International Business: Competing in the Global Marketplace

Charles W. L. Hill

Language: English

Pages: 688

ISBN: 007811277X

Format: PDF / Kindle (mobi) / ePub

Market-defining since it was introduced, International Business: Competing in the Global Marketplace by Charles W. L. Hill, sets the standard. Hill draws upon his experience to deliver a complete solution-print and digital―for instructors & students by being:

Integrated - Progression of Topics
Application Rich - Strong on Strategy
Current - Thought Provoking
Relevant - Actual Practice of International Business

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carbonated beverage, but a canned cold coffee drink, Georgia Coffee, that is sold in vending machines. The Japanese experience seemed to signal that products should be customized to local tastes and preferences, and that Coke would do well to decentralize more decision-making authority to local managers. However, the shift toward localization didn’t produce the growth that had been expected, and by 2002 the pendulum was swinging back toward more central coordination, with Atlanta exercising

world trade and discriminate against efficient producers who did not receive similar subsidies. Looking ahead, most forecasts call for 2009 to be another rough year for the global automobile industry, although many believe that demand will start to recover toward the end of the year and that the recovery will be sustained through 2011. Growth is predicted to be strongest in the emerging markets of China, India and Brazil. The structure of the global industry, however, may be irreversibly

problems. Lack of technical competence. Inability of spouse to adjust. The most striking difference between these lists is that “inability of spouse to adjust” was the top reason for expatriate failure among U.S. and European multinationals but only the number five reason among Japanese multinationals. Tung comments that this difference is not surprising, given the role and status to which Japanese society traditionally relegates the wife and the fact that most of the Japanese

Training can help the manager and spouse cope with both these problems. Cultural training, language training, and practical training all seem to reduce expatriate failure. We discuss each of these kinds of training here.41 Despite the usefulness of these kinds of training, evidence suggests that many managers receive no training before they are sent on foreign postings. One study found that only about 30 percent of managers sent on one- to five-year expatriate assignments received training before

strong social stratification means managers are seen as experts who should not have to ask subordinates for help. The local employees apparently viewed the U.S. manager’s attempt at participatory management as an indication that he was incompetent and did not know his job. Home-country managers’ appraisals may be biased by distance and by their own lack of experience working abroad. Home-office managers are often not aware of what is going on in a foreign operation. Accordingly, they tend to

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