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vii
CONTENTS
Figuresix
Tablesxi
PART 1
The role of culture in organizational behavior 3
1 INTERNATIONAL ORGANIZATIONAL BEHAVIOR:

CHALLENGES AND OPTIONS FOR MANAGEMENT 5
2 CULTURAL FRAMEWORKS: UNDERSTANDING ATTITUDES,

VALUES, AND BEHAVIOR 39
3 MANAGING CONFLICT WITH EFFECTIVE COMMUNICATION

AND NEGOTIATION 79
PART 2
Leading people and teams across cultural boundaries 131
4 MOTIVATING EMPLOYEES ACROSS CULTURE AND BORDERS 133
5 EFFECTIVE LEADERSHIP IN A MULTICULTURAL

ENVIRONMENT163
6 MANAGING DIVERSITY IN MULTICULTURAL TEAMS

AND INTERNATIONAL PARTNERSHIPS 197
PART 3
Building and managing a global workforce 245
7 SELECTION AND STAFFING OF INTERNATIONAL EMPLOYEES 247
8 EVALUATING AND COMPENSATING INTERNATIONAL

EMPLOYEES289
9 EFFECTIVE MANAGEMENT OF GLOBAL ETHICS

AND INTERNATIONAL WORKFORCES 335
Index385
ix
FIGURES
1.1 International Strategy Options: Horses for Courses 21
1.2 Ensuring Fairness in International Strategy Development 24
2.1 Countries and Regions in Hofstede’s Culture Maps 44
2.2 Mapping Individualism–Collectivism & Power Distance 45
2.3 Mapping Uncertainty Avoidance & Masculinity–Femininity 46
2.4 Mapping Power Distance & Uncertainty Avoidance 47
2.5 Cultural Dimensions from the GLOBE study 53
3.1 A Typology of Common Conflict Styles across Culture 101
5.1 Ratings of Leadership’s Importance across Global Regions
and Selected Countries 164
5.2 Leadership Attributes across Cultures: Examples of the Good,
the Bad . . . and the Different 166
5.3 Ratings of Leadership Effectiveness across Country 180
6.1 How a Fair Decision-Making Process Improves Strategic Success
in Foreign Subsidiaries 219
7.1 Common Types of International Staff and their Possible
Movement across Countries 254
7.2 A Process for Understanding the Selection and Development
of International Employees 258
7.3 A Recommended Process for Effective Selection and Evaluation
of Potential Expatriates 266
8.1 The Balance Sheet Approach to Expatriate Compensation:
Keeping Employees “Whole” 318
9.1 Views about the Trade-off between Jobs and the Environment 341
9.2 Public Expenditures on Labor Market Programs as a Percentage
of GDP, 2003 & 2013 354
xi
TABLES
1.1 The Top 20 Most Competitive Nations in 2016 & 2010 13
1.2 International Organizational Behavior for Managers: Desired Skills
and Attributes 15
1.3 Typical Developmental Stages in Company Internationalization 18
2.1 Long-Term or Short-Term Orientation for Selected Countries 48
2.2 The Eye of the Beholder: Time across Countries 60
2.3 Differences between Monochronic and Polychronic Time Orientations 62
2.4 Comparing American and Thai Business Values 66
3.1 Indices of Global Language Influence 82
3.2 How to Say “No” in Japanese 88
3.3 Differences in the Approach to Common Communication Issues 89
3.4 Comparing High- and Low-Context Cultures 95
3.5 The Road to Conflict is Paved with Misinterpretation: A Conversation
between a Greek and an American 98
3.6 Examples of Differences in Approaches to Conflict in Five
Different Countries 100
3.7 Behavior in the Stages of Negotiation: Differences across
Low- and High-Context Cultures 110
3.8 Some Elements of the Stereotypic American Negotiating Style 114
3.9 Examples of Differences in Negotiating Features in Five Different
Countries 117
4.1 Partner or Boss? How Employees in European Countries
View their Supervisors 137
4.2 What Drives Attraction to a Firm and Engages Employees
Once they are There? 150
5.1 Great Expectations: The Potential Gap between American
and Mexican Managers 172
5.2 Leader Behavior Dimensions: Effectiveness and Prevalence
across Cultural Boundaries 177
5.3 Adding Cultural Contingencies to Path–Goal Theory: Identifying
Compatible Leadership Styles 179
5.4 Some Hard Truths about Soft Skills: Suggestions for Building
a Global Leadership Pipeline 182
5.5 Comparing Transnational and Traditional Skills for International Managers 185
5.6 Individual and Corporate Suggestions for Developing Transnational
Leadership Skills 185
6.1 Rankings of the Top 30 Countries on “Gender Gap” 201
6.2 Benefits & Costs of Diversity for Multinationals 204
6.3 Three Approaches to Managing Cultural Diversity 205
6.4 Managing Common Problems in Multicultural Teams 209
6.5 Common Stages in the Process of Corporate Internationalization 220
xii TABLES
6.6 Thinking about an International Partnership? Issues to Consider 223

6.7 Creating a Joint Venture Partnership: Process Steps and Key Questions 227
6.8 Beyond Joint Ventures: Other Types of International Strategic Alliances 229
7.1 Choices, Choices: International Employee Types Available to
Multinational Firms 248
7.2 Think You Have the Right Stuff? A Skill Profile for International Managers 255
7.3 Expatriates and the Consequences of Failure 262
7.4 Levels of Cross-Cultural Training Rigor 268
7.5 Before, During, and After: Suggestions for Improving the
Repatriation Process 273
7.6 Want an Overseas Job? Better Get Busy 275
8.1 Benefits and Drawbacks of Home-Country versus Host-Country
Evaluation of Expatriates 295
8.2 Differences in Performance Evaluation Systems: A Four-Country Snapshot 301
8.3 Hourly Compensation Rates for Manufacturing Workers in
a Variety of Countries, 2002 & 2012 305
8.4 Paid Days Off Provided by Firms in Countries around the World 308
8.5 Selected Traditional Compensation Practices across Cultures and Countries 311
8.6 Potential Sources of Costs Associated with Expatriation 314
9.1 The United Nations Global Compact 337
9.2 Rankings of the Most Corrupt and Least Corrupt Nations 346
9.3 Legal Protections for Worker Severance in Several European Countries 352
9.4 Union Density Rates & Changes Over Time 355
9.5 Strike Activity & Effects in a Variety of Countries 371
Part 1
THE ROLE OF CULTURE IN
ORGANIZATIONAL BEHAVIOR
CHAPTERS IN THIS PART:
1. INTERNATIONAL ORGANIZATIONAL BEHAVIOR:

2. CULTURAL FRAMEWORKS: UNDERSTANDING

ATTITUDES, VALUES, AND BEHAVIOR 39
3. MANAGING CONFLICT WITH EFFECTIVE

COMMUNICATION AND NEGOTIATION 79
1
5
CHAPTER 1
INTERNATIONAL
ORGANIZATIONAL BEHAVIOR:
CHALLENGES AND OPTIONS
FOR MANAGEMENT
“People need to come first in the mix. As companies seek to build local operations
in countries such as Brazil, Russia, India and China, identifying and tapping local
talent pools becomes increasingly important. Striking the right balance between
standardization and localization is always a work-in-progress, but the vast cultural and
language gaps from country to country demand it. The days of overseas operations
run exclusively by expats are over.”
—Miles White, CEO of medical/pharmaceutical firm Abbott
“If one day you’re asked to manage a supply chain in Malaysia, the next day you’re
managing your virtual team in China, and the next you’re optimizing your company’s
call center in India, you know that it’s just not possible to be an expert in every
culture or geography in which you do business. What is possible is developing
the mindset of a globalist—or, in other words, mastering cross-cultural core
competency.”
—Denise Pirrotti Hummel, former CEO of Universal Consensus, a cross-cultural
advisory firm helping businesses to succeed across cultures1
“The aspects that I see motivating in global work are the excitement of how we
overcome small misunderstandings and other common challenges [of cross-cultural
collaboration], witnessing the people from totally different cultural backgrounds
getting together for a common goal and succeeding together.”
—Oliver, an Italian employee working in a Finnish multinational corporation2
Collectively, these comments capture both the common management and talent challenges
facing multinational companies today as well as the satisfaction and learning that can occur
when people solve cross-cultural workplace challenges. They also hint at the complexities
associated with managing culturally diverse teams that may be scattered around the world,
given that rapidly growing countries such as India and China are where multinationals
see the biggest opportunities. Indeed, successfully expanding overseas requires a variety of
critical management skills and abilities, including being adaptable and innovative. It also
means being able to recruit, develop, motivate, and coordinate a far-flung global workforce,
including multicultural teams, that might be operating across dozens of countries. In doing
so, international managers must somehow grasp and then bridge myriad cultural differences
while scouring the planet for the best talent and spurring innovation. At the same time,
6 CULTURE IN ORGANIZATIONAL BEHAVIOR
they must also fight off nimble competitors who pop up overnight with new products and
services driven by the latest technology. Successfully managing organizational behavior in
today’s dynamic international environment is a tall order.3
Indeed, technology enables 24/7 business operations. And since employees anywhere
can interact at any time, recruiting people from all corners of the world, as well as
offshoring jobs, is easier than ever. Not surprisingly, the process of globalization—the
increasing interconnectedness of national economies around the world—is fueled, in part,
by technological advances. Over the long haul, globalization should continue to spur
international business growth.4
But the interdependence that globalization brings also means that problems in one part of
the world can quickly spread elsewhere. Moreover, rapidly growing nations such as China
and India are producing home-grown companies in recent years that are challenging the
dominance of multinationals based in developed markets, in everything from product
innovation to hiring the best talent. Several developing countries now have a total gross
domestic product (GDP) over $2 trillion, with China arguably surpassing the U.S. in
2015, at least when purchasing power parity is taken into account ($19.4 trillion versus
$17.9 trillion, respectively). Small wonder then that increased international competition
and the loss of key talent were listed among the top five threats executives said they were
most concerned about.5
CHAPTER AND BOOK GOALS

That said, the challenges associated with managing organizational behavior across national
and cultural boundaries are among the most vexing international firms must deal with.
Our goal, therefore, is to use this first chapter to set the stage for the rest of the book.
We’ll sketch out the important shifts that have taken place in recent years and examine key
trends facing companies today as they manage people across cultures and borders. After
that, we will present important conceptual foundations that will be used throughout the
book.
GLOBALIZATION: THE RISE AND ADVANCE

OF EMERGING MARKETS
The strongest economic growth has been in developing countries rather than in traditional
heavyweights like the EU, Japan, and the U.S. Consider that between 1989 and 2015,
China’s annual GDP growth rate averaged over 9%, more than three times the comparable
figure in the U.S. Likewise, developing nations have been the top recipients of foreign
direct investment (FDI) in recent years. For instance, in 2014, four of the top five recipients
of FDI were developing countries, including China and Brazil (the U.S. was the only
developed nation in this group). Indeed, Brazil, Russia, India, China, and South Africa have
been tagged as the “BRICS,” an acronym underscoring their status as developing countries
on the move. That said, nothing in international business is static and the BRICS countries
also face a variety of ongoing challenges, from corruption to slower economic growth.
Other developing countries such as Indonesia, Malaysia, and Mexico may emerge as the
next set of economic high flyers. In short, the BRICS acronym may need to be rewritten.
Regardless, in 2014 developing nations received more than 50% of the world’s total FDI
compared to just 30% in 2005.6
By 2020 or so, the rise of developing nations may create more than 700 million new
members of the middle class. In short, developing countries will have a citizenry that is
more affluent and has more disposable income to spend than ever. No wonder established
multinationals view them as huge potential sources of new customers. For instance,
McDonald’s is hoping to build 1,500 new restaurants in China, Hong Kong, and South
Korea over the next few years—thanks, in part, to China’s burgeoning freeway system and
love affair with cars.7
As they look for opportunities around the world, multinational firms are increasingly
looking to developing countries in Asia (e.g., Indonesia, Vietnam) and Africa. Speaking
of which, Africa is one of the last great frontiers for international business. There are
huge unmet market needs, young populations with growing incomes, impressive natural
resources, and aggressive local firms to work with. This explains why companies as diverse
as General Electric, French food giant Danone SA, and restaurant holding company Yum
Brands have all made significant moves into African markets in recent years. To put this in
perspective, Yum Brands’ CEO noted that “Africa wasn’t even on our radar screen 10 years
ago, but now we see it exploding with opportunity.”8
Many multinational firms see developing countries as more than just sources of cheap labor
or increasingly affluent markets. They also offer talented “frugal innovators”—people
who can create on the cheap because of their extensive experience with local constraints
(e.g., lack of access to capital or the latest technology). Especially attractive in developing
countries are innovative home-grown products that are priced to match incomes of local
citizens. For instance, in recent years Indian firms like Tata have been designing and selling
$100 stoves and refrigerators. Established companies from developed nations have started
paying attention, creating locally designed products for emerging markets (e.g., GE’s ultra-
cheap ultrasound equipment).9
More than ever, developing countries are also producing world-class companies that are
challenging their more established developed country brethren. For instance, how many
Europeans and Americans would have recognized names like IT giant Infosys (India) or
home appliance maker Haier (China) a decade ago? Today, these firms, and others like
them, are giving more established companies such as U.S.-based IBM and Whirlpool
a run for their money. In 2016, over 100 of the 500 biggest firms in the world were
headquartered in China, a total second only to America’s. Compare that to 1997, when
only one firm on the list of the world’s 500 biggest companies was headquartered in a
developing country.10
INTERNATIONAL CHALLENGES IN DOING

BUSINESS AND MANAGING TALENT
On top of facing a dynamic competitive environment when they venture abroad,
companies also must cope with management challenges that are unique to international
business. We will touch on these challenges in this section, including specific issues
related to managing talent. On a broader level, however, international managers must
be able to grasp foreign cultures and adapt their own behavior accordingly to be
effective.11
EMERGING MARKET COMPLEXITY: THE CASE OF CHINA
Of course, this is easier said than done. Consider China, a complex place where business
is driven by relationships based on mutual reciprocity and dispensing of favors (known
as guanxi, pronounced “gwan-shee”) more than policies or laws. Establishing those
relationships can be frustrating for impatient foreigners who would rather “get down to
business” than spend time relationship-building to build trust with prospective Chinese
partners. At the same time, China is changing rapidly, with younger workers becoming
more individualistic, more willing to embrace risk and less dependent on networks of
relationships.12
And that’s just for starters. Foreign firms in China face major regional differences
in culture and languages as well as a host of competitors and a shifting regulatory
environment that can prove frustrating. And while it is modernizing at an amazing rate,
incomes in much of rural China are still too low to buy expensive electronics, cars, and
homes. At the same time, the pace of competition in China is frenetic. Over 660,000
foreign companies were operating there in 2009—nearly double the number in 2000—
plus millions of local firms. For instance, foreign consumer products companies may face
thousands of small local competitors in a major city like Shanghai. Overall, economic
power has been shifting China’s way. For more on this point, read the accompanying
Culture Clash box.13
C U LT U R E C L A S H
T H E N E W E C O N O M I C C E N T E R : T I LT I N G E A S T T O W A R D C H I N A
Interactions between the U.S. and China on economic issues have been prickly
in recent years, with sniping back and forth about the value of China’s currency,
trade imbalances, and so on. Especially interesting is how harshly Chinese officials
sometimes react to economic comments made by their American counterparts (e.g.,
as “uncontrolled” and “irresponsible”). The harsher tone of Chinese officials may
reflect China’s rising power and its pent-up resentment about the last 500 years of
Western predominance. Flash back to Beijing half a millennium ago and you would
be in the capital of a Ming dynasty that exerted influence across Asia. Foreign
trade was expanding and times were good in the newly built Forbidden City. That
description is just as apt now to China in the twenty-first century. Clearly, China
is headed where countries like South Korea and Singapore have gone before,
becoming richer in the process.
Yet China’s rise has been fastest of all. How did this happen? One view is that the
Chinese government decided to “download” the economic “killer apps” used
by Western powers for years. In China this is referred to as the pursuit of the Four
Mores: more consumption, more importing, more investing abroad, and more
innovation. In terms of consumption, China passed the U.S. as the world’s largest
auto market several years ago. And, by 2035, China will consume one fifth of all
energy used worldwide, a 75% increase since the late 2000s. By consuming more,
China will reduce trade imbalances with other countries and makes friends along
the way, especially in other developing nations. And consuming more also means
that China imports more. For example, China imports more goods from Australia
than any other nation and is a significant importer of Brazilian, Indian, Japanese,
and German products. China is increasingly a market for other countries’ goods,
allowing it to wield more influence.
Regarding China’s drive for more innovation, the country recently overtook
Germany and is closing on others in total patent applications. In fact, in 2008, the
total number of patents from China, India, Japan, and South Korea exceeded those
from Western nations. And in certain industries, China is already a world leader.
Good examples include wind turbine and photovoltaic panel technologies—areas
strategically important given China’s massive energy needs. All of this helps explain
why China may feel entitled to a new global swagger. Still, it’s not completely clear
if we are coming to the end of hundreds of years of Western economic prominence.
But a major power shift is occurring and the focus is on China as the world tilts
east.14
ANOTHER HEADACHE: CURRENCY VOLATILITY
A major headache facing international managers is rapid changes in currency values,

which can have serious ripple effects across countries. Currency swings can be a response
to rapidly changing business dynamics or merely the whims of investors. Trillions of
dollars are traded daily in currency markets, with billions moving in and out of nations
electronically in minutes.15
Consequently, international managers must pay attention to currency swings to avoid

sudden losses. Some use currency hedging to protect against big currency swings. In
essence, they are buying an insurance policy that effectively freezes currency rates for a
fixed period. But currency hedging is expensive and hardly foolproof. A multinational
firm may buy a hedge to protect its earnings in Europe against a falling Euro, only to see
the Euro rise instead. Another option for reducing the impact of currency volatility is to
make products where they are sold, relying on local suppliers in the process. This “natural
hedging” is used by many big firms to insulate themselves from currency problems. For
example, Honda makes most of the cars it sells to Americans in U.S. factories, meaning that
it can protect U.S. revenues from a rising Yen.16
Yet natural hedging means that companies must manage more facilities in a wider variety
of countries. That can produce new challenges, especially those related to managing talent
effectively across borders. Firms operating internationally need to build a workforce with
productive, innovative employees to compete successfully. And many firms scour the world
for the best possible employees at the best possible price. We tackle some of these talent-
related issues next.17
OFFSHORING AND ONSHORING TRENDS
Offshoring involves sending jobs abroad, often to places where labor is cheap. Both large
and small firms have been engaging in offshoring for decades. Traditionally, companies
based in developed nations with expensive labor have sent jobs to cheaper countries to cut
personnel costs (up to 75% in some cases). Major firms that have offshored jobs from the
U.S. include Hewlett-Packard, Hilton, and JPMorgan Chase. Among popular offshoring
destinations are China, Mexico, and the Philippines.18
India is another common offshoring recipient. In many ways, India is an ideal offshoring
destination, with a deep reservoir of inexpensive, highly educated technical talent with
good English-speaking skills. Not surprisingly, many firms, including General Electric,
Microsoft, and Intel, have set up R&D operations in India. On top of that, some 200 of
the largest international companies in the world offshore their IT work to leading Indian
firms like Infosys and Wipro. And these Indian IT powerhouses are not content to just be
offshoring recipients—instead, they also compete against foreign multinationals like IBM
for IT consulting and IT systems integration contracts.19
But offshoring comes with management challenges. Difficult logistics, poor work
quality, lousy customer service, high shipping costs, long delivery times, intellectual
property theft, cultural differences, and communication problems are common
offshoring issues. As a result, some firms have shifted offshored jobs back home. This
trend, labeled onshoring, occurs when firms conclude that the costs outweigh the
benefits of offshoring (in a recent survey of manufacturers, 55% were dissatisfied with
offshoring). Indeed, this led General Electric to shift water heater production from a
plant in China back to the U.S. Similarly, Dell Computers moved call center operations
back to the U.S. from India because of rising customer complaints. Yet in an ironic
twist, technology may now be working against call centers and prompting some firms to
move work back home. For more on this, see the accompanying Global Innovations box.
Of course, offshoring can work if management bridges cultural and communication
differences, provides sufficient support, sets clear expectations, assesses all the costs, and
can hire top-notch foreign employees.20
G L O B A L I N N O VAT I O N S
S O F T W A R E B O T S : A T H R E AT T O O V E R S E A S C A L L C E N T E R S
AND A BOON TO ONSHORING?
With their large, well-trained, and inexpensive English-speaking workforces, India
and the Philippines dominate overseas call centers, accounting for half of all
such jobs worldwide. In doing so, millions of mostly younger employees answer
questions and provide various business services by phone for foreign companies,
mainly from America or Europe. Overseas call centers have helped to fuel a
burgeoning middle class in developing countries—which explains why many
shopping centers, cafés and gyms have sprung up around call centers, eager to
cater to their new employees who are well paid by local standards.
Perhaps nowhere is the scope of the call center phenomenon more impressive
than in the Philippines. Thanks to their hard-to-label English accents and deep
knowledge of American culture, Filipinos are especially popular with U.S. firms
seeking offshored customer service centers—which helps explain why the
Philippines’ share of the call center market is actually a bit larger than India’s, which
has 12 times the population. Overall, about 1.2 million Filipinos work in call centers,
producing some 8% of their nation’s GDP in the process. About 70% of the Filipino
call center workforce serves U.S. firms. Even some Indian firms are impressed. Indian
IT titans like Infosys and Tata have actually moved some phone service work to call
centers in Manila.
And while other developing nations such as South Africa are keen to emulate the
Philippines’ call center success story, technological advances are poised to disrupt
the industry worldwide, or even wipe out parts of it over time. Much of the basic,
repetitive work typically handled by overseas call centers can now be done cheaper
and faster by sophisticated software that responds to calls as well as emailed and
online chat questions. Some software systems, such as those built by Britain’s
Celaton, actually learn as they go and can handle increasingly tough questions
automatically. Eventually, only the most complicated issues may need to be
addressed by live employees. Moreover, software can make traditional call centers
more efficient by retrieving data faster and displaying more of it on employees’
screens. The result? Fewer transferred calls, quicker response times, and, in the end,
possibly fewer employees needed.
Potentially troubling for places like the Philippines is that increasing software
automation may also result in jobs being onshored back to developed nations. In fact,
the U.S. share of call center jobs worldwide has risen from 19% to 21% in the past few
years. As more basic call center roles are made obsolete by technology, those that
remain will demand much better language and technical skills, from employees who
will sell more complicated products and handle more challenging service complaints.
For instance, American banks have been pulling call center work back to the U.S. in
recent years, thanks in part to increasing complex financial regulatory requirements.
So there may never be another Philippines or India—countries able to move millions

of their citizens up the economic ladder thanks to call centers established by foreign
multinationals. But where this goes exactly is unclear. The most routine call center
jobs may indeed be completely eliminated by software, leaving Filipinos and others
with more interesting work. For instance, thanks to cost-cutting efforts in the U.S.
health care market, one trend is that Filipino nurses are being increasingly tapped
by call centers to help American patients decide how serious their symptoms are.
Regarding the health of the overseas call center industry, it may be too soon to tell
whether this is just a case of the proverbial sniffles or something more deadly.21
Most likely, offshoring will not completely vanish anytime soon. Many executives view
offshoring as part of the global competition for jobs and talent. For example, Spain’s
Telefonica has thousands of employees based in Morocco who take service calls from
European customers.22
Indeed, firms are increasingly offshoring sophisticated work, including new product
development and innovation. Moreover, the motivation, particularly when complex work is
involved, has less to do with cutting labor costs than being able to hire the best employees
in the world, developing the firm into a global power, achieving faster revenue growth,
and entering foreign markets quicker. The bottom line is that skilled knowledge workers,
especially given globalization, technology advances, and intense competition, are at a
premium. That helps explain why many of the employees who work for General Electric
in India are professionals and scientists (over 5,000 work at one R&D center in Bangalore
alone). Put simply, skilled professional jobs in a variety of scientific areas are increasingly
found in “centers of excellence” around the world.23
THE BEST TALENT WINS
As we have discussed, developing countries like India are increasingly sources of highly
skilled technical talent. Indeed, the most competitive and talented workforce usually
wins—and keeps the lion’s share of the best jobs. There’s no simple answer about what
constitutes a world-class workforce, but training, educational quality, motivation, and
having cutting-edge skills are part of the equation. But the quality of a nation’s workforce
relates to how competitive that country is, with respect to both job creation and the ability
to produce outstanding global companies. Table 1.1 lists the top 20 most competitive
nations for 2016, with 2010 data shown to illustrate changes over time. One common
characteristic shared by top nations is the quality of their workforces. Yet sophisticated
work can be done anywhere with a good supporting infrastructure (e.g., high speed internet
connections) and employees who are properly trained and educated (witness the success of
India and Mexico in attracting jobs from abroad, though neither is in the top 20).24
Table 1.1 The Top 20 Most Competitive Nations in 2016 & 2010
Nation 2016 Ranking 2010 Ranking
China/Hong Kong 1 2*
Switzerland 2 4
USA 3 3
Singapore 4 1
Sweden 5 6
Denmark 6 13
Ireland 7 22
Netherlands 8 12
Norway 9 9
Canada 10 7
Luxembourg 11 11
Germany 12 16
Qatar 13 15
Taiwan 14 8
UAE 15 18
New Zealand 16 20
Australia 17 5
U.K. 18 22
Malaysia 19 10
Finland 20 19
* In 2010, China (#18) and Hong Kong (#2) were rated separately.
Note: Competitiveness ranking is based on four main factors (economic performance, government
efficiency, business efficiency, & infrastructure), each of which has several sub-factors. Over 300
criteria help determine IMD rankings.
Adapted from: The International Institute for Management Development’s (IMD) 2016 World
Competitiveness Scoreboard (see http://worldcompetitiveness.imd.org).
RISING WORKFORCE DIVERSITY
Thanks to the global hunt for talent, workforces today are an increasingly complicated
mix of cultures, backgrounds, and ethnic groups. Demographic changes within countries
are also contributing to greater workforce diversity. For example, Hispanics are expected
to make up nearly 30% of the U.S. population in 2050, up from just 14% in 2005. While
diversity brings challenges, it also offers opportunities to leverage differences for the
benefit of the firm. Moreover, a diverse workforce makes it easier for companies to reach
important customer populations. In the U.S., for instance, Hispanics’ buying power is
roughly $1.5 trillion—customers Procter & Gamble was able to sell to more effectively
after establishing a bilingual team of employees to reach them.25
Still, managing workforce diversity isn’t easy, particularly when outdated attitudes can
derail firms’ best efforts. For instance, since many important decisions are made in cross-
functional teams of employees with diverse backgrounds, effective interaction is critical.
Moreover, building cultural diversity into decision-making teams is difficult, yet essential
for making the best decisions in the long run, raising the stakes for management to make
the process work. Sadly, relatively few firms take diversity management seriously—despite
the fact that failure is an expensive proposition.26
INTERNATIONAL ORGANIZATIONAL BEHAVIOR: A SKILLS PROFILE
So how should international managers approach issues related to workforce diversity, the
global talent hunt, and employee motivation, just to name a few? How can they adapt in
the face of cultural values, languages, and business practices, all of which can change across
(and sometimes within) countries—a backdrop that impacts all aspects of management?
And imagine the difficulty of managing people in far-flung corporate operations that
literally circle the globe. For example, in 2015 consumer products giant Procter & Gamble
operated in over 180 nations, had over $76 billion in revenues (38% of which came from
developing countries), and employed over 100,000 people.27
Building an international workforce staffed by open-minded, flexible people who can

comfortably operate across multiple cultures and languages takes years. And when companies
have an extensive global footprint, literally everything they do has international implications.
Consequently, understanding how culture, business practices, and laws change from place to
place is something that all managers should grasp. Table 1.2 presents the specific skills and
attributes needed to effectively manage organizational behavior across countries.28
To be effective across borders, executives must have deep multicultural experience, embrace
diversity, be comfortable sharing information, and collaborate with local employees to
succeed in local markets. They also need to offer high-performing employees everywhere
good pay, excellent development opportunities, and recognition. International managers
will struggle if wedded to a “command and control” mentality—something that doesn’t
fully leverage local employee know-how nor allow for rapid reaction to change. Put simply,
companies need mature, sophisticated, and experienced international managers who are
comfortable with ambiguity and change.29
Table 1.2 International Organizational Behavior for Managers: Desired Skills and

Attributes
Area Desired Skills and Attributes
Business practices Understands differences in business practices across
countries
Change agent Can initiate and implement change effectively in an
international context
Cultural adaptability Adapts quickly to foreign cultures, diverse cross-
cultural experience
Cultural sensitivity Can lead people from many cultures, nationalities, and
backgrounds
Decision making Successful strategic planner across different
international situations
Delegation Delegates effectively in cross-cultural contexts
Line management Record of success in overseas projects and
assignments
Mental maturity Possesses the endurance required for the rigors of
foreign postings and travel
Multidimensional perspective Extensive multi-functional, multi-country, and multi-
environment experience
Negotiation Record of successful business negotiations in
multicultural contexts
Resourcefulness Record of acceptance by government and business
elite in various countries
Team-building Record of creating culturally diverse work groups that
meet firm goals
Vision Quickly spots and responds to threats and
opportunities in various countries
Adapted from: Tarique, I., Briscoe, D., & Schuler, R. (2016). International Human Resource
Management: Policies and Practices for Multinational Enterprises (5th ed.). New York, NY:
Routledge.
CONCEPTUAL BUILDING BLOCKS

Underpinning many of the issues discussed so far are management concepts related to
how firms develop and grow internationally. In this final section, we present many of these
concepts. Some we will cover in more detail later in the book while others will provide a
frame of reference that will help you understand material in subsequent chapters.
THE IMPACT OF CULTURE
As we have suggested, culture can impact just about everything associated with managing
people. International management expert Geert Hofstede defined culture as “‘the collective
programming of the mind which distinguishes one group or category of people from another.’ We infer
this ‘programming’ by observing people behave and culture’s conceptual usefulness depends
on how well it can predict people’s actions. Complicating matters is that managers may
not fully recognize the impact of culture on their own views and behaviors, much less their
subordinates.”30
Culture’s components and manifestations include everything from values and attitudes
to manners, customs, social structure, business practices, communication norms, and even
what is considered “good taste” (e.g., in the arts). Moreover, large cultural differences
may exist within countries. And recent research suggests that it might be better to view
cultural differences as embedded in a mosaic of dimensions that should shape and inform
strategies for managing employees across borders. These could include how economic,
financial, legal, and political systems vary across countries as well as national differences in
demographic characteristics and knowledge production.31
More specifically, culture can shape everything from how employees expect to be treated
to how expatriates adapt, to the international strategies executives create and even to the
dividends that firms pay. Likewise, human resource practices, organization structures,
negotiation tactics, and leadership styles are impacted by culture and can vary widely
across countries. Cultural differences in beliefs about the importance of work may
shape employee motivation in ways that are reflected in national economic growth rates.
Even the reasons that entrepreneurs start new firms may reflect cultural influences. In
Indonesia, for instance, interest in entrepreneurship tends to be more linked to concerns
about social status (e.g., gaining face from being successful) than it is in the U.S. Yet the
impact of cultural differences depends, in part, on how managers respond. For example,
not understanding how to motivate foreign employees can result in bad outcomes while
adapting management styles to match local values may lead to outstanding performance.
Likewise, foreign subsidiaries perform better when employees are managed in ways aligned
with local culture.32
Unfortunately, many international managers underestimate the difficulty and time needed
to effectively bridge cultural differences. Culture is complex and always evolving—a good
example is the increasing individualism of many younger Chinese employees. Indeed,
individuals may not espouse the values of their “traditional” cultural groups. For instance,
it’s not hard to find Americans who have a collectivistic outlook (versus being self-
absorbed individualists) or Japanese who are obsessed with individual achievement (versus
being group-oriented conformists).33
Put simply, international managers should resist oversimplifying culture. For instance,
some feel that it’s possible to manage everyone the same way everywhere. Yet the belief
that people everywhere are increasingly thinking and acting alike, referred to as cultural
convergence, is unlikely to be achieved anytime soon. To the contrary, globalization and other
forces have actually intensified the desire of employees to adhere to their cultural traditions
in some cases.34
Perhaps the most common oversimplification is when managers treat cultural differences
as broad-brush labels that can be applied to people with little or no analysis. While easy
to use for giving managers a rough impression of different cultures, relying on labels
is problematic to say the least. Part of the problem is that in developing guidance for
managers, experts sometimes reduce cultural complexities to generic categories that are
easier to grasp. Nevertheless, categories and labels, however helpful, do not fully describe
the nuances and complexities associated with specific cultures.35
MULTINATIONALS
In this last section, we discuss the history and evolution of international corporations before
presenting basic strategic options for tackling global markets. A general grasp of how
companies approach international markets should prove helpful as you read subsequent
chapters.
The term multinational refers to a large, well-developed international firm operating

in many foreign locations—European consumer products giant Unilever is a good
example. Multinationals spend significant resources abroad (e.g., building production
facilities) and their worldwide impact is staggering. Recent estimates suggest that
there are over 80,000 multinationals worldwide, with roughly ten times as many
foreign subsidiaries. Over half of the largest 100 “economies” in the world are
multinationals.36
Some multinationals compete in industries where they can basically sell the same
products everywhere, while others must tailor their products extensively to meet
local demands. Multinationals may also operate differently within industries. Some
embrace standardization, using similar structures, technologies, and management
practices everywhere. “Home” is the country where the headquarters resides and
where key decisions are made. Other multinationals give local subsidiaries freedom
to make decisions and better serve local needs. Headquarters may offer guidance, but
local managers make operational decisions rather than expatriates from the home
country.37
Regardless, multinationals have evolved considerably over the past century. From 1900 to
1960, multinationals usually did all innovating in their home countries. Later, they began
to realize that good ideas can come from anywhere. Starting in the 1970s and 1980s, firms
began setting up R&D units overseas to capture ideas in key markets. Still, such outposts
sometimes had trouble attracting headquarters’ attention. Since the 1990s, multinationals
have pursued new ideas in a more “democratic” fashion, especially from parts of the firm
directly connected to customers. Today, many multinationals feel their best ideas will
come from the periphery of the company, rather than its center. Nevertheless, how best to
leverage such ideas remains an important challenge for management.38
STAGES IN INTERNATIONAL FIRM DEVELOPMENT
Many companies evolve through stages as they expand their international footprints.
As they gain experience overseas, firms’ involvement in international markets grows,
allowing them to tackle more complex foreign operations. Small companies often step into
international markets by exporting, an option not requiring expensive foreign facilities.
Eventually, some companies transition from exporting to building facilities overseas. That
said, firms may jump over developmental stages or not follow a clear series of development
steps (e.g., by making overseas acquisitions). Indeed, some multinationals from emerging
economies have taken a more rapid developmental path than their counterparts in
developed countries—something we will explore later. Nevertheless, many firms develop
through distinct stages as they become more sophisticated internationally. Again, these
stages will be covered in more detail later in the book.39
STAGE 1: EXPORTING OVERSEAS

Domestic firms often begin their international experiences by exporting. Firms usually
rely on small internal staffs to handle exporting activities or use consulting firms with the
expertise in foreign contracts, currency hassles, and letters of credit. For instance, clothing
retailer L. L. Bean initially served just the U.S. market, but later started exporting to foreign
customers.40
Table 1.3 Typical Developmental Stages in Company Internationalization

Level of International Human Resource
Stage Title/Focus Management Sophistication Required
Stage 1 Exporting overseas Lower
Stage 2 Foreign sales subsidiaries/
sales offices
Stage 3 Contracting/subcontracting/
franchising/licensing
Stage 4 Wholly owned foreign
subsidiaries
Stage 5 International alliances/
joint ventures/mergers/
acquisitions/partnerships Higher
Adapted from: Tarique, I., Briscoe, D., & Schuler, R. (2016). International Human Resource
Management: Policies and Practices for Multinational Enterprises (5th ed.). New York, NY:
Routledge.
STAGE 2: SALES SUBSIDIARIES

Once overseas sales are growing significantly, companies may establish overseas distributors
or representatives to market their products and provide customer service. For instance,
thanks to strong export growth in overseas markets, American motorcycle maker Harley-
Davidson began setting up overseas offices and retail outlets for better marketing and sales
support.41
STAGE 3: CONTRACTING/SUBCONTRACTING/FRANCHISING/LICENSING
Another option is licensing, a contractual agreement in which one firm (the licensor)
sells a foreign company (the licensee) the right to use its brand names, trademarks,
copyrights, patents, manufacturing technology, or any other intellectual property. For
instance, Harley-Davidson has licensed logos and its brand name to clothing manufacturers
around the world. Franchising is a more elaborate version of licensing. Imagine having
an agreement that allows a foreign entrepreneur or firm to operate a business using the
methods, procedures, products, trademarks, and marketing strategies created by another
company. McDonald’s is a good example of a well-known franchisor operating all over
the world. Another popular option is contract manufacturing—which allows companies to
outsource some or all of their manufacturing operations to foreign firms, thereby avoiding
the expense of owning factories and the employees needed to run them. For instance,
California-based Vizio, Inc., a provider of inexpensive flat panel TVs, relies completely on
Asian contract manufacturers to make its products.42
STAGE 4: WHOLLY OWNED FOREIGN SUBSIDIARIES

Firms that decide to build or acquire subsidiaries in foreign markets have reached this stage.
Often, firms want the control that comes with ownership, though foreign subsidiaries
perform best when run by local employees steeped in local market know-how. Indeed,
foreign subsidiaries in Stage 4 firms often focus on supporting the national or regional
market where they are located. To enter the Brazilian market, American retailer J. C.
Penney purchased local store chain Lojas Renner. Along with Lojas Renner’s Brazilian
managers, J. C. Penney also kept the Lojas Renner name on its new stores to capitalize on
local expertise and reputation. Likewise, Dutch retailer Ahold operates under different store
names overseas, emphasizing local brands in the countries where it does business.43
STAGE 5: ALLIANCES, JOINT VENTURES, MERGERS/ACQUISITIONS

Some firms prefer to enter foreign markets by acquiring or merging with foreign
companies—typically a speedier option than building foreign facilities from scratch.
That said, such deals can ruffle local feathers, are complicated to execute, and can prove
tantamount to buying problems. And international mergers can be particularly thorny
from a management perspective given the operational and cultural integration required.44
Another challenging set of options for the most sophisticated multinationals involves
connecting with other firms to mutually leverage combined resources, be they people,
technology, expertise, or facilities. For example, joint ventures are separate entities created
and resourced by both partnering firms. These are a popular type of partnership because
they give multinationals access to resources that are too expensive to secure alone. Car
companies have repeatedly formed joint ventures to develop new engines, tapping
their collective expertise while reducing costs. Less formal arrangements may include
partnerships or alliances aimed at solving specific technical challenges or completing special
projects that are mutually beneficial. For instance, Wal-Mart’s partnership with Indian
retailer Bharti Enterprises allowed it to gain a toehold in the Indian market. Building trust
is a big challenge with international alliances and partnerships, particularly when cultural
differences exist. Overcoming trust issues increases the odds that alliances and partnerships
will flourish.45
THE PATH OF DEVELOPING COUNTRY MULTINATIONALS
Multinationals that grew up in developing countries where many disadvantages exist (e.g.,
political instability, lousy infrastructures, weak legal systems) may not evolve through the
stages we sketched out above. But the adversity they face in their home markets may make
multinationals from developing countries stronger and nimbler competitors. Multinationals
based in developing countries are often very quick to expand overseas, aggressively building
their capabilities by acquiring or forming partnerships with more established multinationals
from developed nations. That’s exactly what Chinese energy firms, including Chinalco,
China National Petroleum Corp, CNOOC, and Sinopec, have done in recent years, often
to impressive effect.46
STRATEGIC CHOICES FOR INTERNATIONAL

BUSINESS
Speaking of competition, multinationals typically follow a corporate strategy to guide their
business across countries. Indeed, some multinationals use several strategies depending
on the needs of particular business units. For instance, General Electric has international
business units in appliances, jet engines, lighting, and medical diagnostic systems, among
others. The extent to which GE tailors its products to local customer preferences varies
across these units based on industry and competitive demands.47
GLOBAL INTEGRATION AND LOCAL RESPONSIVENESS
Multinationals face various levels of pressure for local responsiveness. For some industries
such as food, tailoring to meet market-specific customer preferences is critical. Food
preferences vary widely and reflect cultural differences. While pizza is found in many
countries, squid is a topping found mostly in Asia. Sometimes local customization pressures
come from nation-specific regulations governing certain products (e.g., pharmaceuticals).
On the other hand, computer chip companies can sell identical products anywhere. The
pressure for global integration also varies. In some industries, multinationals face powerful
competitors that cause them to pursue tremendous efficiencies and economies of scale
(e.g., concentrating production in low-wage locations) to cut costs and respond quickly
to competitive threats. When multinationals have superior products and face weak
competition, however, there is little pressure for integration, at least not until stronger
competitors emerge. In short, the five corporate strategies typically used by multinationals
are a direct response to industry pressures for global integration and local responsiveness.
Figure 1.1 presents these strategies graphically.48
THE INTERNATIONAL STRATEGY

Multinationals facing little competitive pressure to tailor products across markets or to
become highly efficient often pursue an international strategy that involves selling similar
products everywhere. Product development largely occurs in their home market with
headquarters making key decisions. For instance, Harley-Davidson earns most of its
revenues in the U.S. But it has also done well distributing its American-made motorcycles
overseas. In 2009, the firm started selling expensive models in India, where no competition
exists for “luxury” motorcycles. Likewise, Procter & Gamble (P&G) used to develop all
its products in the U.S. and then sold overseas. Today, facing much tougher competition,
P&G no longer uses the international strategy. Yet in specialized niches, firms can dominate
with the international strategy. For example, smaller German firms have combined
engineering prowess, sophisticated information technology, and employees with world-class
manufacturing skills to make some of the finest industrial equipment anywhere while not
HIGH
Central control,
Global Strategy Transnational Strategy
integration across
operations needed for Industry example: Industry example:
increased efficiency Computer chips Pharmaceuticals
Industry Pressure for Regional Strategy

Global Integration and Industry example:
Efficiency Automobiles
LOW
Cost reduction and International Strategy Multidomestic Strategy
efficiencies associated Industry example: Industry example:
with central control, Some industrial equipment Certain food products
integration not
imperative
LOW HIGH
Identical products or Products or services
Industry Pressure for
services can be sold must be tailored to
Local Responsiveness
everywhere in the demanding market-
same fashion specific preferences
Figure 1.1 International Strategy Options: Horses for Courses

Adapted from: Beamish, P. W., Morrison, A. J., Rosenzweig, P. M., & Inken, A. C. (2000). International
Management: Text and Cases (4th ed.). Burr Ridge, IL: Irwin McGraw-Hill, p. 143; Daniels, J. D., &
Radebaugh, L. H. (2001). International Business: Environments and Operations (9th ed.). Upper
Saddle River, NJ: Prentice-Hall, p. 529; Hill, C. W. L. (2008). Global Business Today (5th ed.). New
York, NY: McGraw-Hill/Irwin.
worrying too much about costs. Customers seek out these German firms, such as KUKA, a
robotics company, for specific industrial needs.49
THE MULTIDOMESTIC STRATEGY

However, some multinationals face pressure to tailor products and services to meet
local preferences while integration and efficiency needs remain low. In such cases, a
multidomestic strategy may be best, one that aligns products and services to customer
preferences in specific foreign markets. With a multidomestic strategy, country managers
have latitude to address local preferences, resulting in product variations across countries.
Yet local independence can lead to inefficiency, costly duplication, and poor information
sharing across markets. For instance, at one point country managers at beauty giant Avon
were developing unique products in their local markets. The result was soaring costs and
product proliferation (e.g., 13,000 products just in Mexico alone). So Avon dropped its
multidomestic approach, centralizing marketing and manufacturing globally to save money.
Once strong competitors or business problems emerge, pressures for efficiency and cost
saving make the multidomestic strategy less attractive.50
That said, the need to respond to different local preferences may offset any advantages
from centralized or integrated operations. For instance, centralized manufacturing of food
products makes little sense for Nestlé and Unilever. Shipping costs would wipe out savings
from economies of scale while centralization would make it much harder to tailor products
to begin with.51
THE GLOBAL STRATEGY

Nevertheless, in industries where the same products or services can be sold everywhere,
global integration is critical for profitability. In such cases, a global strategy is a good
option. For instance, Boeing sells the same airliners worldwide to all customers, with just a
few limited options (e.g., for cabin seating layouts).52
With the global strategy, firm headquarters keeps control over worldwide operations to
maximize efficiencies, economies of scale, and product quality. For example, chip giant Intel
concentrates plants in a few countries (e.g., China, United States, Ireland), but ships the
same products worldwide. Intel must support its most important customers while keeping
costs low and margins high.53
Boeing also centralizes its design and manufacturing process. The firm’s center in Moscow
designs plane parts and coordinates the activities of foreign suppliers such as Mitsubishi. All
Boeing planes are assembled in the U.S. (with many parts coming from foreign suppliers
and partners) and then exported to airlines on a global basis.54
However, effectively coordinating dispersed international operations can prove challenging

with the global strategy. Consider Boeing’s experience with the 787 Dreamliner. Costly to
develop, Boeing asked a large number of firms, many of them foreign, to design and make
Dreamliner components while also taking on the financial risks in doing so. This complex
mix of suppliers created huge management headaches, missed deadlines and quality
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GRESHAM, MATILDA (MCGRAIN) (MRS

WALTER QUINTIN GRESHAM). Life of Walter
Quintin Gresham, 1832–1895. 2v *$7.50 Rand
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GREY, EDWARD GREY, 1st viscount.

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Harper
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GRIFFIS, WILLIAM ELLIOT. Swiss fairy tales.

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+ Booklist 17:52 N ’20
“Although one feels the need for a more extended discussion of

many of the points, there is left in the mind of the reader the
conviction, nevertheless, that Mr Griffith has sought to present the
facts in as simple and untangled a form as possible, with the specific
purpose in mind of establishing a workable pedagogy on the
psychological principles developed. One feels that he has succeeded
in his purpose in an admirable degree.”
+ El School J 21:236 N ’20 640w

N Y P L New Tech Bks p67 Jl ’20 80w
“Written in a concise and convincing manner. It is the kind of a
book that teachers of drawing, design and applied arts should read
and absorb. It will connect them with the technique of teaching.”
+ School Arts Magazine 20:41 S ’20 120w
GRIFFITHS, GERTRUDE (MRS PERCIVAL

GRIFFITHS). Lure of the manor. *$1.75 (1½c)
Duffield
A20–1264
The story opens in England but soon shifts to America, there to be

played out in a quaint old-time South Carolina setting. At the close of
the Civil war, General Sutledge of the Confederate army had retired
from the world, and his three daughters had continued to follow his
example, living and dressing in the style of the sixties. To them
comes the Honorable Patricia Denham, daughter of an adored and
much younger sister who had married a British peer. This sister,
Millicent, is a cold, heartless woman, engaged in her own love affairs
and indifferent to her children. It is partly to escape her that Patricia
comes to America. Peter d’Eresby, who has been in love with
Millicent, also comes to America. Patricia marries a rich northerner,
who has been looked down upon by the three impoverished old
southern aristocrats. Peter marries Sophia, a young Sutledge cousin
and to the end the three elderly sisters are kept in ignorance of
Millicent’s real character.
“A romance written with amusing naïveté and some freshness.”
+ − Booklist 17:32 O ’20

“A very uneven story, amateurish at times and very much too long
but by no means devoid of merit. It suffers from the fact that it has
two heroines, the story of one of them being fairly interesting, while
that of the other is dull, and the connection between them seeming
forced and artificial.”
+ − N Y Times 25:21 Jl 11 ’20 400w
“‘The lure of the manor’ reads unevenly and strikes the reader as
being considerably too long. Strengthening of the story could be
obtained through elimination of that which gives an impression of
being artificial and exaggerated.”
+ − Springf’d Republican p9a O 24 ’20 190w
GRIMSHAW, BEATRICE ETHEL. Terrible

island. *$1.75 (3c) Macmillan
20–19507
This adventure story of the South seas has two mysteries, the
mystery of “Lady Mary” who walks up out of the sea and the mystery
of Ku-Ku’s island. Lady Mary is suffering from amnesia. She doesn’t
know who she is or how she came to her present plight. All that she
can remember is a meaningless string of words, which her listeners
rightly interpret as the directions for finding the half-legendary Ku-
Ku’s island, reputed to be rich in the valuable red shell that passes as
currency in the islands. The three men, with Sapphira Gregg and the
girl from the sea, set out in search of it and then begin their
adventures on the terrible island. In the end they conquer all
obstacles, including the mysterious blindness that inflicts those who
land on the island. Lady Mary’s memory is restored, and two
romances come to a satisfactory conclusion.
Ath p194 F 6 ’20 90w

+ Booklist 17:157 Ja ’21
“The scheme of the story is very good, but it is so tangled up in

verbiage and moralizing that one loses interest, and wishes the
author had made another of the group her mouthpiece.”
+ − Boston Transcript p7 D 4 ’20 230w
“It is a capital tale, quite novel in its plot and incident, and with
amusing character depiction as well as the thrill of adventure.”
+ Outlook 126:600 D 1 ’20 50w
“The narrative is set forth interestingly and with some humor.”
+ Springf’d Republican p7a N 28 ’20 170w
“She shows her tact in the touches of individuality that she gives to
characters who have to be drawn broadly. So much is she in
sympathy with them, and so clearly does she see the situations in
which they find themselves, that they come to respond by creating
their own difficulties for her to write about. This seems to be the
secret of her fertility of invention. For a lady not in her first book she
is most prodigal of her good things.”
+ The Times [London] Lit Sup p85 F 5
’20 630w
GROGAN, GERALD. William Pollok, and other

tales. *$1.50 (2c) Lane
20–7728
This volume of short stories opens with a memoir of the author,

who was killed in 1918. As the son of a soldier he led a wandering life
in childhood, and later his work as a mining engineer took him to
Mexico, where the scenes of most of these stories are laid. Only one
is a story of the war. The collection opens with a series of eight tales,
The trials and triumphs of William Pollok, mine superintendent. The
other titles are: Encinillas; The faith of Henderson; A warm corner in
Mexico; The casting vote; The subjugation of the Skettering; The
failure; The cat; The weregeld; A moral victory.
+ Ath p1386 D 19 ’19 80w
“He wrote well because he lived well and fully, he depicted

character in an entertaining fashion because he knew men. He has
produced a group of stories worth reading more than once.” G. H. C.
+ Boston Transcript p11 My 15 ’20 500w

“When his feet are off the romantic soil of Mexico, Mr Grogan
seems less at home. One story, however—his latest—is distinguished
by a quality only a little short of genius. It is a vision of the wars of
the future. The story is a prophecy that may be fulfilled in a happier
day; it is Gerald Grogan’s chief contribution to literature.”
+ N Y Times 25:25 Je 27 ’20 430w
“They have the excessive cleverness of the young writer, who will
not tell a plain tale. Nevertheless the book is full of vitality; and
readers to whom this quality, even if it goes with some immaturity, is
the all-important one will enjoy the book.”
+ − The Times [London] Lit Sup p698 N 27

’19 280w
GROSSMANN, LOUIS. Aims of teaching in

Jewish schools; a handbook for teachers. (Isaac M.
Wise centenary publication) *$1.50 Bloch 377
19–27517
“Dr G. Stanley Hall, who contributes the introduction, pronounces

this ‘by far the best treatise on religious pedagogy that has anywhere
yet appeared. It places religious education on its proper scientific
and constructive basis.’ Something over half of the volume is devoted
to the successive stages in the child’s advancement from the
kindergarten to the eighth grade. The latter part is devoted to special
phases such as the use of stories, the textbook, the Hebrew language,
music, etc.”—Am J Soc
“The discussions are rather general to constitute a ‘handbook,’ but
they make good reading for anyone who is interested in recent
pedagogy and modernist religion.” F. R. Clow
+ Am J Soc 25:502 Ja ’20 340w
“Designed as a teacher’s handbook, but it has a broader interest.”
+ Booklist 16:42 N ’19
“A very complete outline for the teacher in the religious school.”
+ Cleveland p55 My ’20 50w
[2]
GROVE, SIR GEORGE. Grove’s dictionary of
music and musicians; Waldo Selden Pratt, editor,
Charles N. Boyd, associate editor. il *$6 Macmillan
780.3
This American supplement adds a sixth volume to Grove’s

dictionary of music. It is made up of two parts, the first consisting of
an historical introduction with chronological register of names; the
second of Personal and descriptive articles and alphabetical index.
The register in Part I gives brief reference to about 1700 persons. In
the descriptive articles of the second part there is more extended
treatment of some 700 of these, with cross references from one
section to the other, Canadian musicians are included under the term
American and to a limited extent Latin American names have been
included. The preface states further: “Inasmuch as the latest edition
of Grove’s dictionary was issued ten to fifteen years ago, the
publishers desired that this volume should include continuations of
those articles that relate to the more conspicuous foreign
musicians.... Accordingly, in the dictionary proper will be found
statements regarding more than a hundred musicians who are
entirely outside the American field.”
GROZIER, EDWIN ATKINS, ed. One hundred

best novels condensed. 4v il *$5; ea *$1.50 Harper
808.3
20–6493
A series of books giving synopses of one hundred works of fiction.

They have been prepared under the direction of the literary editor of
the Boston Post, assisted by Charles E. L. Wingate and Charles H.
Lincoln, various writers contributing to the contents, among them
John Kendrick Bangs, George S. Barton, Sara Ware Bassett, Alfred S.
Clark and James B. Connolly. There is no ordered plan of
arrangement and the word novel is given a broad interpretation to
embrace the “Iliad,” “Pilgrim’s progress” and “Alice in Wonderland.”
Famous translations are included in addition to all the well-known
English novels. A biographical sketch and portrait of each author is
provided.
“Perhaps the best condensation of all is that of ‘Far from the

madding crowd.’ Many of the synopses approach this, but some fall
far behind it in quality.” A. A. W.
+ − Boston Transcript p4 My 12 ’20 500w

“As for giving any real idea of the originals, these condensations
are about as satisfying as the description of a banquet would be to a
starving man.”
− N Y Times 25:244 My 9 ’20 800w
GUILD, ROY BERGEN, ed. Community

programs for cooperating churches; a manual of
principles and methods. *$1.90 Assn. press 261
20–17803
The book contains the reports of the Church and community

convention held in Cleveland, June 1–3, 1920, under the joint
auspices of the Commission on councils of churches of the Federal
council of churches of Christ in America, and the Association of
executive secretaries of church federations, and contains: Principles
and methods of organization; Survey, program, and comity;
Evangelism; Social service; Religious education; Missions;
International justice and good-will; Religious publicity; Securing and
training executive secretaries; “The church and its new cooperative
power,” by Dr Robert E. Speer; “The spiritual basis for the unity of
the churches,” by Rev. M. Ashby Jones, D.D.; Appendix.
+ Booklist 17:92 D ’20
“The book is a practical manual for those interested in interchurch

work.”
+ Boston Transcript p9 D 1 ’20 630w
N Y Evening Post p13 O 30 ’20 100w
GUILD, THACHER HOWLAND. Power of a

god, and other one-act plays. il $1.25 Univ. of Ill. 812
20–84
The volume is a memorial to the author, an account of his short

career as a dramatist and his early death in 1914, and contains,
besides the plays, a tribute from Prof. George P. Baker of Harvard
university; Preparation days at Brown, by Prof. Thomas Crosby, jr.,
Brown university; The fullness of his life, by Prof. Stuart P. Sherman,
University of Illinois; Dramatic reminiscenses, by F. K. W. Drury,
University of Illinois library; and a bibliography. The title play shows
a scene in the office of a celebrated surgeon who has taken up mental
therapy and in his practice of it, finds himself before the alternative,
for the love of a woman, to use his power as a “god” or as a “devil.”
After much soul anguish he chooses the better way. The other plays
are: The class of ’56; The higher good; and The portrait.
“At least the first two plays are distinctly above the average in their
realistic dialogue. The eloquent and sympathetic introduction by
Professor Baker, of Harvard, adds to the value of the book.”
+ Cath World 111:698 Ag ’20 90w
“Each [play] is interesting and each has distinct merits, while as a

whole they display a steady growth in literary power and technical
expertness.”
+ N Y Evening Post p2 F 14 ’20 500w
[2]
GUILLAUMIN, EMILE. Life of a simple man;
tr. by Margaret Holden. *$2 Stokes
“The good brown earth, the sheep and the swine; stretches of
sparkling, bedewed meadows with perfumed masses of golden
broom, white daisies and honeysuckle.... From such a background
Emile Guillaumin has drawn ‘La vie d’un simple.’ Small wonder that
a simple man speaks from its pages. The book is called a novel. In
reality it is a biography and, as it happens, one with only a slight vista
into the realm of Eros. The author tells us that Tiennon is his
neighbor, but it is suggested in a foreword by Mr Garnett that
Guillaumin has attempted a portraiture of his own father. At any rate
it is interesting to observe that the book received an award from
l’Académie Française in 1904, and that the author is a peasant,
unschooled, in our modern sense of the word, whose life has been
spent in a town of some 1,800 inhabitants, and who has ‘remained
faithful to the soil’ in spite of literary laurels.”—N Y Times
+ Ath p1050 O 17 ’19 50w
“For those who evaluate standards of living in terms of their

simplicity, reality and intensity, the farmer Tiennon, as he stands
revealed in ‘The life of a simple man,’ will find a place with friendly
philosophers of the highways and byways.”
+ N Y Times p26 Ja 9 ’21 550w
“Invaluable to us as a standard of comparison, quite apart from its

charm as a human document.”
+ The Times [London] Lit Sup p600 O 30

’19 1050w
GUITERMAN, ARTHUR. Ballads of old New

York. il *$1.50 Harper 811
20–3010
In this collection of ballads, the author tells us, he has been

“martialing the varied traditions of New York and its neighborhood,
piecing together colorful stories of the past for those who are to
inherit the future.” And in the prologue he bids us “Hear! for I carol
in lilting rhymes rollicking lays of the good old times!” The contents
are grouped under the headings: Dutch period; English colonial
period; Revolutionary period; and Miscellaneous, and the verses are
interspersed by descriptive prose paragraphs by way of interludes.
The illustrations are pen and ink sketches by J. Scott Williams.
“A delightfully whimsical book.”
+ Booklist 16:234 Ap ’20
“The book is a happy book, done by a genuine lover and historian

of the greatest city in the new world. Washington Irving would have

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International Organizational Behavior:

Transcending Borders and Cultures

International Organizational Behavior: Transcending

Organizational Behavior 1st Edition – Ebook PDF Version

Essentials of Organizational Behavior – Ebook PDF

Essentials of Organizational Behavior 14th Edition –

Organizational Behavior 17th Edition, (Ebook PDF)

Organizational Behavior 8th Edition, (Ebook PDF)

Understanding and Managing Organizational Behavior 6th

(eBook PDF) Organizational Behavior by Mitchell J.

1 INTERNATIONAL ORGANIZATIONAL BEHAVIOR:

2 CULTURAL FRAMEWORKS: UNDERSTANDING ATTITUDES,

3 MANAGING CONFLICT WITH EFFECTIVE COMMUNICATION

4 MOTIVATING EMPLOYEES ACROSS CULTURE AND BORDERS 133

5 EFFECTIVE LEADERSHIP IN A MULTICULTURAL

6 MANAGING DIVERSITY IN MULTICULTURAL TEAMS

7 SELECTION AND STAFFING OF INTERNATIONAL EMPLOYEES 247

8 EVALUATING AND COMPENSATING INTERNATIONAL

9 EFFECTIVE MANAGEMENT OF GLOBAL ETHICS

6.6 Thinking about an International Partnership? Issues to Consider 223

1. INTERNATIONAL ORGANIZATIONAL BEHAVIOR:

2. CULTURAL FRAMEWORKS: UNDERSTANDING

3. MANAGING CONFLICT WITH EFFECTIVE

CHAPTER AND BOOK GOALS

GLOBALIZATION: THE RISE AND ADVANCE

INTERNATIONAL CHALLENGES IN DOING

EMERGING MARKET COMPLEXITY: THE CASE OF CHINA

ANOTHER HEADACHE: CURRENCY VOLATILITY

A major headache facing international managers is rapid changes in currency values,

Consequently, international managers must pay attention to currency swings to avoid

OFFSHORING AND ONSHORING TRENDS

So there may never be another Philippines or India—countries able to move millions

THE BEST TALENT WINS

RISING WORKFORCE DIVERSITY

INTERNATIONAL ORGANIZATIONAL BEHAVIOR: A SKILLS PROFILE

Building an international workforce staffed by open-minded, flexible people who can

Table 1.2 International Organizational Behavior for Managers: Desired Skills and

CONCEPTUAL BUILDING BLOCKS

THE IMPACT OF CULTURE

The term multinational refers to a large, well-developed international firm operating

STAGES IN INTERNATIONAL FIRM DEVELOPMENT

STAGE 1: EXPORTING OVERSEAS

Table 1.3 Typical Developmental Stages in Company Internationalization

STAGE 2: SALES SUBSIDIARIES

STAGE 4: WHOLLY OWNED FOREIGN SUBSIDIARIES

STAGE 5: ALLIANCES, JOINT VENTURES, MERGERS/ACQUISITIONS

THE PATH OF DEVELOPING COUNTRY MULTINATIONALS

STRATEGIC CHOICES FOR INTERNATIONAL

GLOBAL INTEGRATION AND LOCAL RESPONSIVENESS

THE INTERNATIONAL STRATEGY

Industry Pressure for Regional Strategy

Figure 1.1 International Strategy Options: Horses for Courses

THE MULTIDOMESTIC STRATEGY

THE GLOBAL STRATEGY

However, effectively coordinating dispersed international operations can prove challenging

“The present work is of special interest in that it gives the feminine

+ R of Rs 61:559 My ’20 60w

“About the letters there is a marked and pleasing individuality.”

+ Springf’d Republican p10 Ap 16 ’20

GRESHAM, MATILDA (MCGRAIN) (MRS

“An unusual career, even for America, known as the land of

Booklist 16:344 Jl ’20

“A veritable source book of American history.” F. B. N.

4 MOTIVATING EMPLOYEES ACROSS CULTURE AND BORDERS 133

7 SELECTION AND STAFFING OF INTERNATIONAL EMPLOYEES 247

6.6 Thinking about an International Partnership? Issues to Consider 223

1. INTERNATIONAL ORGANIZATIONAL BEHAVIOR:

2. CULTURAL FRAMEWORKS: UNDERSTANDING

3. MANAGING CONFLICT WITH EFFECTIVE

Table 1.2 International Organizational Behavior for Managers: Desired Skills and