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Table of Contents

Preface

Acknowledgements

Table of Figures

1	Introduction and Overview Strategic International Management
1.1	Introduction
1.1.1	How to Use This Book
1.1.2	From Gradual Globalisation to Transnational Organisations
	VIPs
1.2	The Use of Holistic Management Models
	VIPs
1.3	The Approach of the EFQM Excellence Model
1.3.1	Background Information: The EFQM and its Model
1.3.2	The Fundamental Concepts of Excellence
1.3.3	The EFQM Excellence Model Framework 2013
1.3.4	The EFQM RADAR Logic
	VIPs
1.4	Process Model “Managing Internationalisation”
1.5	Citations & Notes
2	Key Issue: Developing Cross-Cultural Competence
2.1	The Importance of Intercultural Understanding for International Business Issues
2.2	Hofstede’s Framework: Cultures and Organisations
2.2.1	Culture as a Part of Human Mental Programming
	VIPs
2.2.2	An Introduction to Hofstede’s Dimensions
2.2.3	Power Distance
2.2.4	Individualism/Collectivism
2.2.5	Masculinity/Femininity
2.2.6	Uncertainty Avoidance
2.2.7	Long-Term Orientation
2.2.8	Establishing Country Clusters
2.2.9	Adding a New Dimension: Indulgence versus Restraint
	VIPs
2.3	The Dilemma Approach of Trompenaars & Hampden-Turner
2.3.1	A View of Culture Based on Dilemmas
	VIPs
2.3.2	Universalism versus Particularism
2.3.3	Individualism versus Communitarianism
2.3.4	Neutrality versus Affection
2.3.5	Specificity versus Diffusion
2.3.6	Achieved versus Ascribed Status
2.3.7	The Concept of Time
2.3.8	Inner versus Outer Direction
2.3.9	Reconciling Dilemmas
	VIPs
2.4	Globe Study: More Issues Arising
	VIPs
2.5	Critical Acclaim
2.5.1	Typical Problems of Cross-Cultural Research
2.5.2	Critical Acclaim of Hofstede’s Dimensions
2.5.3	Critical Acclaim of Trompenaars & Hampden-Turner’s Dilemmas
2.5.4	Critical Acclaim of the GLOBE Study
2.6	Citations & Notes
3	Leading the Internationalisation Process
3.1	Good Leadership
3.1.1	The Coherent Leadership Approach
	VIPs
3.1.2	Excellent Leaders: EFQM Criterion 1
3.2	Developing the Mission, Vision, Values and Ethics
3.2.1	Defining and Communicating the Core Purpose of an Organisation
	VIPs
3.2.2	Acting as Role Models for Ethical Behaviour
3.2.2.1	Corporate Ethics and Social Responsibility
3.2.2.2	Ethical Behaviour in International Business
	VIPs
3.2.3	Communicating Direction and Uniting the Organisation’s People
3.2.5	Developing and Reviewing Leadership Culture
3.2.5.1	Developing and Supporting a Shared Leadership Culture
3.2.5.2	Reviewing and Improving Leadership Behaviour
	VIPs
3.3	Driving Performance and Engaging with External Stakeholders
3.4	Reinforcing a Culture of Excellence
3.4.1	Developing an Excellent Organisational Culture
3.4.2	Promoting and Encouraging Diversity
	VIPs
3.5	Managing Change
	VIPs
3.6	Citations & Notes
4	Defining and Delivering an International Strategy
4.1	Strategy and the Strategy Management Process
4.1.1	Popular Strategy Definitions
4.1.2	Comprehensive Strategy Management Processes: EFQM Criterion 2
4.2	Scanning the Environment
4.2.1	Understanding the Needs and Expectations of Stakeholders
4.2.2	Analysing Industry and Markets
4.2.3	Identifying and Understanding Environmental Key Trends
4.2.4	Predicting Future Developments and Changes
	VIPs
4.3	Analysing Internal Performance
4.3.1	Understanding Operational Performance and Capabilities
4.3.2	Determining Competencies of Partners and Potential Impacts of Changes.
4.3.3	Bringing It All Together: Portfolios
	VIPs
4.4	Developing the Strategy
4.4.1	Strategy Levels
4.4.2	Generating a Sustainable Business Model
4.4.3	Business Model Choices
4.4.4	Establishing a Strategy Development Process
	VIPs
4.5	Communicating and Implementing the Strategy
4.6	Citations & Notes
5	Deploying Strategy through People
5.1	International Human Resource Management
5.1.1	The International HRM Function
5.1.2	Managing People: EFQM Criterion 3
5.2	Supporting the Strategy through People Plans
5.2.1	Steering Human Resource Management Strategically
	VIPs
5.2.2	Planning Global Mobility
	VIPs
5.2.3	Closing the Loop: People Feedback
	VIPs
5.3	Developing People and Their Performance
5.3.1	Developing People’s Skills and Competencies
	VIPs
5.3.2	Helping People to Improve Their Performance
	VIPs
5.3.3	Appraising Performance Systematically
5.3.4	Empowering and Involving People
	VIPs
5.4	Communicating Effectively
	VIPs
5.5	Recognising People
	VIPs
Citations & Notes
6	Managing International Partners and Resources
6.1	A Broad View on Resources: EFQM Criterion 4
6.2	Establishing International Partnerships for Mutual Benefit
6.2.1	Selecting an Appropriate Foreign Operation Mode
6.2.1.1	Cross-Border Strategic Alliances
	VIPs
6.2.1.2	Contractual Agreements in International Operations
6.2.1.3	International Joint Ventures
6.2.1.4	Mergers & Acquisitions across Borders and Cultures
6.2.2	Managing International Partners
	VIPs
6.3	Managing Finance and Governance Processes
6.3.1	Optimising Organisational Financial Management
	VIPs
6.3.2	Ensuring Compliance
	VIPs
6.3.3	Managing Risks
	VIPs
6.4	Managing Knowledge and Information
6.4.1	Managing Knowledge Systematically
	VIPs
6.4.2	Establishing Integrated (Management) Information Systems
6.5	Citations & Notes
7	Managing Processes and Products Globally
7.1	Delivering Stakeholder Value: EFQM Criterion 5
7.2	Managing Processes
	VIPs
7.3	Managing Products and Services Based on ISO 9001
7.3.1	Introducing a Certifiable Quality Management System
	VIPs
7.3.2	Managing Products and Services Globally
	VIPs
7.3.3	Enhancing Customer Relationships
7.4	Citations & Notes
8	Achieving and Monitoring Balanced Results
8.1	EFQM Results Criteria
8.2	Introducing the Balanced Scorecard Concept
	VIPs
8.3	Monitoring Achievements by Designing Meaningful Dashboards
	VIPs
8.4	Citations & Notes
9	Assessing the Organisation’s Management Model
9.1	Establishing Strategy Reviews for Continuous Improvement
	VIPs
9.2	Implementing Self-Assessments
9.2.1	Introducing Self-Assessment Tools
	VIPs
9.2.2	Conducting a Simulated Award Assessment
	VIPs
9.3	Achieving External Recognition and Winning Excellence Awards
	VIPs
9.4	Citations & Notes

References

List of Abbreviations

Glossary

Index