International Management Behavior

Henry W. Lane is Professor of International Business and Strategy, D'Amore-McKim School of Business, Northeastern University, Boston. His research and teaching interests include executing global strategy, cross-cultural management, organizational learning and managing change. His Doctorate in Organizational Behavior is from the Harvard Business School. He serves as a faculty member for university and corporate courses globally. In 2009, he received the Academy of Management, International Management Division's Outstanding Educator Award for continuous excellence and innovation in teaching international management; and also the 2009 Academy of Management Review Decade Award for the co-authored article 'An Organizational Learning Framework: From Intuition to Institution'. Martha L. Maznevski is Professor of Organizational Behavior and Faculty Co-Director for Executive Education at Ivey Business School, Western University, Ontario. Dr Maznevski completed her Ph.D. at Ivey Business School with research on multicultural teams, and is an expert on global teams, global leadership, culture and identity, and empowering individual differences. She has published widely on these topics in academic and management arenas. She works closely with leaders and their organizations around the world on innovative approaches to achieving sustainable performance across levels, industries and organizational types in today's highly complex global environment.

• Part I. The New Global Context: 1. Global leaders in the twenty-first century; 2. Mindful global leadership; 3. Understanding culture: through the looking glass; Part II. Leading People Across Contexts: 4. Interpersonal skills for international management: map-bridge-integrate for effectiveness at the point of action; 5. Leading global teams; 6. Talent management: selection, preparation and mobility of global leaders; Part III. Executing Strategy and Performance: 7. Executing global strategy: foundations; 8. Executing global strategy: applications; 9. Leading change in global organizations; Part IV. Integrity and Sustainable Performance: 10. Competing with integrity: personal integrity; 11. Competing with integrity: corporate sustainability; 12. Conclusion.

'This is a thoroughly updated version of the authors' successful and important guide book for international managers and students. Starting from an inspiring discussion of fundamental international management questions (including globalization, the global mindset, and complexity) the book moves on to an in-depth analysis of key aspects of international management behaviour. Practicable frameworks, striking case studies, and guidance on 'mindfulness' will help readers apply these insights to the multiple situations of interacting with international colleagues, customers and suppliers.' Angelika Zimermann, University of Loughborough