International Management Managing Across Borders And Cultures Text And Cases 10th Edition Helen Deresky - Solutions

Discover comprehensive solutions for "International Management: Managing Across Borders and Cultures, Text and Cases, 10th Edition" by Helen Deresky. Access an extensive array of solved problems and step-by-step answers, available online for your convenience. This resource includes a detailed answers key, a solution manual, and a test bank that offers chapter solutions and questions and answers. The instructor manual and textbook solutions are ideal for enhancing your understanding. Enjoy the benefit of free download options for solutions PDFs, ensuring you have all the necessary tools for academic success.

1. In September 1970, the New York Times Magazine published an article by the economist Milton Friedman titled, "The Social Responsibility of Business is to Increase its Profits". Discuss Friedman's statement criticaIly. What does social responsibility mean in the context of business? Does CSR
5. How does Virgin encourage its staff to work with as much ambition and engagement as they do. Look for microeconomic theory and explain the method. Propose new instruments Virgin could use to encourage its staff in the future.
4. Find out more about the several divisions of Virgin. Have businesses failed? Ifso, explain why!
3. Have a look at the human resource management at Virgin. What are the success factors?
2. Explain the organisational structure of the Virgin Group.
1. Show the business activities of the different Virgin companies in detail and discuss how far these activities create synergy effects.
3. Deutsche Post DHL changed its organisational structure frequently from 1998 to 2009. What are potential problems that can accompany organisstional changes of this kind
2. The express division of Deutsche Post DHL is segmented into different regions (Figure 9.10). What are important advantages and disadvantages for Deutsche PostDHLthat result from this organisational structure.
1. With the start of its international expansion in 1997/1998, Deutsche Post DHL faced some crucial questions regarding the integration of the acquired companies and the overall coordination of the growing enterprise. One initiative of the company to cope with the situation in Europe was the so
3. The driving force behind the corporate culture of the Würth Group has always been Reinhold Würth. Würth left his operative function in the company in 1994. Discuss critically how the corporate culture can be maintained if the focal person is less visible for the employees .
2. According to Martinez/Jarillo 1989, informal coordination mechanisms are best suited to cope with complex strategies. What are potential disadvantages or risks that are associated with informal coordination mechanisms? lllustrate those disadvantages using the Würth Group as an example.
1. The case study has shown that organisational culture can be used as a powerful mechanism of coordination. Explain why organisational culture can be a source of sustained competitive advantage. Can a strong organisational culture also constitute a threat for a company?
3. A Western European manufacturer of the highest quality motor cars plans to set up a production facility in China and consequently to shift major parts of its production to China. What are the potential problems and challenges for the company?
2. Consider an English company that plans and arranges weddings. The advertising slogan of the company is: "We make your wedding a truly unique experience". Should this company adapt or change this slogan for an advertising campaign in China? If yes, what are your suggestions?
1. The case study discussed the influence of China's culture on two management functions: "marketing & sales" and "human resource management" and especially emphasised the role of guanxi. How can guanxifurther influence R&D as well as procurement operations?
3. Discuss the advantages and disadvantages of the cluster location for the participant companies in a cluster. Reflect which consequences the location of Basel has for the resident businesses.
2. Describe the influence of clusters on innovation with regard to the different types of organisation and cooperation of clusters.
1. What are the conditions for cluster formation in general and especially in the case of metrobasel? Elaborate in this context on the diamond model of Porter.
4. Define different types of market barriers and show their effect on the entry mode. Explain different strategies a company can use to deal with entry barriers in the context of the internationalisation of its business. Give some examples.
3. Generally Japanese carmakers had different options conceming their market entry and operating strategy. Discuss why Nissan Motor Co., Ud. decided for FDI and which other possibilities it had. What are the main advantages and disadvantages of other modes of market entry? Compile factors that
2. Describe which main factors led to the decision of Nissan to implement a local production plant, and especially which circumstances led to the choice of Sunderland, UK.
1. Summarise the main problems for [apanese car makers in the late 1980s conceming the development of the European market. Describe the political and economic environment they had to deal with.
3. Climate change is the challenge of the new millennium, not only for humankind but also for BP. Identify how the eompany is dealing with this situation, particularly by focusing on its international new business arrangements. Furthermore, elaborate aeeompanying motives for those international
2. In 2003 the joint venture TNK-BPwas formed, which is an example of all the associated challenges within the petroleum industry in a politieally unstable country. Deseribe and analyse the reeent struggles BP is experieneing in its Russian engagement. Furthermore, this merger is a good example of
1. Explain the main motives for going international with a eompany's business. In a seeond step, apply those objectives by focusing on BPin detail.
3. Put yourself in the position of a host country. What subsidiary roles are especially attractive for the host country? What roles are unattractive and why? (Please consider the role typologies of White/Poynter 1984, Barlett/Ghoshal1986 and Gupta/Govindarajan 1991).
2. Another wholly-owned subsidiary of ABB is ABB Ine. This subsidiary is located in Norwalk, Connecticut, in the USA. Apply the terminology of White/Poynter 1984 to determine the role of ABB Ine.
1. The case study introduced four subsidiaries of ABB : ABB AG (Germany), ABB SchweizAG (Switzerland), ABB AG (Austria), ABB S.A. (Spain) and assigned different roles to the subsidiaries, applying the role typology of Bartlett/GhoshaI1986. Please further analyse the mentioned subsidiaries by using
3. Aldi and Lidl,both of Gerrnan origin, are hard discounters. Evaluate their strategie I/R orientation, then investigate their operations in the United Kingdorn. To what degree are their British activities integrated with the MNC's activities, to what degree are they adapting to the local context?
2. Compare Media-Markt's strategy with DSG Intemational's strategy, regarding the I/R-framework.
1. For a particular retail sector, fashion, very different strategie orientations can be observed. Analyse the strategies of Zara, H&M and C&A in Europe regarding the I/R-framework and discuss why the different strategies are applied.
3. Siemens is a German MNC. Illustrate and discuss the relevance of Siemens'home country for the company's international network today
investigate whether Siemens' R&D activities around the world are eoordinated eentraHy from one (or a few) loeations or whether Siemens gives autonomy to its subsidiaries to decide (largely) independently on their R&D activities in their respective countries.
2. MNCs are characterised - arnong other things - by eomplex interdependencies within their internal and external networks. Take the example of Siemens R&D activities in China and try to depict the eomplex internal (and extemal) interdependencies of Siemens' international network. Then,
1. Modem models of the MNC characterise it as a "differentiated network". Using the example of Siemens, explain this perspective of the MNC.
3. Since IKEA continued to face several bureaucratic challenges in Russia, the retailer planned to halt its expansion in the country. What should IKEA’s business strategy be in the future? “[. . .] not all companies succumb to corruption. The Swedish furniture retailer IKEA has steadfastly
2. Discuss the challenges faced by IKEA and how the company tackled these challenges and made a mark in the Russian market. “[. . .] not all companies succumb to corruption. The Swedish furniture retailer IKEA has steadfastly refused to bribe Russian officials.”2—Alexander Hill, president
1. Critically analyze IKEA’s foray into Russia. In what ways was it successful? “[. . .] not all companies succumb to corruption. The Swedish furniture retailer IKEA has steadfastly refused to bribe Russian officials.”2—Alexander Hill, president emeritus of Inter-Varsity Christian
• Identify the concerns of the host country and the local community regarding your operations there. What plans do you have to deal with their concerns and to ensure a longterm cooperative relationship?
• Explain any special control issues for this overseas operation that concern you. How do you plan to deal with them?
• Discuss the kinds of communication problems your managers might face in the host-country working environment.How should they prepare for and deal with these problems?
• Describe the kinds of leadership and motivational systems you think would be most effective in this environment. Give your rationale.
• Decide on the staffing policy you will use for top-level managers, and give your rationale for this policy.
• Draw up an organization chart showing the company and its overseas operations, and describe why you have chosen this structure.
• Give a cultural profile of the local area in which you will be operating. What are the workers going to be like? What kind of reception do you anticipate from local governments, suppliers, distributors, and so on?
• Describe the environment in which you will operate and the critical operational factors that you must consider and how they will affect your company.
• State your planned entry strategy, and give your reasons for this strategy.
4. How can companies prepare their expatriates and international sojourners to prevent such dire situations? On November 20, 2016, Rainer Gärtner, chief executive officer(CEO) of Daimler Trucks and Buses China Ltd. (DTBC), the Chinese heavy-duty segment of multinational automobile manufacturer
2. Can Daimler fire Gartner? What is the legal situation?Is it ethical to fire him? On November 20, 2016, Rainer Gärtner, chief executive officer(CEO) of Daimler Trucks and Buses China Ltd. (DTBC), the Chinese heavy-duty segment of multinational automobile manufacturer Daimler AG (Daimler), found
11-16. What steps did Mr. Du take to pave the way to a successful relationship between Haier and Sanyo Electric? As the appetite for cross-border deals increases, business schools are mining insights from corporate couplings that prospered against the odds, in the hope that they hold valuable
11-14. Discuss the importance of top leadership in bringing together effective cross-cultural teams. How can leaders affect the relative success of cross-border mergers?As the appetite for cross-border deals increases, business schools are mining insights from corporate couplings that prospered
11-13. Try to interview several people from a specific ethnic subculture in a company or in your college regarding values, needs, expectations in the workplace, and so on. Sketch a motivational profile of this subculture and present it to your class for discussion.
11-12. Choose a country and do some research (and conduct interviews if possible) to create a cultural profile. Focus on factors affecting behavior in the workplace. Integrate any findings regarding motivation or work attitudes and behaviors. Decide on the type of approach to motivation you would
11-11. Using the material on motivation in this chapter, design a suitable organizational reward system for the workers in your company’s plant in Mexico.
11-10. Can there be an effective EU leader? Is this a realistic prospect?Discuss the factors involved with this concept. What role has the financial crisis in the Eurozone played in this concept?
11-9. Discuss how you would develop a profile of an effective leader from the research results of the GLOBE project. Give an example.
11-8. Describe the autocratic versus democratic leadership dimension.Discuss the cultural contingency in this dimension and give some examples of research findings indicating differences among countries.
11-7. How can we use Hofstede’s four dimensions—power distance, uncertainty avoidance, individualism, and masculinity—to gain insight into leader–subordinate relationships around the world? Give some specific examples.
11-6. Explain the theory of contingency leadership and discuss the role of culture in that theory.
11-5. Describe the variables of content and context in the leadership situation. What additional variables are involved in cross-cultural leadership? What are the major elements of a“global mind-set?”
11-4. Develop a cultural profile which might be applicable to many workers in Mexico and discuss the management style you would use.
11-3. Explain what is meant by the need to design culturally appropriate reward systems. Give some examples.
11-2. What are the implications for motivation of Hofstede’s research findings on the dimensions of power distance, uncertainty avoidance, individualism, and masculinity?
11-1. What have you learned from the research on work centrality and the relative importance of work dimensions to people around the world?
10-10. What would be your choice as a single person? A selection of opinions on the causes and consequences of Brexit job moves Niki Blasina, Monika Pronczuk and FT Readers November 2, 2018 In our recent project analysing the generous tax breaks available to London bankers moving to the European
10-9. Assume you are working in London and your company wants to relocate you to one of their branches throughout Europe and has given you a choice. You have a spouse and two children of school age. Consider various capitals in Europe. Draw up a list of your priorities for relocation and assess
10-3. What are the reasons for the small numbers of female expatriates?What more can companies do to use women as a resource for international management?
10-2. Discuss the role of reverse culture shock in the repatriation process.What can companies do to avoid this problem? What kinds of skills do managers learn from a foreign assignment, and how can the company benefit from them? What is the role of repatriation in the company’s global
9-13. What stage of culture shock is Kelly’s family experiencing? Well, it’s my job that brought us here in the first place . . . I am going to have to make a decision to stick with this assignment and hope I can work things out or to return to the United States and probably lose my promised
9-12. Explain the clashes in culture, customs, and expectations that occurred in this situation. Well, it’s my job that brought us here in the first place . . . I am going to have to make a decision to stick with this assignment and hope I can work things out or to return to the United States and
9-11. Set up some arrangements and support systems for the family and design a support package for them, with a letter to each family member about what to expect. This can be done in groups or individually. After the exercise, discuss your proposals with the rest of the class.You are the expatriate
9-10. Write a letter to the new expatriate about what to expect both on the job and in the community. Tell the new expat about some of the cross cultural conflicts that may be encountered with coworkers and employees and how to handle them. This can be done in groups or individually. After the
9-9. Research a company with operations in several countries and ascertain the staffing policy used for those countries. Find out what kinds of training and preparation are provided for expatriates and what kinds of results the company is experiencing with expatriate training.
9-8. Make a list of the reasons you would want to accept a foreign assignment and a list of reasons you would want to reject it. Do they depend on the location? Compare your list with a classmate’s and discuss your reasons.
9-7. Discuss the importance of a complete program for expatriate performance management. What are the typical components for such a program?
9-6. Explain the balance sheet approach to international compensation packages. Why is this approach so important?Discuss the pros and cons of aligning the expatriate compensation package with the host-country colleagues compared to the home-country colleagues.
9-5. What are the common training techniques for managers going overseas? How should these vary as appropriate to the level of globalization of the firm?
9-4. Explain the common causes of expatriate failure. What are the major success factors for expatriates? Explain the role and importance of each.
9-3. Discuss the challenges involved in staffing operations in emerging markets.
9-2. Why is the HRM role so much more complex, and important, in the international context?
9-1. What are the major alternative staffing approaches for international operations? Explain the relative advantages of each and the conditions under which you would choose one approach over another.
5. What did you learn from the SoftBank-Sprint merger? The SoftBank-Sprint Merger: 2012–2019 Within the topics of cross-border mergers and acquisitions(M&As) and global business environment, this case analyzes and discusses SoftBank’s 2013 acquisition of Sprint, which at the time was the third
4. What lies ahead for Sprint in the telecom sector? The SoftBank-Sprint Merger: 2012–2019 Within the topics of cross-border mergers and acquisitions(M&As) and global business environment, this case analyzes and discusses SoftBank’s 2013 acquisition of Sprint, which at the time was the third
3. Analyze and discuss the changing telecom industry(as of 2020) in the U.S.? The SoftBank-Sprint Merger: 2012–2019 Within the topics of cross-border mergers and acquisitions(M&As) and global business environment, this case analyzes and discusses SoftBank’s 2013 acquisition of Sprint, which at
2. Investigate and discuss SoftBank and Sprint’s core competencies in Japan and the U.S.? The SoftBank-Sprint Merger: 2012–2019 Within the topics of cross-border mergers and acquisitions(M&As) and global business environment, this case analyzes and discusses SoftBank’s 2013 acquisition of
1. What are your views of SoftBank’s acquisition of Sprint in the U.S.’s telecom industry? The SoftBank-Sprint Merger: 2012–2019 Within the topics of cross-border mergers and acquisitions(M&As) and global business environment, this case analyzes and discusses SoftBank’s 2013 acquisition of
3. If you were in Ronaldo Mouchawar’s place, what would your decision be? What are the implications for this decision going forward? “The walls are being knocked down. We still have work to do, but we’re getting there.”2—Ronaldo Mouchawar, Souq’s CEO, in 2017“There is a good
2. Evaluate the options before Souq in relation to the bids by Amazon and Emaar. “The walls are being knocked down. We still have work to do, but we’re getting there.”2—Ronaldo Mouchawar, Souq’s CEO, in 2017“There is a good old-fashioned bid battle going on in the Arabian Gulf, and the
1. Critically analyze the reasons for Souq’s success in MENA.Do you think that the decision to sell out is a good option for Souq to realize its growth objective? “The walls are being knocked down. We still have work to do, but we’re getting there.”2—Ronaldo Mouchawar, Souq’s CEO, in
3. Discuss the possible challenges Amazon could face in China going forward. What should it do in such a scenario? “China is a very important market for Amazon. We’re committed to growing our business here.”“The demand for international brands is rising rapidly, thanks to cross-border
2. How could Amazon face up to the fierce competition from e-commerce retailers in China? “China is a very important market for Amazon. We’re committed to growing our business here.”“The demand for international brands is rising rapidly, thanks to cross-border online shopping, which is
1. Critically analyze Amazon’s strategy in China. “China is a very important market for Amazon. We’re committed to growing our business here.”“The demand for international brands is rising rapidly, thanks to cross-border online shopping, which is probably one of the fastest rising trends
8-12. What is the relationship between board structure and power in organizations? David Keohane in Paris and Kana Inagaki in Tokyo March 11, 2019 Renault, Nissan and Mitsubishi are to set up a new joint board in an attempt to ease tensions and strengthen integration within the world’s largest
8-11. How was the alliance structured, and what was the proposed new alliance structure? David Keohane in Paris and Kana Inagaki in Tokyo March 11, 2019 Renault, Nissan and Mitsubishi are to set up a new joint board in an attempt to ease tensions and strengthen integration within the world’s
In groups of four, consider a fast-food chain going into Brazil.Decide on your initial level of desired involvement in Brazil and your entry strategy. Draw up an appropriate organizational design, taking into account strategic goals, relevant variables in Brazil, technology used, size of the firm,
8-6. What is the role of information systems in the reporting process? Discuss the statement, “Inadequate MIS systems in some foreign affiliates are a control problem for MNCs.”
8-5. As an international manager, what would make you suggest restructuring your firm? What other means of direct and indirect monitoring systems do you suggest?
7-14. How has IKEA been able to localize its strategic implementation in India? In 1996, McDonald’s, the US hamburger chain, opened its first store in India, an event seemingly imbued with symbolic import. Five years earlier, the government had begun to relax its tight controls over the Indian
7-13. What are the core values and strategy that IKEA wanted to implement in India? In 1996, McDonald’s, the US hamburger chain, opened its first store in India, an event seemingly imbued with symbolic import. Five years earlier, the government had begun to relax its tight controls over the
7-12. The IKEA company has waited a long time to get into India. Trace the events and challenges that have led up to this point.In 1996, McDonald’s, the US hamburger chain, opened its first store in India, an event seemingly imbued with symbolic import. Five years earlier, the government had

Showing 200 - 300 of 913

International Management Managing Across Borders And Cultures Text And Cases 10th Edition Helen Deresky - Solutions

Step by Step Answers