xxiv Contents Who Does Strategic Planning? 250 | How Strategic Planning Is Done 252 | Contents of the Plan 252 Summary 252 | Key Terms | Critical Thinking Questions | globalEDGE Research Task | Minicase | Notes module 10 Organizational Design and Control How Does Organizational Design Impact International Companies? 260 Evolution of International Company Structure 261 International Division Structure 261 | International Product Structure 263 | Geographic Region Structure 263 | Global Functional Structure 264 | Hybrid Organizational Structures 264 | Matrix Organizations 264 | Matrix Overlay 266 | Strategic Business Units 266 | Current Organizational Trends 266 | Requirements for the Future of International Companies 269 Where Decisions Are Made in Wholly Owned Subsidiaries 269 Standardization of the Company’s Products and Equipment 270 | Competence of Subsidiary Management and Headquarters’ Reliance on It 270 | Size and Age of the IC 271 | Headquarters’ Willingness to Benefit the Enterprise at the Subsidiary’s Expense 271 | The Subsidiary’s Frustration with Its Limited Power 273 Where Decisions Are Made in Joint Ventures and Subsidiaries Less Than 100 Percent Owned 275 Loss of Freedom and Flexibility 275 | Control Can Be Had Even with Limited or No Ownership 275 Reporting 276 Financial Reporting 276 | Technological Reporting 276 | Reporting about Market Opportunities 276 | Political and Economic Reporting 276 Summary 278 | Key Terms | Critical Thinking Questions | globalEDGE Research Task | Minicase | Notes module 11 Global Leadership Issues and Practices The Global Mind-set 284 Global Leadership: What It Is and Why It Matters 284 How Global Leadership Differs from Domestic Leadership 285 | The Challenge of Finding Global Leaders with the “Right Stuff” 286 What Competencies Are Required for Effective Global Leadership? 288 Selecting and Developing Effective Global Leaders 292 Assessing Global Leadership Competencies 292 | Models for Developing Global Leaders 293 | Tools and Techniques for Developing Global Leadership Skills 294 Leading Global Teams 296 Leading Teams 296 | Complexity for Teams in the Global Context 298 | Global Team Leadership and Culture 298 | Virtual and Geographically Dispersed Teams 299 | Performance Management in Global Teams 299 Leading Global Change 300 Change Models 300 | Change and Culture 302 Summary 302 | Key Terms | Critical Thinking Questions | globalEDGE Research Task | Minicase | Notes module 12 International Markets: Assessment and Entry Modes Market Screening Approaches and Techniques 309 Initial Screening—Basic Needs Potential 310 | Second Screening—Financial and Economic Forces 311 | Third Screening—Political and Legal Forces 314 | Fourth Screening—Cultural Forces 315 | Fifth Screening— Competitive Forces 316 | Final Selection of New Markets 316 | Segment Screening 317
Geringer_InternationalBusiness
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