Managing Internationally

Dr. Kamal Fatehi is Professor of International Management and former Chair of Management and Entrepreneurship Department at Coles College of Business, Kennesaw State University. Before joining Kennesaw State University, he was Chair of Management and Marketing Department, and Interim Dean of College of Business Administration at Texas A&M International University. Previously, he was a professor of Strategic and International Management at Barton School of Business, Wichita State University, Wichita, Kansas.  He has taught at Louisiana State University, Western Illinois University, Eastern Illinois University, and Texas A&M International University. At Western Illinois University, he was recognized as an Outstanding Scholar. He was the recipient of Barton School of Business, Wichita State University Research Award.  In 1995, he was a Fulbright Senior Scholar at Western University in Baku, Azerbaijan and in 2004, he served as a Fulbright Senior Specialist and assisted the International Academy of Business, Almaty, Kazakhstan. In cooperation with his colleagues from Texas A&M University, he assisted Turkmen State University to establish the first business program in Turkmenistan. In teaching and research he draws from his years of managerial experience with industry and his service to public and private organizations as consultant, including an assignment with the Russian Privatization Center, Moscow, Russia. Dr. Fatehi has published in such journals as Journal of Business Research, Journal of Behavioral Economics, Journal of Management, Industrial Management, Employee Relations Law Journal, Managerial Planning, Management International Review, International Executive, International Journal of Management, and Journal of Global Business. He is the author of International Management: A Cross-Cultural and Functional Perspective (PH, 1996). He has served on the editorial board of five scholarly/professional Journals.

• Part I: Introduction1. Introduction: the Management of International BusinessThe Changing Profile of the Global Business EnvironmentThe Imperatives of Globalization of BusinessTypes of International Business OperationsInternational Business and International ManagementMajor Elements of Managing International Business2. Socio-Ethical Issues and International ManagementSocial Responsibility and MNCsProblem AreasConcerns of Developing CountriesGlobalization BacklashSupranational OrganizationsWhat′s Next?Case 1: Construction DilemmaCase 2: Vodka BluesCase 3: Yahoo vs. Survivors of the HolocaustCase 4: Union Carbide, BhopalCase 5: Footwear InternationalPart II: Culture and Behavior3. International Management and the Cultural ContextIntroductionCultural FrameworkCultural Aspects of ManagementCorporate Culture4. International Communication and NegotiationInternational CommunicationMacro and Micro International CommunicationClassic Communication ModelInternational Verbal CommunicationCultural Differences in Nonverbal CommunicationCommunication CompetenceDos and Don′ts of Communication with ForeignersInternational NegotiationThe American Negotiation Style5. Managerial Leadership and Motivation in an International ContextThe Shortcomings of Leadership TheoriesManagerial Leadership in EuropeManagerial Leadership in Japan versus the U.S.Leadership SummaryMotivation and CultureCultural Influence on MotivationApplicability of Major Motivation TheoriesMotivation and Japanese EmployeesGlobal Trends and MotivationCase 6: Kiwi Samuri: Secure FitCase 7: Frank Davis Comes to MadagascarCase 8: Culture Clash: Don′t Buyouts Always Make SenseCase 9: Bill KeaneCase 10: Alternative Dispute ResolutionCase 11: Leasing Cargo Space in GranadaPart III: Strategy and Operations6. International Environment and StrategyCultural Aspects of StrategyInternational Environmental ForcesGeneric MNC StrategiesIndustry Characteristics and Strategy7. Legal Issues and International ManagementCultural Heritage and Business LawNational SovereigntyInternational Implications of Legal IssuesMNC Operational Disputes8. Organization of Multinational OperationsDefiniion and Functions of OrganizingThe Organization of MultinationalsFactors Influencing MNC StructureDevelopment of International Corporate Structure9. Control of International OperationsPurpose and Functions of the Control ProcessControl MechanismsControl ApproachesCultural Aspects of MNC ControlEvolution of MNC Coordination and ControlAdditional Control Problems of MNCsOwnership and Host Government Involvement10. International Information Systems ManagementComputer Based Information SystemsInformation ArchitectureRamifications of Internationalization for the Information Systems FunctionBuilding a Global Information SystemCase 12: Daimler-Chrysler MergerCase 13: Vinhdat CompanyCase 14: Langle International Growers, Inc.: Managing a Small BusinessCase 15: Global Multi-Products ChileCase 16: Enron in IndiaCase 17: Ceramic Brick FactoryPart IV: Human Resources11. International Human Resource ManagementThe Transition from Domestic to International PositionRecruitment and SelectionProduct Life Cycle and International Human Resource ManagementInternational Management and Intercultural Training and PreparationRepatriation ProblemsCompensation12. International Labor RelationsLocus of Control in International Workplace PracticesHost Government InvolvementInternational Labor OrganizationsDiversity in International Labor RelationsCase 18: Barbara and William Harold: A Case Study of Americans Living Abroad in Belfast, North IrelandCase 19: American Manager in AustraliaCase 20: Human Resource Management Practices: A Small Business in a Transition Economy

“A well-written text that highlights the tenets of international management in their cultural realities. Current, focused, and grounded in the importance of understanding the diverse business and management practices…to be successful in today’s global environment.” --Jim Giermanski, Belmont Abbey College and Powers International Inc.