achievement culture, 140f, 143, 232
Achievement motivation theory, 446–449
Acquisitions, 303–304, 306
Active management-by-exception (MBE-A)
leaders, 488
Act of state doctrine, 54
Adaptability screening, 521–522
Administrative coordination, 298–299
Advertising
cultural diversity in, 201
executive recruitment via, 489–490
free speech versus, 99–101
perceptual barriers in, 219–220
Affective cultures, leader behavior in,
491–492
Affective verbal style, 211t, 213
Afghanistan, 31, 51, 367
Africa
about, 33–34
China’s strategic planning in, 297
communications technology in, 316–317
economic environment, 18
as frontier market, 308
political environment, 51
technological environment, 63t, 64–65
trading history in, 8
Age, as international selection criteria, 520
Agreement, in negotiations, 231
Airline industry, 304, 333, 376
Albania, 28
Algeria, 55, 280
Alien citizens, treatment and rights of, 54
Alliances. See also Joint ventures
challenge of, 377–378
definition and introduction, 332–335
examples of, 379–381
host government roles, 378–379
life cycle of, 378–379
management of, 377–381
organizational arrangements from,
346, 348
Allowances, 528–529
Amateur terrorism, 367
American Foreign Corrupt Practices
Act, 53
Anglo countries. See also specific country
communication in, 227
cultural dimensions, 137, 169, 448–449
human resources management, 531,
536–537
leadership attributes, 476, 480, 491
Angola, 33, 285
Anti-Dumping Act, 365–366
Anti-Terrorism Act of 1996, 579
Arab countries. See also Middle East;
specific country
communication styles, 210, 212
cultural dimensions, 125, 174–175
economic environment, 30, 31, 33
leadership styles, 488
management across cultures,
174–175, 540
negotiation tactics and styles, 231, 232,
233, 237
political environment, 51
trading history, 8
Western management styles compared
with, 485, 540
“Arab Spring,” 33, 44–46, 51–52, 375
Argentina
cultural dimensions, 141
economic environment, 31
human resources management, 537t
leadership attributes, 475, 486, 494
management across cultures, 169–170
Walmart’s operations in, 279e, 280–281
Aristotelian ethics, 78
Arthashastra (Chanakya), 499
Ascription culture, 140f, 143, 232
ASEAN (Association of Southeast Asian
Nations), 13
Asia. See also specific country
alliance challenges and opportunities,
379–380
Citibank’s operations in, 294
communication styles, 212–213, 215,
219, 222, 225, 229
cultural dimensions, 133–135,
144–145
demographic changes, 14
economic environment, 13, 15, 16–18
emerging markets in, 29–30
as frontier market, 308
HSBC’s operations in, 571
human resources management, 518, 529t
leadership attributes, 491–492, 494
management styles, 347, 485
motivating employees, 438, 449–451
negotiation tactics and styles, 231, 234
technological environment, 63t, 65,
388–390
theme park industry in, 264–265,
273–277
Walmart’s operations in, 280
Asia-Pacific region
Citibank’s operations in, 294
Danone’s operations in, 256
human resources management, 526–527
online commerce in, 388–390
telecommunications services in, 65
theme parks in, 276
trade agreements, 13, 31
Assembly-line work, 452–453
Assertiveness, 146, 169–170, 494–495
Assessment center, 409
Association of Southeast Asian Nations
(ASEAN), 13
Australia
communication styles, 213
cultural dimensions, 131–132, 134–137,
140, 225
ethics, social responsibility, and
sustainability, 80
human resources management, 518,
536–537, 538
motivating employees, 432, 434, 445t
political environment, 49
technological environment, 63, 63t
Austria, 142, 143, 166, 222, 494
Authentic leadership, 496–498
Authoritarian leadership, 474–475,
477–479
Autocratic leadership, 476–477
Auto industry
entry strategies for, 333–335
innovation in, 64, 75–76, 421–428
key success factors, 304
organizational structures, 347
quality performance of, 298, 405–406
sociotechnical designs in, 453
sustainability in, 75–76
Autonomous leadership, 493
B2B transactions, 64, 294, 348
B2C transactions, 64
Balance-sheet approach, 530
Banana industry, 575–582
Bangalore, 81, 111, 285–286
Bangladesh, 15, 81, 83, 111, 285–286
Banking industry
in China, 293–294, 563–574
e-business and, 64
financial reform in, 56–57
Walmart’s entry into, 281–282, 284
Bargaining behaviors, 237–240. See also
Negotiation
Base of the pyramid (BOP) strategy,
313–317
Base salary, 527–528
BATNA (best alternative to a negotiated
agreement), 237
Behavior management, 165
621
622 Subject Index
Belgium
communication styles, 224
cultural dimensions, 144
leadership styles, 481
M&A activity, 123–124
motivating employees, 454
multiculturalism in, 198
political risk, 372
terrorist attack links to, 52
Benefits, 528, 534
Beverage industry, 248–253, 337
Bias in performance appraisal, 408
Bicultural groups, 199
Biotechnology, 62–63
Bitcoin currency, 59
Bolivia, 475, 486
Bonuses, 56
BOP (base of the pyramid) strategy,
313–317
Born-global firms, 318–319
Born-international firms, 318–319
Bowing, 221
Brazil
about, 386–387
communication styles, 224
cultural dimensions, 123–124, 147–148
economic environment, 15, 19–20,
30–31, 32
entry strategies, 337
ethics, social responsibility, and sustain-
ability, 90
globalization trends, 6
human resources management, 166,
514, 537t
management across cultures, 166, 174
negotiation tactics and behaviors, 235,
238–240
organizational culture, 192
political environment, 49, 372, 375
technology environment, 63
Walmart’s operations in, 279e, 280–281,
283, 284
“Brexit,” 26, 47, 49
Bribery
in China, 291
as cultural misunderstanding, 163–164
FCPA on, 54–55, 90–91
in Mexico, 281
as political risk, 365
in Russia, 172, 559
tracking, 559
BRIC countries. See also specific country
conducting business in, 170–174
economic power shifts, 15, 18–20, 19t
foreign direct investment in, 312
political environment, 49
Britain. See Great Britain; United
Kingdom
Bureaucratization, 55–57, 58t, 403
Business cards, 221
Business Chemistry program, 183
Cafeteria approach, 530
CAFTA-DR, 11–12
CAFTA (Central American Free Trade
Agreement), 11–12
California, health and safety violations
in, 108
Canada
communication styles, 210, 213, 214,
220, 224, 225
cultural dimensions, 131, 132f, 136f, 137
economic performance of, 24
ethics, social responsibility, and sustain-
ability, 114–116
human resources management, 166,
536–537
leadership attributes, 494
legal and regulatory environment, 56
motivating employees, 445t, 446, 450
Walmart’s operations in, 279e, 280–281,
284–285
Capital requirements, 57
The Case for Servant Leadership
(Keith), 499
Case studies
advertising versus free speech, 99–101
Chiquita’s global turnaround, 575–582
Coca-Cola in India, 248–253
Danone in China, 255–261
Disney in Asia, 273–277
Euro Disneyland, 262–272
global drug pricing, 113–120
Google in China, 415–420
HSBC in China, 563–574
IKEA’s global growth, 555–561
Nike and human rights, 99–101
Russell Athletic and sweatshop labor,
107–111
Tata Nano, 421–428
TOMS philanthropy, 102–105
Walmart’s global strategies, 279–286
Cellular technology, 298
Censorship, 415–418
Central American Free Trade Agreement
(CAFTA), 11–12
Central Asia, 31–33
Central Europe. See also specific country
economic environment, 13–14
as emerging market, 27–28
leadership attributes, 491
motivating employees, 447
political risk, 365
Centralization, 352, 390–393
CEVITS countries, 16
Chaebols, 29
Charismatic leaders, 487–488, 493, 495, 497
Child labor, 80, 83
Chile
cultural dimensions, 134–135, 225
as emerging market, 31
household savings accounts in, 281
leadership behaviors and styles, 475, 486
Walmart’s operations in, 279e, 280e,
283–284
China, People’s Republic of. See also
Hong Kong; Taiwan
about, 246–247
alliance management, 377, 380
banking industry in, 293–294, 563–574
communication behaviors and styles,
214, 219–220, 229
as competitive nation, 35
cultural dimensions, 125, 127–129,
131–135, 140–143, 147, 273–275
demographics, 14, 18, 19t
economic environment, 13, 15–20, 23,
28–29
entry strategies, 312, 328–329, 334–335
ethics, social responsibility, and sustain-
ability, 79–81, 83, 90
globalization trends, 6, 9
human resources management, 167–168,
529, 542–543
Internet commerce in, 388–390
Internet users in, 415–418
leadership attributes, 472, 475, 483–484,
491, 494
legal and regulatory environment, 57–59
management across cultures, 167–172
motivating employees, 432–436,
438, 455
negotiation tactics and styles, 208–209,
232, 237, 240
organizational culture, 192, 198
organizational structure, 339, 347
political environment
Danone’s experience, 255–260
Disney’s experience, 273–275
Google’s experience, 415–419
HSBC’s experience, 563–574
IKEA’s experience, 558–559
overview, 48–51
strategy implementation, 307
political risk, 363–364, 372, 375
strategic formulation in, 303–304
strategic management in, 293–294, 297
strategy implementation in, 290–291,
307, 312
technological environment, 61–62,
63, 65
theme park industry, 273–275
trading history, 8
Walmart’s success in, 279–282, 284
WTO obligations in, 50, 170, 282,
293–294, 363, 563, 567, 569
Chromatics, 225–226
Chronemics, 225
CIS (Commonwealth of Independent
States), 162–163
Civil or code law, 53
Classic terrorism, 367
Climate change, 82–83
Code or civil law, 53
Codetermination, 394
Collectivism
definition, 48, 130–131
as GLOBE dimension, 146–147, 493
management across cultures and,
156–157, 171
motivating employees and, 449–450
Trompenaars on, 141
Columbia, 136f, 137, 579
Comity doctrine, 54
Command economy, 23
Common law, 53
Commonwealth of Independent States
(CIS), 162–163
Subject Index
Communication
advertising blunders, 219–220
cultural barriers, 221–223
definition and introduction, 210
diversity and problems with, 200
in DOCSA, 187–188
effectiveness in, 226–229
flow of, 214–216
interpretation of, 213–214
language barriers, 216–219
Middle Eastern and Western manage-
ment compared, 485t
motivating employees and, 433
in negotiations, 236
nonverbal, 223–226
as part of global team management, 183
perceptual barriers, 188, 219–221
verbal, 210–213, 491–492
written, 217–219, 227, 232
Communism, 23, 48, 50
Communitarianism, 141–142
Commuter assignments, 546
Compensation
bonuses, 56
cultural differences in, 166
gender inequity, 79–80, 449–450
incentives and culture, 433, 438,
458–459
local rules for, 514
as motivation, 454–455
for overseas assignments, 526–530, 534
wages, 80–81, 166
Competition
decision-making and, 392
environmental scanning for, 302–303
Google in China, 415–417
location decisions and, 396–397
Competitive nations worldwide, 35, 494
Concessions, in negotiations, 171, 231–235
Confucianism, 129
Conglomerate investment, 369
Content theories of motivation
achievement motivation theory, 446–449
definition, 436
hierarchy of needs, 436–441
two-factor theory, 442–446
Context, 210–211
Contextual verbal style, 211t, 212–213
Contingency approach, 162
Contingent reward (CR) leaders, 487–488
Control
approaches to, 401–403
decision-making linkages to, 397–398
in DOCSA, 187–188
introduction, 388, 398–399
mechanisms for, 346t
Middle Eastern and Western management
compared, 485t
performance evaluation as, 403–409
types, 399–401
Controlling, 397
Control of one’s own environment,
144–145
Copenhagen Consensus Investment
Priorities, 92t
Corporate governance, 89–90
Corporate social responsibility (CSR)
Chiquita’s efforts in, 575–580
Coca-Cola in India, 248–253
definition, 77
environmental impact and, 100
ethical behavior and, 77
human rights and, 99–101
IKEA’s values, 558
MNC business practices, 85–89
philanthropy and, 75, 102–105
sweatshop labor and, 107–111
TOMS philanthropy, 102–105
Walmart’s challenges, 285–286
Corruption
in China, 291, 567–568
FCPA and, 54–55, 90–91, 281
as political risk, 365
in Russia, 48–49, 172, 559
“security” payments, 579
Walmart’s challenges, 281, 285
Corruption Perceptions Index, 49, 91,
365, 559
Costa Rica, 90, 279e, 280e, 283
Cost-of-living index, 527f
Costs
cultural assimilators, 545
labor, 311
of overseas assignments, 512, 523–524,
526–530
transition, 331–332
Counterfeit products, 65, 157–158,
363, 364
Country-centered strategy, 296–297
Country selections in strategic
implementation, 306–307
Country-specific advantages (CSAs),
308–309
Credit ratings agencies, 56
Crimea, 360–361, 554
Crisis management, 376, 474
CR (contingent reward) leaders, 487–488
CSAs (country-specific advantages),
308–309
CSR. See Corporate social responsibility
Cuba, 23, 48, 50, 98
Cultural assimilators, 544–546
Cultural barriers. See also Communication
advertising blunders, 220
interpretation, 213–214, 222–223
in M&A, 331
in negotiations, 231–234, 240
perception, 188, 219–220
Cultural integrators, 535–536
Cultural relativism, 77
Cultural training programs, 227–229, 512,
536, 543–546
Culture. See also Culture meanings and
dimensions; Hofstede’s cultural
dimensions; Trompenaars cultural
dimensions
adaptability in overseas assignments,
518–519
definition and nature of, 124–125
differences across, 165–168
similarities across, 164–165
six basic variations in, 163t
623
Culture clusters, 489–491
Culture meanings and dimensions. See also
Human resources across cultures;
Leadership across cultures;
Management across cultures;
Motivation across cultures
changing values, 128–129, 142
characteristics of, 124–127
diversity, 125–128, 199–201
IKEA’s values, 555–561
international management approaches to,
125–128
joint ventures and alliances management
and, 378
in mergers and acquisitions, 122–124
national and organizational interactions,
182, 186–190
as normal distribution, 127–128
offshoring and, 84–85
proverbs representing cultural values, 222t
recognition of, 27
Currency risk, 311, 403–404
Customer relations
in command economy, 23
diversity and, 190, 201
in market economy, 22–23
Czechoslovakia, former, 141
Czech Republic, 447, 491, 537
Decentralization, 352, 390–393
Decision-making
about competitors, 396–397
centralization/decentralization, 352,
390–393
control linkages to, 397–398
cultural differences in, 27, 126,
132–133, 140, 142, 393–394, 515
definition and introduction, 388, 390–391
diversity and problems with, 200
ethics theories and philosophy in, 77–79
factors affecting authority for, 391–393
location considerations, 396–397
Middle Eastern and Western
management compared, 485t
by multicultural teams, 202
process, 390–391
strategic predispositions in, 159–160
TQM and, 394–396
Defensive and protective techniques,
374–375
Democracy, 50
Demographics
economic power shifts and, 18
of G-7, N-11, BRIC countries, 19t
global trends, 14–15
world population and income, 313
Denmark
communication styles, 213
decision-making in, 393–394
DuPont’s operations in, 122–123
individualism in, 136f, 137
leadership attributes, 494
motivating employees, 458
organizational culture in, 192–193
uncertainty avoidance in, 130
De novo investments, 330
624 Subject Index
Dependents. See Spouses and dependents
Derivatives markets, 56
Development assistance by MNCs, 92–93
Dhaka, India, 111, 286
Diagnosing Organizational Culture for
Strategic Application (DOCSA),
187–188
Dictatorships, 50–52
Diffuse culture, 140f, 142–143
Direct controls, 400–401
Direct verbal style, 211–212
Dispersed subunits, 345
Disputes resolution, 54
Distributive negotiations, 229–230
Diversity. See also Multiculturalism and
diversity; Organizational culture
and diversity
advantages of, 200–201
cultural meanings and dimensions,
125–128
potential problems with, 199–200
DOCSA (Diagnosing Organizational
Culture for Strategic Application),
187–188
Doctrine of comity, 54
Dodd-Frank Act, 56
Domestic firms
multicultural development by, 196–198
multicultural negotiations by, 229
Domestic multiculturalism, 198
Downward communication, 214–215
Drug pricing. See under Pharmaceutical
industry
E-7 economies, 15–16
EAGLES countries, 16
“Ease of Doing Business” (World Bank),
42, 55–57, 58t, 154, 246
East Asian countries, 493, 538. See also
specific country
Eastern Europe. See also specific country
cultural dimensions, 134–135
economic environment, 13–14, 27–28
entry strategies, 333
human resources management, 529
management behaviors and
styles, 189
political environment, 47, 307, 365
Eastern philosophy, 78–79, 499
East Germany, former, 507, 560–561
E-business, 63–64
Economic environment. See also Financial
crisis of 2008–2010
2009 exports, 20
2015-16 prices, 15, 20
following terrorist attacks, 52
forecasting trends in, 303
post-recession slowdown, 18–20
sectors of, 369
strategy implementation and, 312
world outlook projections, 34t, 35
Economic imperative, 295–296
Economic performance by region
Africa, 33–34
Asia, 29–30
Central and Eastern Europe, 27–28
China, 28–29
European Union, 25–26
India, 30, 42–43
Japan, 26
Middle East and Central Asia, 31–33
North America, 24–25
South America, 30–31
world merchandise trade by region, 21t
Economic systems, 22–23
Education, as international selection
criteria, 520
Education, at multinational online
universities, 348
Education allowances, 529
Efficiency, 392
Egypt
cultural dimensions, 134–135
economic environment, 15–16
ethics, social responsibility, and sustain-
ability, 90–91
leadership attributes, 494
political environment, 44, 49, 51, 375
trading history, 8
Eiffel Tower culture, 192–193, 195
EKC (Environmental Kuznets Curve),
81–82
Elaborate verbal style, 211t, 212
Electronic freelancers, 348
Electronic network organizations, 348
El Salvador, 279e, 280e, 283
Emerging and developing markets
bureaucratization in, 55–57, 58t
compensation in, 526–527
demographic changes, 14
economic performance of, 26–30
economic power shifts in, 15–20
entry strategies for, 333
environmental concerns, 83
as frontier markets, 308
globalization trends, 6, 546
less-developed economies, 30–35
market potential rankings, 36t
MNCs coming from, 7
motivating employees in, 432–434
pharmaceutical industry access by,
117–118, 119f
political risk in, 363
pressure for change in, 9
risk and reward in, 564, 566–567,
569–570, 573
strategy implementation in, 311–317
telecommunications in, 65
Emotional and physical health, 519–520
Emotional cultures, 140f, 142, 491–492
Emotional factors, in negotiations, 236
Employees. See also Human resource
management
behavior management of, 165
as critical resources, 511–512
empowerment of, 395
human resources tailoring to, 511
overseas assignment motivations
of, 531
rewards and recognition of, 395
training of, 395, 406
Employee welfare, 75
Employment trends, 65–67
Empowerment, 395
Enablers and POS, 495
England, 114–115, 212, 476, 480. See also
Great Britain; United Kingdom
Entrepreneurship
achievement motivation theory and,
446–448
as entry strategy, 317–318, 330
global trends in, 129
in India’s auto industry, 425–426, 428
leadership attributes and, 500
TOMS Shoes, 102–105
Entry strategies
alliances and joint ventures, 332–335
export-import, 317–318, 330, 338–339
first movers, 312–313
franchising, 336
introduction, 328–330
licensing, 335–336
mergers and acquisitions, 331–335
wholly owned subsidiaries, 330–331
Environmental foundation. See
Globalization; Legal and regulatory
environment; Political environment;
Technology environment
Environmental Kuznets Curve (EKC),
81–82
Environmental protection
Chiquita’s efforts in, 578–580
CSR and, 100
food served at theme parks, 273
pesticides and water contamination,
248–253
sustainability and, 81–84
Walmart’s sustainability initiatives,
88–89
Environmental scanning, 302–304
Environmental standards, 9–10
Equity joint venture, 332
Equity-oriented cultures, 191,
192–194, 195
Equity theory, 449–450
Established economies evaluation, 24–26
Esteem needs, 437
Ethically responsible leadership, 497–499
Ethics. See also Corporate social
responsibility; Corruption; Human
rights; Sustainability
corporate governance, 89–90
cultural differences in, 84–85,
172, 190
definition, 77
in global drug pricing, 113–120
international assistance, 92–93
theories and philosophies, 77–78
Ethnocentric MNC, 537–538
Ethnocentric predisposition, 159–160
Ethnocentrism, 539
Europe. See also Central Europe; Eastern
Europe; European Union (EU);
specific country
communication barriers and styles,
215–217, 223, 225–226, 228
cultural dimensions, 223
demographic changes, 14
Subject Index
foreign direct investment by, 20
human resources management, 526–527,
529t, 530–531, 538
leadership attributes, 479–481
motivating employees, 457, 459
negotiation tactics and styles, 234
organizational culture, 188–189, 202
pharmaceutical industry in, 117, 293
technological environment, 63t
trading history in, 8
Walmart’s operations in, 280,
282–283
European Union (EU)
banana trade war, 576–578
definition, 12
economic environment, 12–13,
25–26, 73
human resources management, 167
leadership attributes, 489
legal and regulatory environment,
56–57, 59–60
political environment, 47–48, 366–367
technological environment, 63
Exacting verbal style, 211t
Exchange rate risk, 311
Expatriates (expats)
definition, 513
demographics of, 520, 524
host country integration by, 518–519
motivation for overseas assignments,
520–521
repatriation of, 533–535, 546
Expectancy theory, 451
Experience, as international selection
criteria, 520
Exports and imports
2009 recession levels of, 20
as entry strategy, 318, 330, 338–339
world trade by region, 21t
Expropriation, 368
External controls, 399–400
External networking, 351
External risk, 360–361
Extreme behaviors, in negotiations,
237–238
Extrinsic, 433, 434–435
Fair Labor Standards Act, 108
Fair trade certification, 87–88
Family culture, 191–192, 195
Family overseas assignments. See Spouses
and dependents
Fascism, 48
FCPA (Foreign Corrupt Practices Act),
54–55, 90–91, 281
FDI (foreign direct investment), 20,
21t, 22t, 294, 312, 369–371,
563–574
Federal Republic of Germany (FRG), 507
Feedback systems, 226
Femininity, 132
Finance function, 311
Finance goals, 305
Financial crisis of 2008–2010
banking industry effects of,
565–566, 571
economic pressures on HR function,
512–513, 526, 530
foreign direct investment effects of, 20
jobs lost during, 66
regulatory failures and, 54, 56–57
Financial performance evaluation,
403–404
Financial services
banking industry in China, 294,
563–574
corporate governance scandals, 89
e-business, 63–64
offshoring activities, 79
regulation of, 54, 56–57
Walmart’s operations in, 281, 284
Finland, 457, 494
Firm-specific advantages (FSAs), 308–309
First-mover strategies, 312–313
Food production, 63
Foreign CEOs of Japanese firms, 170
Foreign citizens, treatment and rights
of, 54
Foreign Corrupt Practices Act (FCPA),
54–55, 90–91, 281
Foreign direct investment (FDI), 20, 21t,
22t, 294, 312, 369–371, 563–574
Foreign selections. See International
selection criteria
Formalization, 350–351
Four I’s of leadership, 487
Four Ps of marketing, 310
France
communication styles, 215,
223–224, 228
controlling process in, 401–402
cultural dimensions, 127–128, 131, 132f,
143–144
decision-making in, 393–394
ethics, social responsibility, and sustain-
ability, 80
Euro Disneyland, 262–272
human resources management,
531, 537
leadership across cultures, 479, 491
legal and regulatory environment, 52, 57
management across cultures, 166,
173–174, 189
motivating employees, 446, 457–459
negotiation tactics and styles, 189
organizational culture and diversity,
186–187
political environment, 47, 48, 49, 372
Walmart’s operations in, 281
Franchises, 336
Free speech versus advertising, 99–101
FRG (Federal Republic of Germany), 507
Frontier markets, 308
FSAs (firm-specific advantages), 308–309
Functional areas in implementation,
310–311
Future-oriented cultures, 144, 146–147,
493–494
G-7 nations, 15–16, 19t, 361
G-8 nations, 27, 361
G-20 reforms, 56
625
Game console industry, 298
GATT (General Agreement on Tariffs and
Trade), 10–11, 577–578
GDP (GNP)
economic power shifts and, 15–19
individualism correlations to, 131–132
GDR (German Democratic Republic), 507,
560–561
Gender
attitudes toward women, 79–80, 221
expat spouse activities by, 522
leadership styles and, 495
work centrality and, 454–455
Gender egalitarianism, 146, 493, 495
Gender equity, 79–80, 449–450
General Agreement on Tariffs and Trade
(GATT), 10–11, 577–578
General nature of investment, 369
Genetically modified organisms, 63, 301
Geneva Convention on Human Rights, 53
Geocentric MNC, 538
Geocentric predisposition, 159–160
Georgia, 491
German Democratic Republic (GDR), 507,
560–561
Germanic culture, leadership attributes
of, 491
Germany
about, 507
communication styles, 212, 215, 217,
220–221, 223, 228
controlling process in, 401–403, 404
cultural dimensions, 123, 130, 140–144
decision-making in, 394
demographics, 14
ethics, social responsibility, and
sustainability, 80, 116
human resources management, 167–168,
403, 527–528, 529, 531, 537
leadership attributes, 479, 480,
489, 494
legal and regulatory environment, 57,
233–234
management across cultures, 166,
167–168
motivating employees, 454,
457–458, 459
negotiation tactics and styles, 233–234
organizational culture, 187, 189, 190,
192–193, 202
organizational structure, 352–353
political and legal environment, 47–49,
233–234
Walmart’s operations in, 190, 279, 280e,
281, 282
Getting to Yes (Fisher and Ury), 235–237
Ghana, 64, 213
Gifts, 163–164, 172, 175
Global area division, 342–343, 346t
Global economic systems, 22–23
Global firms and multicultural
development, 197–198
Global functional division, 343
Global Fund to Fight AIDS, Tuberculosis
and Malaria, 91
Global integration, 299–302
626 Subject Index
Globalization. See also Economic
performance by region
business practices and, 81, 111
criticisms of, 9–10
definition and overview, 7–9
demographic changes and, 14–15, 18, 19t
economic power shifts, 15–22
economic systems and, 22–23
environmental and social impacts, 9–10
global and regional integration, 10–14
history of, 8
management and, 5–7
social media and, 2–5, 35
world economic projections, 34t, 35
Globalization imperative, 160
Global Leadership and Organizational
Behavior Effectiveness (GLOBE)
study, 130, 145–149, 169–170,
493–495
Global product division, 340–342, 346t
Global sourcing, 296
Global strategy, 301–302
Global virtual teams, 184
GLOBE (Global Leadership and
Organizational Behavior
Effectiveness) study, 130, 145–149,
169–170, 493–495
Goals, in Maslow’s need hierarchy, 438–440
Goal-setting theory, 450–451
Goals for strategy formulation, 304–306
Government, public trust of, 86f
Government relations. See Political
environment; Political risk
Great Britain. See also England;
United Kingdom
communication styles, 219, 224–225, 228
controlling process in, 401–402
cultural dimensions, 130, 136f, 137
ethics, social responsibility, and sustain-
ability, 80, 108
human resources management,
166–167, 529
leadership attributes, 479, 489
management across cultures, 167
motivating employees, 454, 457, 458
negotiation tactics and styles, 235
political environment, 47, 48, 49
technological environment, 63
Greece
about, 73
economic environment, 25–26, 59
leadership attributes, 491t
motivating employees, 443
political environment, 48
Greenfield investments, 330
Group multiculturalism, 199
Group orientation. See also Team
structures
communications interpretation in, 213
in decision making, 394, 395
Japanese versus American leadership
styles, 482
kibbutz setting, 444, 449, 451
management with, 157, 166–167, 169, 171
motivation and, 435, 437, 447, 449,
452–453, 458–459
in national cultures, 126, 128, 130–131,
141–142, 146–148
in performance evaluation, 409
quality control circles, 215, 352, 404–405
Groupthink, 201
Guanxi, 171
Guatemala, 279e, 280e, 283
Guided missile culture, 193–194, 195
Guinea, 33
HAIRL system of appraisal, 166
Handshakes, 125, 173
Haptics, 224
Hardship allowances, 529
Headquarters nationals, 513–514
Health, as international selection criteria,
519–520
Health insurance, 113, 115
Hedge funds, 56
Herzberg’s two-factor theory, 442–446
Hierarchical system of authority, 186,
191–193
Hierarchy-of-needs theory, 436–441
High-context cultures, 164, 210–213
High-definition optical disc industry, 301
Hofstede’s cultural dimensions
GLOBE project and, 145, 147–148
individualism, 130–131, 132f,
136–137, 452
indulgence versus restraint, 134–135
integration of, 136–139
introduction, 129–130
masculinity, 131–133, 138, 147, 378,
447–448, 452
motivations theory and, 438–441, 447–448
power distance, 130, 136–138, 452
time orientation, 133–134
Trompenaars expansion of, 139–145
uncertainty avoidance, 130, 137–138,
447–448, 452
Holidays and culture, 459
Home-country managers, 513–514
Home-country nationals, 513–514
Home furnishings industry, 555–561
Homogeneous groups, 199
Honduras, 86–87, 107, 109–111, 279e,
280e, 283
Hong Kong
communication in, 215, 218
competitive ranking of, 35
cultural dimensions, 136f, 137, 225–226
as emerging market, 29
leadership attributes, 493
motivating employees, 448
organizational culture, 192
theme park industry in, 273–276
Walmart’s operations in, 279, 280, 281
Honne, 394
Horizontal investment, 369
Horizontal specialization, 351–352
Host countries, 519, 531–532
Host-country managers, 514, 538–542
Host-country nationals, 514
Host governments. See also Political
environment; Political risk
proactive political strategies, 375–377
protective and defensive techniques,
374–375
role of, in alliances, 378–379
Housing allowances, 528
Howard Award, 279
Humane orientation, 147, 493–495
Human resource management (HRM),
165–168, 305
Human resources across cultures. See also
Compensation; Training
adjustment to international assignments,
525–526
candidate motivations, 531
costs of international assignments, 512,
523–524
cultural perspectives, 165–168
economic pressures on MNCs, 512–513
host-country viewpoints, 531–532
importance of, 511–513
international selection criteria, 518–523
international selection procedures,
524–526
Middle Eastern and Western manage-
ment compared, 485t, 540
performance evaluations, 407–409
positive organizational behavior, 545–546
repatriation of expats, 533–535
selection procedures, 524–526
sources of, 513–517
success rates of international assign-
ments, 523, 533
talent retention in India, 508–510
tips on working for foreigners, 515
TQM techniques, 297–298, 394–396, 404
trends, 523–524, 546–547
Human rights
child labor, 80, 83
corporate social responsibility for,
79–83, 576, 579–580
forced labor, 560–561
political environment and, 415–418
sweatshop labor and, 81, 86–87, 99–100,
107–111
working conditions, 81, 111, 285–286
Hungary, 28, 493, 537
Hygiene factors, 442
Iceland, 80
ICT (information and communications
technology), 316–317
Idealized influence, 487
Ideologies, 47–50
Implementation. See Strategy
implementation
Imports. See Exports and imports
Incentives, 458–459, 529
Incubator culture, 194–195
India
about, 42–43
business climate in, 248–253, 337, 560
Coca-Cola’s operations in, 248–253
communication styles, 183, 213
cultural dimensions, 130, 134–135, 225
economic environment, 15–18, 19t,
30, 248
entry strategies, 337, 380
Subject Index
ethics, social responsibility, and sustain-
ability, 79–81, 83, 248–253
globalization trends, 6, 9
human resources management, 508–510,
513, 516, 537
leadership behaviors and styles, 475,
485–486
legal and regulatory environment, 54
management across cultures, 172–173
motivating employees, 445f, 448
political environment, 49, 248–253, 284,
307, 560
political risk, 364, 370, 372, 375
strategic management, 290–291
strategy implementation, 307
Tata’s auto operations in, 421–428
technological environment, 61–62, 65–66
Walmart’s operations in, 279e, 280e,
284, 285
Indigenization laws, 368
Indirect controls, 401
Indirect verbal style, 211–212
Individualism
changing values in, 129, 142
definition, 130
Hofstede’s study of, 130–131, 132f,
136–137
management across cultures and, 156–157
motivating employees and, 449–450, 452
in political environment, 47–48
in strategic alliances, 378
Trompenaars study of, 140f, 141–142
Individualized consideration, 487
Individual-oriented cultures, 187–188,
191–192, 194–195
Indonesia
about, 467
cultural dimensions, 133, 140, 143–144
economic environment, 15–16, 29–30
human resources management, 531–532
motivating employees, 458
political risk, 365
Walmart’s operations in, 279
Indulgence versus restraint, 134–135
Industrial piracy. See Intellectual property
Industrial sector investments, 369–371
Information and communications
technology (ICT), 316–317
In-group collectivism, 146, 493
Innovation
in auto industry, 64, 75–76, 421–428
bureaucratization and, 55
as cultural dimension, 126
entrepreneurship and, 317–318, 500
leadership styles and, 476, 483, 494,
496–497
in market/command economies, 22–23
organizational culture, 156–157, 162,
202, 453, 545
organizational structure and, 418–419
in pharmaceutical industry, 291–292
strategic management and, 296, 301,
314, 337
sustainability and, 89
trends in, 60–62
Inpatriates, 515–516
Inspirational motivation, 487
Instrumental verbal style, 211t, 213
Insurance policies, for political risk, 376
Integrative negotiations, 230
Integrative Social Contracts Theory
(ISCT), 85
Integrative techniques, 373–374
Intellectual property
copyright infringement, 417
counterfeit products, 65, 157–158,
363, 364
patents, 157–158, 291–293
political risk and, 363, 364
trademarks, 255–261
WTO initiatives, 33, 86
Intellectual stimulation, 487
Interdependent relationships, 345
Interests over positions, in negotiations, 236
Internal controls, 399–400
Internal networking, 351
Internal resource analysis, 304
Internal risk, 361–362
International division structure,
339–340, 346t
International entrepreneurship, 317–318.
See also Entrepreneurship
International firms and multicultural
development, 196–198
Internationalization, 7
International jurisdiction, 53
International law, principles of, 53–54
International management, 5–7. See also
Management across cultures;
Strategy formulation; Strategy
implementation
International selection criteria. See also
Human resources across cultures
adaptability to cultural change, 518–519
age, experience, and education, 520
definition, 518
general criteria, 518
language training, 520
leadership ability, 522–523
motivation for overseas assignment,
520–521
physical and emotional health, 519–520
preparedness, 523
spouses and dependents, 521–522
International selection procedures, 524–526
International strategic alliances (ISAs), 377
International strategic management. See
Strategy formulation; Strategy
implementation
International strategy, 301–302
Internet
access to, 61, 316–317
Chinese government controls, 363, 372,
415–418
entrepreneurial and new ventures, 317,
319, 348
online commerce, 294, 388–390
worldwide usage, 63–65
Interpersonal relationships, in negotiations,
230–231, 232, 235–236
Interpretation, as communications barrier,
213–214, 222–223
627
Interviewing procedures, 524
Intimate distance, 224, 225f
Intrinsic, 433–434
Investment
general nature of, 369
regulation of, 60
special nature of, 369–371
Iran, 15, 51, 365
Iraq war, 24, 31, 47, 51, 174, 220, 365
Ireland, 25, 167, 494
ISAs (international strategic
alliances), 377
ISCT (Integrative Social Contracts
Theory), 85
Islamic law, 51, 53, 327
ISO 9000 standard, 396
ISO 14000 standard, 87
Israel, 444, 445f, 449–451, 454
Italy
communication styles, 228
cultural dimensions, 144
demographics, 14
ethics, social responsibility, and sustain-
ability, 116
human resources management, 537t
leadership attributes, 489
management behaviors and styles, 189
motivating employees, 445f, 458
political environment, 48
Japan
about, 414
alliance challenges and opportunities,
379–380
communication in, 210, 212–213, 215,
217, 221, 224–226, 232
cultural dimensions, 125–126, 128–130,
133, 142, 144–145, 276
decision-making in, 394, 397–398
demographics, 14
economic power and performance, 13,
16–18, 20, 26
ethics, social responsibility, and sustain-
ability, 78, 80, 91, 117
human resources management, 167–168,
518, 527, 529–531, 534, 536–537
leadership attributes, 476–479, 481–483,
488, 491
legal and regulatory environment, 53,
55–56, 60
management across cultures, 166, 170,
405, 474
motivating employees, 435–436, 445f,
446, 449, 452–459, 515
negotiation tactics and styles, 231–235,
238–240
organizational characteristics of MNCs,
350–354
organizational cultures and diversity,
196, 199–201
quality performance in, 298, 394–395,
404–407
strategy implementation, 310
technological environment, 63, 65, 66
theme park industry, 264–265, 276
Walmart’s operations in, 279, 280, 283
628 Subject Index
Job-content factors, 446
Job-context factors, 446
Job design, 451–453
Job Orientation Inventory (JOI), 444–445
Job satisfaction studies, 444–446,
455–458
Joint ventures
in China, 255–261, 273, 275, 563–574
definition and overview, 332–333
differing views of, 27, 162–163
as entry strategy, 332–333, 336
management of, 377–381
organizational arrangements from,
346–348
political risk of, 364–365
in Russia, 27, 336, 360–362, 370
Walmart’s global strategies, 279,
281, 284
Jugaad, 486
Kaizen, 395–396, 405
Kantian ethics, 77–78, 79
Karoshi, 455–456
Kasky v. Nike Inc., 99–100
Keiretsu, 26
Kenya, 64, 316
Key success factor (KSF), 304
Kinesics, 224
Korea. See North Korea; South Korea
Kuwait, 55
Labor costs, 311
Labor practices. See Human rights
Labor unions
in China, 279
Chiquita’s relationship with, 575–576,
579–580
in France, 267, 269–270
in Germany, 190, 353
in Japan, 167
Laissez-faire (LF) leaders, 488
Language
as communication barrier, 216–219
as international selection criteria, 520
training programs, 226–227, 515, 520,
540, 543
Laos, 50
Largest global retailers, 279e
Latin America. See also specific country
Chiquita’s operations in, 575–582
communication styles, 213
cultural dimensions, 200, 225
economic environment, 11–12, 15, 24
human resources management,
526–527
leadership attributes, 475, 486, 492
motivating employees, 435, 441,
450, 451
negotiation tactics and styles, 231
organizational culture, 202
political environment, 47, 365
technological environment, 63t
Walmart’s operations in, 283–284,
298–299
Latin cultures, 201, 227, 491t
Leadership, defined, 470
Leadership across cultures
authenticity in, 496–498
Chinese managers, 483–484
company size, level, and age roles in,
480–481
culture clusters, 489–491
democratic values in, 480–481
development programs, 468–470
entrepreneurial, 500
ethically responsible, 497–499
European managers, 479–481
GLOBE study insights, 493–495
Indian managers, 485–486
Japanese managers, 476–479, 481–483,
488, 491
Latin American managers, 486
managerial grid, 476–479
manager-leader paradigm, 470–472
Middle Eastern managers, 485
positive organizational scholarship,
495–496
qualities for success, 489
subordinates roles, 481
Theories X, Y, and Z, 472–474
universalism in, 487–488
U.S. managers, 482–483
Leadership behaviors and styles
authentic, 496–498
authoritarian, 474–475, 477–479
autocratic, 476–477
autonomous, 493
charismatic, 487–488, 493, 495, 497
participative, 475–478, 493–495
paternalistic, 474–476, 481–482
self-protective, 493–494
servant, 499–500
team-oriented, 493–495
transactional, 487–488
transformational, 487–488, 497
universal, 487–488
Learning, 538–539
Learning organizations, 538
Legal and regulatory environment
bureaucratization, 55–57, 58t
corruption, 54–55, 90–91, 281
financial services, 54, 56–57
forecasting trends in, 303
international law, 53–54
introduction, 52–53
negotiations and, 233
privatization, 57–60
trade and investment, 60
Libya, 44, 51, 375
Licenses, 335–336
Local issues
in strategic implementation, 307–308
Tata’s manufacturing plants, 426–427
Localization, 526–527, 530, 546
Location considerations
competition and, 396–397
decision-making for, 396–397
for implementation, 306–308
negotiation tactics and, 234
Long-term oriented cultures, 133–134
Low-context cultures, 164, 210–213
Lump-sum method, 530
Macro political risk analysis, 364–365
Malaysia
as emerging market, 29
leadership behaviors and styles,
475, 492
management across cultures, 164
multiculturalism and diversity in, 196
theme parks in, 276
Management
comparative behaviors of, 531–532
cultural impacts on, 125–128, 146
definition and introduction, 5–7
effectiveness of, in motivation, 433
globalization trends in, 5–7
home-country, 513–514
host-country, 514, 538–542
women in, 79–80
Management across cultures
Asian and Western styles compared, 347
bias in performance appraisal, 408
control strategies and, 399–400, 403
differing values and, 262–272
foreign CEOs of firms, 170
GLOBE project and, 169–170
human resources, 165–168
introduction, 158–159
in joint ventures and alliances, 378
manager-leader paradigm, 470–472
Middle Eastern and Western styles com-
pared, 485, 540
parochialism and simplification,
162–164
religion and, 164, 174–175, 488
similarities across cultures, 164–165
specific examples (see also individual
countries)
Arab countries, 170, 174–175
Brazil, 174
China, 170–172
France, 173–174
India, 172–173
Russia, 172
strategic predispositions, 159–160
strategies for different cultures,
160–162
success factors, 162
training in, 535–541
Manager-leader paradigm, 470–472
Manufacturing
controlling process in, 298–399
ethics and sustainability in, 80–81,
84, 89
foreign direct investment in, 369
offshoring of, 10
organizational structure for, 337–339,
342, 351–352
TQM in, 395
Maquiladoras, 25
Market economy, 22–23
Market environment, forecasting trends
in, 302
Marketing, 161, 201, 305, 310
Market orientation and multicultural
development, 197
Masculinity, 131–133, 138, 147, 378,
447–448, 452
Subject Index
Maslow’s hierarchy-of-needs theory
Herzberg theory linkage to, 442, 446
international findings on, 437–441
introduction, 436–437
occupational group goals, 440
professional technical personnel
goals, 439
Maternity leave, 166
Matrix structure, 343–344, 346t
MBE-A (active management-by-exception)
leaders, 488
MBE-P (passive management-by-exception)
leaders, 488
Media, public trust of, 86f
Medicare, 113–116
Mediterranean countries, 489
Memorandum of understanding
(MOU), 426
Mercosur, 12, 31
Mergers/acquisitions
culture clashes in, 122–124
definition, 331
as entry strategy, 331–332
EU authority over, 366–367
organizational arrangements from, 346
Mexico
about, 359
cultural dimensions, 130–131, 132f,
134–135, 141–144
economic environment, 15–16, 24–25
human resources management, 166–168,
531–532, 537t
leadership behaviors and styles,
475, 486
negotiation tactics and styles, 233
strategy implementation, 306–307,
312–313
trade agreements, 11–13
Walmart’s operations in, 279–282
Micro political risk analysis, 364–367
Middle East. See also Arab countries;
specific country
communication styles, 213–214, 222,
224–225
conducting business in, 174–175
cultural dimensions, 174, 225
economic environment, 31–33
human resources management, 529
leadership styles, 485, 486
legal and regulatory environment, 55
motivating employees, 449
organizational culture, 201, 202
political environment, 44–46, 51, 365,
367–368
strategic management in, 300
technological environment, 63t
trading history, 8
Military regimes, 51–52
Millennium Development Goals
(U.N.), 100
Minimum wage, 80
Ministry of International Trade and
Industry (MITI), 26
Misinterpretation, as communications
barrier, 213–214, 222–223
MIST countries, 15
Mixed economy, 23
Mixed organization structure, 343–344
MNCs (multinational corporations). See
also Corporate social responsibility;
Organizational culture and
diversity; Organizational structure;
Sustainability
corporate governance, 89–90
corruption and, 90–91
definition and introduction, 5–7
development assistance by, 92–93
globalization of, 83–85
legal and regulatory environment, 52–60
management philosophy on training,
537–540
multicultural development phases of,
196–198
organizational characteristics of,
350–354, 454
organizational cultures in, 185,
190–195
organizational training programs,
539–540
political environment and, 46–52
technological environment, 60–67
Monochronic time schedule, 225
Morocco, 494
“Motivating Employees from Other
Cultures” (Thiederman), 434
Motivation, defined, 434
Motivation across cultures
achievement motivations theory,
446–449
assumptions about, 434–436
in emerging markets, 432–434
equity theory, 449–450
for foreign assignments, 520–521
goal-setting theory, 450–451
hierarchy-of-needs theory, 436–441
Hofstede’s dimensions and, 187–188
incentives, 458–459, 529
job design, 451–453
nature of, 434–436
POS and, 495–496
reward systems, 458
two-factor theory, 442–446
work centrality, 454–458
Motivators, 442
MOU (memorandum of
understanding), 426
Multicultural groups, 199
Multiculturalism and diversity
advantages of, 200–201
development phases, 196–198
problems with, 199–200
team effectiveness building, 201–203
types, 198–199
Multi-domestic strategy, 301–302
Multinational corporations. See MNCs
Multinational universities, 348
Mutual benefit in negotiations, 235–237
Myanmar, 52
N-11 economies, 15
NAFTA (North American Free Trade
Agreement), 11–12, 24–25, 60, 359
629
National cultures. See Culture meanings
and dimensions; Management
across cultures
Nationalism, 49–50
Nationality principle, 53
Nationalization of business, 49
National responsiveness, 299–302
Neglected tropical diseases (NTDs),
117–118
Negotiation
bargaining behaviors, 237–240
cultural differences in, 231–234, 240
definition and introduction, 229
France and Spain contrasted, 189
for mutual benefit, 235–237
Netflix’s strategies, 208–210
power positions for, 373–377
process of, 230–231
style of, 233–234
tactics for, 234–235
types of, 229–230
Negotiations
communication skills in, 236
Netherlands
cultural dimensions, 126, 142
HRM and cultural differences, 166
leadership attributes, 494
motivating employees, 454
organizational culture in, 192–193
Neutral cultures, 140f, 142, 491–492
News media, 45, 86f
New Zealand, 63, 136f, 137, 443
NGOs (nongovernmental organizations),
85–87, 108–110, 117–118,
314–315, 497
Nicaragua, 279e, 280e, 283
Nigeria
about, 207
as emerging market, 15, 33
leadership attributes, 492, 494
political environment, 59, 65
technological environment, 64, 316
Nike Inc., Kasky v., 99–100
Nonequity venture, 332
Nongovernmental organizations (NGOs),
85–87, 108–110, 117–118,
314–315, 497
Nonprofit organizations. See
Nongovernmental organizations
Nonverbal communication
definition and overview, 223–226
negotiation behaviors, 237, 239–240
Nordic culture, leadership attributes
in, 491
Normal distribution, culture viewed as,
127–128
North America. See also specific country
Arab Spring effects in, 51
communication and cultural values, 222
communication styles, 183
cultural dimensions, 141
economic environment, 24–25
human resources management,
526–527, 529t
online commerce in, 388–390
technological environment, 63t
630 Subject Index
North American Free Trade Agreement
(NAFTA), 11–12, 24–25, 60, 359
Northern Europe, 189, 225. See also
specific country
North Korea, 23, 48, 50
Norway, 49, 114–115, 133, 451
NTDs (neglected tropical diseases),
117–118
OAS Inter-American Convention Against
Corruption, 91
Objectivity, in negotiations, 236–237
O.B.Mod. (organizational behavior
modification), 165
OCB (organizational citizenship
behavior), 545
Oceania, 63t
Oculesics, 224
Offshoring, 7. See also Outsourcing
1001 Ways to Reward Employees
(Nelson), 432
Open-source model, 61
Operational risks, 368–369
Operations goals, 305
Options creation, in negotiations, 236
Organizational behavior. See Human
resources across cultures;
Leadership across cultures;
Motivation across cultures
Organizational behavior modification
(O.B.Mod.), 165
Organizational characteristics of MNCs,
350–354, 454
Organizational citizenship behavior
(OCB), 545
Organizational culture, defined, 185
Organizational culture and diversity
characteristics of, 185–186
external culture compared with,
184–185
global teams, 182–184
Hofstede’s dimensions, 187–188
Lessem and Neubauer’s dimensions, 189
management of, 196–203
Middle Eastern and Western manage-
ment compared, 485, 540
in MNCs, 185, 190–195
national culture interactions with, 182,
186–190
Trompenaars’s four corporate cultures,
191–195
Organizational structure
global arrangements, 340–344
initial entry strategies, 338–339
international division, 339–340
matrix, 343–344
Middle Eastern and Western manage-
ment compared, 485, 540
network-based, 348
nontraditional, 346–348, 425–426
for product integration, 349–350
for strategy formulation, 337–338
for strategy implementation, 337–338
summary, 346t
Tata in India, 422–423
transnational network, 344–346
Organization of American States Inter-
American Convention Against
Corruption, 91
Orphan and specialty drugs, 116–117
Outsourcing
criticisms of, 7, 10, 516–517
CSR and, 285–286
definition, 7
ethics of, 79, 83–85
as human resources source, 511,
516–517
sweatshop labor and, 107–111
technological advancements and, 65–67
Overseas selections. See International
selection criteria
Ownership-control risks, 369
Pacific Rim, 13, 166
Pakistan, 15, 42, 60, 90, 192, 475
Parenthood and work centrality, 454–455
Paris Agreement on Climate Policy, 82–83
Parochialism, 162–163
Participative leadership, 475–478, 493–495
Particularism, 139–141
Partnerships. See Alliances; Joint ventures
Passive management-by-exception
(MBE-P) leaders, 488
Past-oriented cultures, 144
Patents, 157–158, 291–293
Paternalistic leadership, 474–476, 481–482
PC industry, 296, 398–399
People’s Republic of China (PRC).
See China
Perception
of Americans by foreigners, 540
as communication barrier, 188, 219–221
definition, 219
differences in, 188, 199–200
of foreigners by Americans, 220
in negotiations, 232
Performance evaluation
financial, 403–404
Middle Eastern and Western manage-
ment compared, 485t
motivating employees and, 433
personnel, 407–409
quality, 404–407
Performance orientation, 147, 172, 493
Personal distance, 224, 225f
Personal information gathering, 418
Personal verbal style, 211t, 212–213
Personnel performance evaluation,
407–409
Persuasion, in negotiations, 231
Peru, 31, 225, 486
Pesticides use, 248–253
Pharmaceutical industry
biotechnology research and, 62–63
developing countries access to,
117–118, 119f
intellectual property provisions, 86
prices, 113–116, 118
specialty and orphan drugs, 116–117
strategic management, 290–293
Philanthropy, 75, 102–105
Philippines, 15, 79, 448, 493–494
Philosophical perspectives, 77–78, 472–474,
499, 537–540
Physical and emotional health, 519–520
Physiological needs, 437
Planning, strategic, 295
Planning for negotiations, 230
POB (positive organizational behavior),
545–546
Poland, 28, 59, 180, 447, 493, 537
Political environment. See also
Political risk
in China, 48–51, 255–260, 273–275,
307, 415–419, 558–559, 563–574
country selection and, 307
forecasting trends in, 303
ideologies, 47–50
in India, 248–253, 284, 560
negotiations and, 233
political systems, 50–52
in Russia, 360–362, 559
sanctions, 360–361
social media and, 44–46
strategy implementation and, 312
Political imperative, 296–297
Political risk. See also Political
environment
definition, 362
international sanctions, 360–362
in joint ventures, 255–261, 336,
364–365
management framework for, 368–372
nature and analysis of, 362–368
responding to, 373–377
Political systems, 50–52
Polycentric MNC, 538
Polycentric predisposition, 159–160
Polychronic time schedule, 225
Portugal, 25, 136f, 137, 227
Positive organizational behavior (POB),
545–546
Positive organizational scholarship (POS),
495–496
Power distance
comparative managerial behavior
and, 532
GLOBE project and, 145t, 146–148,
169–170
Hofstede on, 130, 136–138
motivating employees and, 452
organizational behavior and, 494
in strategic alliances, 378
Power positions for negotiation, 373–377
PRC (People’s Republic of China).
See China
Predispositions, 159–160
Present-time-oriented cultures, 144
Price orientation, 197, 421–428
Primary sector investments, 369–371
Principle of sovereignty, 53
Private equity investments, 56
Privatization, 57–60, 312–313
Proactive political strategies, 375–377
Process theories of motivation, 436,
449–451
Product development, organizational
mechanisms for, 349–350
Subject Index
Product focus, 157
Production and strategic implementation,
310–311
Product/service orientation and
multicultural development, 197
Profit, 403
Profitability goals, 305
Promises, in negotiations, 238–239
Protective and defensive techniques,
374–375
Protective principle, 53
Proverbs representing cultural
values, 222t
Proxemics, 224–225
Public distance, 224, 225f
Public trust, 85–86
Puerto Rico, 280e
Purchasing power parity, 313f
Quality control circles (QCCs), 215, 352,
404–405
Quality imperative, 297–298
Quality management, 297–298,
394–396, 561
Quality of work life (QWL), 452–453
Quality performance, 404–407
Recession of 2009. See Financial crisis of
2008–2010
Reciprocity, 171
Refugee crisis, 45–46
Regiocentric MNC, 538
Regiocentric predisposition, 159–160
Regional system, 530
Regulatory environment. See Legal and
regulatory environment
Relationship-oriented cultures, 202
Relationships
as corporate culture dimension, 187–188,
191–192, 197–198
customer, 190, 201
in foreign countries, 376–377
interdependent, 345
in negotiations, 230–231, 232,
235–236
with stakeholders, 499, 557–559
Relative bargaining power, 373–377
Relativism, 77
Religion and culture
in Arab countries, 174–175, 488
Islamic law, 51, 53, 327
in Malaysia, 164
terrorism motivated by, 367
Religiously motivated terrorism, 367
Relocation expenses, 528
Repatriation, 533–535, 546
Repatriation agreements, 534
Responsible global leadership, 498–499
Restraint versus indulgence, 134–135
Retailers, largest worldwide, 279e
Return on investment (ROI), 403
Reward systems, 458
Right-wing totalitarianism, 52
Ringisei, 394
Risks. See also Political risk
currency, 311
in emerging markets, 312
external/internal, 360–361
operational, 368–369
ownership-control, 369
systemic, 57
transfer, 368
ROI (return on investment), 403
Romania, 444, 474
Russia
about, 554
alliance challenges and opportunities,
380
controlling process in, 398
corruption in, 48–49, 172, 559
cultural dimensions, 134–135
economic environment, 13–15, 19–20,
27–28
entry strategies for, 336
ethics, social responsibility, and sustain-
ability, 90
human resources management, 520
IKEA’s operations in, 558
joint ventures in, 336, 360–362, 370
leadership attributes, 473–474,
491, 493
management across cultures, 27,
164–165, 172
motivating employees, 435, 459
negotiation process in, 208–209,
231, 240
political environment, 48–49,
360–362, 559
political risk, 336, 360–362, 364,
369–370
sanctions against, 27, 208,
360–361, 554
Rwanda, 316
SA8000 standard, 87, 579–580
Safety needs, 437
Salaries, 454–455, 527–528, 534
Sanctions, 27, 208, 360–361, 554
Saudi Arabia
about, 327
communication and cultural values, 222
economic environment, 33
legal and regulatory issues, 55,
543, 560
political environment, 51
Scandinavian countries, 394, 476, 480,
489, 493. See also specific country
School systems, 132–133, 543
Securitization, 57
Selection for overseas assignments,
524–526. See also International
selection criteria
Self-actualization needs, 437
Self-protective leadership, 493–494
Senegal, 64, 317
September 11, 2001 terrorist attacks, 220
Sequential-time orientation, 143
Servant leadership, 499–500
Service sector investments, 369–371
Short-term oriented cultures, 133–134
Similarities across cultures, 164–165
Simplification, 163–164
631
Singapore
communication flow, 215
cultural dimensions, 136f, 137, 198
as emerging market, 29, 35
leadership attributes, 493–494
motivating employees, 445, 448
organizational culture, 192
theme parks in, 276
Singapore Free Trade Agreement, 11
Smartphone market, 156–158, 175,
417–418
Social aspects of globalization, 9–10
Social class, 173
Social democracy, 49
Social distance, 224, 225f
Social environment trends, 303
Socialism, 48–50
Socialist law, 53
Social media
crisis management via, 376
globalization and, 2–5, 35
global terrorism and, 52
political environment and, 44–46
Social needs, 437
Social responsibility. See Corporate social
responsibility
Societal collectivism, 146
Sociotechnical designs, 453
South Africa
about, 154
as emerging market, 33
ethics, social responsibility, and
sustainability, 90
motivating employees, 445f
political environment, 33, 79, 86
technology environment, 64, 66
Walmart’s operations in, 280, 285
South America. See also specific country
communication styles, 215, 224–225
cultural dimensions, 131, 132f, 227
economic performance of, 30–31
human resources management, 531
negotiation process in, 234
South Korea
communication styles, 219
cultural dimensions, 130
economic environment, 14–16, 29
human resources management, 536–537
leadership attributes, 476–479, 481–482
management across cultures,
163–165
motivating employees, 449, 455,
457–458
organizational characteristics of
MNCs, 350
technological environment, 63
theme parks in, 276
Walmart’s operations in, 279, 280e, 282
Sovereignty and sovereign immunity, 53
Soviet Union, former countries of
cultural values of, 140–141
as emerging markets, 30–32
entry strategies, 333, 336
management across cultures, 162–163
motivating employees, 447
political environment, 47, 365
632 Subject Index
Spain
communication barriers, 220
communication effectiveness, 228
cultural dimensions, 130, 134, 142,
144, 227
economic environment, 25
ethics, social responsibility, and sustain-
ability, 116
leadership attributes, 489
negotiation strategies, 189
organizational culture, 201
political environment, 48, 49
Specialization, 351–352
Specialized operations, 345
Special nature of investment, 369–371
Specialty and orphan drugs, 116–117
Specific culture, 140f, 142–143
Spouses and dependents, 521–522, 524,
533–535, 543
Stakeholders
political environment and, 375–376
relationships with, 499, 557–559
social responsibility and, 85, 90,
109–111, 113
Start Something That Matters (Mycoskie),
104
Stereotyping, 127–128, 170, 199
Strategic alliances. See Alliances
Strategic management. See also Strategy
formulation; Strategy
implementation
definition and introduction, 293–294
global and regional strategies, 299–302
need for, 294–295
planning benefits, 295
Strategic orientation and multicultural
development, 197
Strategic planning, 295
Strategic predispositions, 159–160
Strategy formulation
approaches to, 295–299
environmental scanning, 302–304
goal setting for, 304–306
internal resource analysis, 304
introduction, 290–292
organizational structure for, 337–338
Strategy implementation
approaches to, 295–299
born-global firms, 318–319
country and firm-specific factors,
308–309
definition, 306
in emerging markets, 311–317
entrepreneurship, 317–318
finance and, 311
location considerations, 306–308
marketing and, 310
organizational structure for, 337–338
production and, 310–311
Student advocacy, 107–111
Subcontracting, 7, 10, 511, 515–516
Subordinates, 471, 472, 474–475, 481
Subsidiaries, 330–331, 338–339, 370,
391–393
Succinct verbal style, 211t, 212
Supply chain management
across cultures, 157
at IKEA, 557–558, 560
innovation in, 296, 337–338, 425–426
organizational structure for, 337
quality performance and, 405–406
strategy formulation and
implementation, 296
sustainability in, 74–75
Sustainability
Chiquita’s efforts in, 575–582
definition, 88
Eastern philosophy views of, 78
environmental protection and, 81–84
MNC business practices, 74–76,
85–89
philanthropy and, 102–105
water, 248–253
Sweatshop labor, 81, 86–87, 99–100,
107–111
Sweden
communication styles, 212
cultural dimensions, 140
decision-making in, 394
human resources management, 166, 531,
555–561
leadership styles, 481, 493
motivating employees, 452–453,
457, 459
negotiation tactics and styles, 237
political environment, 47, 49
Switzerland, 142–143, 198, 202,
213, 493
Synchronous-time culture, 143–144
Syria, 31, 44–46, 51, 52
Systemic risk, 57
Taguchi method, 406–407
Taiwan
communication barriers, 219–220
economic performance, 29
HSBC’s operations in, 571
Japanese and U.S. subsidiaries in,
350–354
motivating employees, 433, 458
negotiation tactics and styles, 240
Walmart’s operations in, 282
Tanzania, 64
Tao Te Ching (Lao-Tzu), 499
Tariffs, 10–11, 60
Task orientation, 202, 231
Task-oriented cultures, 191, 192–193,
195, 202
Tatemae, 394
TAT (Thematic Apperception Test), 447
Taxes, 529–530
TCNs (third-country nationals), 514–516
Teaching organizations, 538
Team-oriented leadership, 493–495
Team structures. See also Group
orientation
building multicultural effectiveness in,
201–203
global, 484
leadership of, 184, 203
organizational culture and, 182–185,
193–194, 199
virtual, 184
Technology environment. See also Internet
biotechnology, 62–63
controlling process in, 398–399
e-business, 63–64
employment effects of, 65–67
environmental scanning and, 302
nature of investment in, 369–370
organizational cultures in, 193–194
sophistication level of, 369–370
telecommunications, 64–65, 298,
316–317
trends in, 60–62, 65–67, 298, 302
work centrality in, 454
Teenagers, training programs for, 543
Telecommunications, 64–65, 298, 316–317
Territoriality principle, 53
Terrorism, 44–45, 52, 220, 365, 367–368,
579
Testing, human resources, 409, 447,
524, 545
Thailand, 29–30, 142, 294
Thematic Apperception Test (TAT), 447
Theme park industry
in Asia, 264–265, 273–277
in France, 262, 265–277
in the U.S., 262–264
Theory X managers, 472–474
Theory Y managers, 472–474
Theory Z managers, 474, 482
Third-country nationals (TCNs), 514–516
Threats, in negotiations, 238–239
Time orientation
in Brazil, 174
in China, 171
as cultural dimension, 222, 225
deadlines, 144, 232
in decision-making process, 394
diversity and problems with, 200
Hofstede on, 133–134, 147
in Latin America, 200, 225
in mergers/acquisitions, 331
in Middle East, 174, 225
in negotiations, 234–235
Trompenaars on, 143–144
Togo, 33
Token groups, 199
Totalitarianism, 50–52
Total quality management (TQM),
297–298, 394–396, 404
TPP (Trans-Pacific Partnership), 13, 24, 31
TQM (total quality management),
297–298, 394–396, 404
TRACE (Transparent Agents Against
Contracting Entities) standard, 91
Trade, history of, 8
Trade agreements, 10–14, 21t, 24–25, 31,
60, 359
Trade policies, 363–364
Training
cultural, 227–229, 512, 536, 543–546
definition, 535
for expat teenagers, 543
Subject Index
in international management,
535–537, 547
language, 226–227, 515, 520, 540, 543
learning styles, 538–539
management philosophy impact on,
537–538
organizational structure and, 349
program types, 541–544
reasons for, 539–541
TQM and, 395, 406
Transactional leaders, 487–488
Transatlantic Trade and Investment
Partnership (T-TIP), 12
Transfer risks, 368
Transformational leaders, 487–488, 497
Transition strategies, 534–535
Transnational network structure, 344–346,
346t
Transnational strategy, 301–302
Trans-Pacific Partnership (TPP), 13, 24, 31
Transparent Agents Against Contracting
Entities (TRACE) standard, 91
Trompenaars cultural dimensions
achievement versus ascription, 140f, 143
control strategies, 399–400
environment, 144–145
GLOBE project and, 145–148
individualism versus communitarianism,
140f, 141–142
introduction, 139
neutral versus emotional, 140f, 142
specific versus diffuse, 140f, 142–143
time, 143–144
universalism versus particularism,
139–141
Trust
of business and government, 85–86
in diverse groups or teams, 199, 202
ethically responsible leadership and, 497
as part of global team management, 183
T-TIP (Transatlantic Trade and Investment
Partnership), 12
Tunisia, 44, 51, 375
Turkey
economic environment, 15–16
leadership attributes, 475, 488, 491t
legal and regulatory issues, 55, 59
organizational culture, 192
Two-factor theory of motivation, 442–446
Uganda, 64
Ugly American problem, 540
Ukraine, 360–361
Ulysses Program, 547
Uncertainty avoidance
as cultural dimension, 130, 137–138
leadership and, 494
managerial differences and, 169–170
motivating employees and, 447–448, 452
in strategic alliances, 378
verbal communication styles and,
211t, 212
UNEP (United Nations Environment
Programme), 88
Unifying Free Trade Agreement, 24
United Arab Emirates, 485
United Kingdom. See also England; Great
Britain
Brexit vote, 26, 47, 49
cultural dimensions, 131–132, 134,
140–143
European management characteristics,
189
human resources management, 166,
536–537
management across cultures, 166
motivating employees, 446, 451
organizational culture, 193–194
political environment, 46, 47
Walmart’s operations in, 279, 280e,
282–283
United Nations Environment Programme
(UNEP), 88
United Nations Global Compact, 87
United Nations Global Reporting
Initiative, 87
United Nations Sustainable Development
Goals, 92–93
United States
communication
cultural impacts, 222–223
feedback systems, 226
flow of, 215
language barriers, 216–219
nonverbal, 224–226
perceptual barriers, 220–221
verbal styles, 210, 212–213
controlling process in, 402–403
cultural dimensions
achievement culture, 143
competitiveness, 35t
control of one’s environment,
144–145
individualism, 131, 132f, 136f,
137, 141
indulgence, 134–135
in M&A activity, 122–124
nationalism, 49
priorities of, 125
specific culture, 142–143
stereotypical views, 127
time orientation, 134, 143–144
transitional nature of, 128–129
universalism, 140–141
economic environment, 8, 16–18, 24, 35
ethics, social responsibility, and sustain-
ability, 80, 83, 85–88, 90–91, 108,
113–118
foreign direct investment by, 20
human resources management
comparative management behavior,
531–532
compensation, 527–528, 529, 530
cross-cultural management, 167
HRM practices, 536–537
international selection criteria, 518
repatriation of expatriates,
533–535, 546
leadership, 475–476, 480–483,
491, 494
633
legal and regulatory environment,
10–12, 60
management across cultures, 162–164,
167, 169–170
motivating employees
assumptions about, 435
content theories, 445t, 446–448
job satisfaction studies, 455–457
process theories, 450–451
quality of work life, 452–453
rewards and incentives, 458–459
Theory Y approach, 472
work centrality, 454
negotiation
behaviors and styles, 233, 237,
238–240
process, 231, 232, 235
organizational characteristics of MNCs,
350–354
organizational culture, 186–188, 192–194,
198, 202
pharmaceutical industry in,
290–291, 293
political risk in, 363–366
quality performance in, 404–407
steel industry in, 365–366
technological environment, 63, 66
Universalism, 139–141
Universal leadership behavior, 487–488
Upward communication, 215–216
Utilitarianism, 78–79
Validity, 545
Value of work, 454–455
Values, 128. See also Culture meanings
and dimensions
Variety amplification, 482
Variety reduction, 482
Venezuela
GLOBE study insights, 494
national culture dimensions, 140,
142–144
organizational culture in, 192
Verbal behaviors, in negotiations, 237–239
Verbal communication styles, 210–213,
491–492
Vertical investment, 369
Vertical specialization, 351–352
Vienna Convention of Diplomatic
Security, 53
Vietnam
alliance challenges and opportunities,
380–381
economic environment, 15–16, 23, 29
HSBC’s operations in, 571
labor environment, 81
political environment, 48, 50, 53,
364–365
technology environment, 61
Virtual teams, 184
Virtue theory, 78–79
“Volcker Rule,” 56–57
Wages, 80–81, 166
Warsaw Pact, 507
634 Subject Index
Western Europe, 14, 134, 141, 189, 290,
347. See also specific country
Western management styles, 347, 485
Western philosophies, 77–78
Wholly owned subsidiaries,
330–331, 370
Wireless network business, 298, 316–317
Work centrality, 454–458
Working conditions. See Human rights
Working for foreigners, 515
Workplace culture, 190–195
Workplace layout, 214, 225
The World Is Flat (Friedman), 7, 60
“World’s Most Admired Firms”
(Hay Group), 407–408
World Trade Organization (WTO)
China’s obligations, 50, 170, 282,
293–294, 363, 563, 567, 569
definition and overview, 10–12
dispute-settlement mechanism of,
577–578
trade monitoring by, 60
Written communication, 217–219, 227, 232
Zambia, 444, 494