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Table of Figures

Figure 1-1Concept Map “Introduction and Overview”
Figure 1-2Symbols Used for Special Information Employed Throughout this Book
Figure 1-3Multi-Faceted Motives for Internationalisation Processes
Figure 1-4The Global Integration/Local Responsiveness Framework
Figure 1-5Survey of the New St. Gallen Management Model
Figure 1-6Baldrige Criteria for Performance Excellence Framework 2015
Figure 1-7EFQM Fundamental Concepts of Excellence
Figure 1-8EFQM Fundamental Concepts - Definitions and Best Practices
Figure 1-9The EFQM Excellence Model Framework 2013
Figure 1-10Definitions of the EFQM Enabler Criteria
Figure 1-11Definitions of the EFQM Results Criteria
Figure 1-12Exemplary Levels of the EFQM Excellence Model
Figure 1-13Exemplary Red Threads Through the EFQM Excellence Model
Figure 1-14The EFQM RADAR® Logic
Figure 1-15The Internationalisation Process
Figure 2-1Concept Map “Cross-Cultural Competence”
Figure 2-2The Cultural Iceberg
Figure 2-3Developmental Model of Intercultural Sensitivity
Figure 2-4Three Levels of Uniqueness in Human Mental Programming
Figure 2-5The Hofstede Onion - Manifestations of Culture
Figure 2-6Hofstede’s Five Dimensions as a Control Panel
Figure 2-7Key Differences between Cultures with Small and Large PDI
Figure 2-8Selected PDI Country Ratings
Figure 2-9PDI Values for Six Categories of Occupations
Figure 2-10Key Differences between Cultures with Small and Large IND
Figure 2-11Selected IND Country Ratings
Figure 2-12Key Differences between Feminine and Masculine Cultures
Figure 2-13Selected Country Scores for MAS
Figure 2-14Key Differences between Cultures with Weak and Strong UAI
Figure 2-15Selected Country Scores for UAI
Figure 2-16Key Differences between Cultures with high or low LTO
Figure 2-17Selected Country Scores for LTO (WVS)
Figure 2-18Cultural Cluster of Germanic Countries
Figure 2-19Country Clusters Based on the Four Original Hofstede Dimensions
Figure 2-20Key Differences between Indulgent and Restrained Cultures
Figure 2-21Selected Country Scores for IVR
Figure 2-22Cultural differences Expressed as Normal Distributions
Figure 2-23Percentages Opting for Telling the Truth
Figure 2-24Typical Characteristics of Universalistic vs. Particularistic Cultures
Figure 2-25Percentages Opting for Individual Freedom
Figure 2-26Percentages Opting for Not Expressing Emotions Overtly
Figure 2-27Percentages Not Painting the House
Figure 2-28Percentages Opting for Getting Things Done
Figure 2-29Circle Diagrams for Past, Present and Future
Figure 2-30Differences of Past, Present and Future Orientation
Figure 2-31Average Time Horizon
Figure 2-32Percentages Agreeing to What Happens to Me is My Own Doing
Figure 2-33The Three-Step-Approach
Figure 2-34Reconciling Globalism and Localism
Figure 2-35GLOBE - Nine Cultural Dimensions
Figure 2-36GLOBE - Country Clusters
Figure 3-1Concept Map “Leading the Internationalisation Process”
Figure 3-2Aspects Influencing Leadership Success
Figure 3-3One-Dimensional Behavioural Leadership Theories Based on Participation
Figure 3-4Two-Dimensional Behavioural Leadership Theories
Figure 3-5Contingency Models
Figure 3-6Relationship-Based Leadership Approaches
Figure 3-7The Big Five Personality Factors and Their Facets
Figure 3-8EFQM Criterion 1 “Leadership” and Its Criterion Parts
Figure 3-9EFQM Criterion Part 1a and Its Guidance Points
Figure 3-10Corruption Risks Within Domains of Corporate Activities
Figure 3-11Percentages Opting for Blaming an Individual
Figure 3-12GLOBE - Six Global Leader Behaviours
Figure 3-13JOHARI Window and the Importance of Feedback
Figure 3-14360° Feedback
Figure 3-15Trompenaars and Hampden-Turner’s Four Corporate Cultures
Figure 3-16Preferences for Corporate Cultures in Different Countries
Figure 3-17Dimensions of Diversity
Figure 3-18Lewin’s Three Steps of Change
Figure 3-19Eight Steps for Leading Change
Figure 4-1Concept Map “Defining and Delivering an International Strategy”
Figure 4-2Strategy Development and Implementation – Overview
Figure 4-3EFQM Criterion 2 “Strategy” and Its Criterion Parts
Figure 4-4Environmental Scan
Figure 4-5Generalised Stakeholder Map
Figure 4-6Industry Analysis Based on Porter’s Five Forces (Expanded Model)
Figure 4-7Overview Competitor Analysis
Figure 4-8Selected PESTEL Variables
Figure 4-9Sources for Analysing Countries and Markets
Figure 4-10The Global Competitiveness Index Framework
Figure 4-11Sample Steps of a Scenario Analysis
Figure 4-12Issues Priority Matrix for Key Driver Selection
Figure 4-13Levels of Competence Sustainability
Figure 4-14Organisational Analysis Based on Porter’s Value Chain
Figure 4-15SWOT Analysis
Figure 4-16Great Jeans’ SWOT Matrix
Figure 4-17Choice of Location and Market
Figure 4-18The Growth-Share Matrix (BCG-Matrix)
Figure 4-19Different Strategy Levels
Figure 4-20The Nine Building Blocks of the Business Model Canvas
Figure 4-21Sketch of Great Jeans Canvas (Basic Model)
Figure 4-22Epicentres of Business Model Innovation
Figure 4-23Great Jeans’ Innovative Business Model
Figure 4-24Porter’s Three Generic Strategies
Figure 4-25A Selection of Business Models
Figure 4-26Patterns of Business Models on Business Model Canvas
Figure 4-27Business Model Development Process
Figure 4-28From Purpose to Strategy Implementation
Figure 5-1Concept Map “Deploying Strategy through People”
Figure 5-2The Human Resource Management Process
Figure 5-3Labour Regulation Aspects in International HRM
Figure 5-4EFQM Criterion 3 “People” and Its Criterion Parts
Figure 5-5Four Generic HRM Strategies
Figure 5-6Internationalisation Strategies and HRM Policies
Figure 5-7The Optimal Global Assignment Process
Figure 5-8Phases in Cultural Adjustment – Customised W-Curve
Figure 5-9People Portfolios
Figure 5-10Obtaining Feedback
Figure 5-11KODE® Enhanced Atlas of Competencies
Figure 5-12KODE®X Process
Figure 5-13Levels of Hypercultural Competence
Figure 5-14Drivers of Motivation Processes
Figure 5-15Kehr’s 3K-Model of Work Motivation
Figure 5-16Job Characteristics Model
Figure 5-17Heckhausen’s Model of Achievement Motivation
Figure 5-18Attribution Characteristics and Their Influence on Motivation
Figure 5-19Reconciling the Reward Dilemma through Co-Opetition
Figure 5-20Team Empowerment Dilemma
Figure 5-21Control & Autonomy Dilemma
Figure 5-22Multiple Dimensions of Inter-Organisational Communication
Figure 5-23The Communication Tool Cube for Internal Communication
Figure 5-24Characteristics of Low and High Context Communication
Figure 5-25Work/Life Balance - Causes, Nature and Consequences
Figure 6-1Concept Map “Managing International Partners and Resources”
Figure 6-2EFQM Criterion 4 “Partnerships & Resources” and Its Criterion Parts
Figure 6-3Overview of Foreign Operation Modes
Figure 6-4Characteristics of Selected Foreign Operation Modes
Figure 6-5Relevant Fits in Strategic Alliances
Figure 6-6Pitfalls of Strategic Alliances
Figure 6-7Typical Forms of Licensing Agreements
Figure 6-8Approaches to Joint Venture Management
Figure 6-9Chosen Perspectives on M&A Strategies
Figure 6-10Synergies and Barriers of M&A Projects
Figure 6-11Varieties of Acculturation in M&A Processes
Figure 6-12Guiding Matrix for Make-or-Buy Decisions
Figure 6-13Organisational Financial Management - Overview
Figure 6-14The Three-Lines-of-Defence Model
Figure 6-15ISO High Level Structure for Management Systems
Figure 6-16Compliance Management Process Based on ISO 19600:2014
Figure 6-17Risk Management Process Based on ISO 31000:2009
Figure 6-18Sample Risk Map
Figure 6-19Organisational Cultures and Risk Orientation
Figure 6-20Knowledge Dimensions
Figure 6-21Organisational Learning Cultures
Figure 6-22Organisational Knowledge Management Process and Activities
Figure 6-23Pyramid of Organisational Information Systems
Figure 7-1Concept Map “Managing Processes and Products Globally”
Figure 7-2EFQM Criterion 5 “Processes, Products and Services” and Its Criterion Parts
Figure 7-3From Function Orientation to Process Orientation
Figure 7-4Aligning Process Management and Business Strategies
Figure 7-5Overview of Business Process Management
Figure 7-6Sample Process Diagrams
Figure 7-7Example of ARIS Items and Event-Driven Process Chain
Figure 7-8BPM Process Levels in a Sample Process Map
Figure 7-9The ISO 9000 Family of Quality Management Standards
Figure 7-10Mapping ISO/DIS 9001:2014 on the EFQM Model
Figure 7-11Structure of Quality Requirements for Value Creating Processes
Figure 7-12How (Not) To Conduct an Optimal Product Design Process
Figure 7-13Simple Supply Chain of Great Jeans
Figure 7-14A Global View on Great Jeans’ Supply Chain
Figure 7-15Customer Relationship Management Based on the IDIC Approach
Figure 8-1Concept Map “Monitoring and Achieving Balanced Results”
Figure 8-2EFQM Result Criteria and Their Criterion Parts
Figure 8-3The Allocation of Results
Figure 8-4Kaplan & Norton’s Balanced Scorecard
Figure 8-5Balanced Scorecards Aligned Across All Organisational Levels
Figure 8-6Mapping the BSC Concept on the EFQM Excellence Model
Figure 8-7Poorly Designed Dashboard
Figure 8-8Adequate Dashboard for Great Jeans
Figure 9-1Concept Map “Assessing the Organisation’s Management Model”
Figure 9-2Drucker’s Five Most Important Questions Asked about an Organisation
Figure 9-3Basic Self-Assessment Process
Figure 9-4Classification of Different Self-Assessment Tools
Figure 9-5Self-Assessment Matrix of ISO 9004:2009 – Sample Element
Figure 9-6Exemplary Award Simulation Process
Figure 9-7RADAR Elements for the Analysis of Enablers
Figure 9-8Composition of the Enabler Matrix
Figure 9-9RADAR Elements for the Analysis of Results
Figure 9-10Criteria Weightings of the EFQM Excellence Model 2013
Figure 9-11EFQM Recognition Scheme
Figure 9-12Global Distribution of Awards Using the EFQM or Baldrige Model
Figure 9-13Overview of EEA and MBNQA Award Categories
Managing Internationalisation

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