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Contents
Preface xiii Exercises 34 • Experiential

Exercise 34 • Internet Resources 34
Part 1 The Global Manager’s E Case Study: Apple’s iPhones—Not
Environment 1 “Made in America” 34
Chapter 1 Assessing the Environment: Chapter 2 Managing Interdependence:

Political, Economic, Legal, Social Responsibility, Ethics,
Technological 2 Sustainability 38
Opening Profile: The Globalization of Risk 3 Opening Profile: McDonald’s CSR Experience
The Global Business Environment 4 in China 39
Globalization 4 The Social Responsibility of MNCs 40
Global Trends 4 Under the Lens: Shareholders Pressure
Globality and Emerging Markets 5 Wal-Mart for Transparency about How Its
Backlash against Globalization 7 Suppliers Treat Workers 41
Effects of Institutions on Global Trade 8 CSR: Global Consensus or Regional
Effects of Globalization on Corporations 8 Variation? 43
Small and Medium-Sized Enterprises (SMEs) 10 From CSR to Shared Value? 44
Regional Trading Blocs 10 MNC Responsibility Toward Human Rights 44
The European Union (EU) 10 Comparative Management in Focus: Doing
Asia 12 Business in China—CSR and the Human
Comparative Management in Focus: China Rights Challenge 45
Helps Prop Up the Global Economy 12 Ethics in Global Management 47
The Americas 16 Ethics in Uses of Technology 50
Other Regions in the World 17 Bribery 52
The Russian Federation 17 Making the Right Decision 54
The Middle East 17 Managing Interdependence 56
Developing Economies 18 Foreign Subsidiaries in the United States 56
The African Union (AU) 18
Managing Subsidiary–Host Country
The Globalization of Information Interdependence 56
Technology 18
Managing Environmental Interdependence and
Management in Action: Intel Brings Changes Sustainability 59
to Vietnam’s Economy and Culture 19 Under the Lens: BP’s Sustainability Systems
The Globalization of Human Capital 19 Under Fire 61
The Global Manager’s Role 20 Management in Action: TerraCycle—Social
The Political and Economic Environment 21 Entrepreneurship Goes Global 62
Political Risk 22 Implementing Sustainability Strategies 62
Political Risk Assessment 24 Conclusion 63
Managing Political Risk 24 Summary of Key Points 64 • Discussion
Managing Terrorism Risk 25 Questions 64 • Application
Economic Risk 25 Exercise 65 • Experiential
The Legal Environment 26 Exercise 65 • Internet Resources 65
Contract Law 27 E Case Study: Nike’s CSR
Other Regulatory Issues 27 Challenge 66
The Technological Environment 28
Under the Lens: Information Technology (IT) 29 Comprehensive Cases PC1-1
Global E-Business 30 New: Case 1 An Ethics Role-Playing Case:
Stockholders versus Stakeholders PC1-1
Conclusion 32
New: Case 2 BlackBerry in International Markets:
Summary of Key Points 33 • Discussion
Balancing Business Interests and Host
Questions 33 • Application
Nations’ Security Concerns PC1-3
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viii Contents
Part 2 The Cultural Context of Global Under the Lens: Communicating in

Management 69 India—Language, Culture, Customs,
and Etiquette 116
Chapter 3 Understanding the Role of Under the Lens: How Feng Shui Affects
Culture 70 Business 124
Opening Profile: Adjusting Business to Saudi Context 126
Arabian Culture 71 Management in Action: Oriental Poker
Culture and Its Effects on Face: Eastern Deception or Western
Organizations 74 Inscrutability? 128
Societal Culture 74 Comparative Management in Focus:
Organizational Culture 75 Communicating with Arabs 129
Culture’s Effects on Management 75 Communication Channels 131
Influences on National Culture 78 Information Technology: Going Global and
Cultural Value Dimensions 78 Acting Local 134
Project GLOBE Cultural Dimensions 78 Under the Lens: Google’s “Street View”
Makes Friends in Japan but Clashes with
Under the Lens: Religion and the
European Culture 135
Workplace 79
Cultural Clusters 82 Managing Cross-Cultural
Communication 136
Hofstede’s Value Dimensions 84
Developing Cultural Sensitivity 136
Trompenaars’s Value Dimensions 86
Careful Encoding 136
Consequence or Cause? 87
Selective Transmission 137
Critical Operational Value Differences 88
Careful Decoding of Feedback 137
The Internet and Culture 89
Follow-up Actions 137
Management in Action: India’s IT Industry
Conclusion 138
Brings Cultural Changes 91
Summary of Key Points 138 • Discussion
Developing Cultural Profiles 92
Questions 139 • Application
Comparative Management in Focus: Exercises 139 • Experiential
Profiles in Culture—Japan, Germany, Latin Exercise 139 • Internet Resources 139
America 93
E Case Study: Miscommunications with
Culture and Management Styles Around the a Brazilian Auto Parts Manufacturer 140
World 98
Saudi Arabia 98 Chapter 5 Cross-cultural Negotiation and
Chinese Family Small Businesses 98 Decision Making 143
Under the Lens: Doing Business in Brazil— Opening Profile: Shiseido and Bare
Language, Culture, Customs, Escentuals—Cultural Conflicts in
and Etiquette 99 Negotiations 144
Conclusion 104 Negotiation 145
Summary of Key Points 104 • Discussion The Negotiation Process 145
Questions 105 • Application Stage One: Preparation 146
Exercises 105 • Experiential Variables in the Negotiating Process 146
Exercises 105 • Internet Resources 106 Stage Two: Relationship Building 147
E Case Study: Australia and New Nontask Sounding 147
Zealand: Doing Business with Stage Three: Exchanging Task-Related
Indonesia 106 Information 148
Stage Four: Persuasion 148
Chapter 4 Communicating Across Stage Five: Concessions and Agreement 149
Cultures 110 Management in Action: Cultural
Opening Profile: The Impact of Social Media Misunderstanding—The Danone-Wahaha
on Global Business 111 Joint Venture in China Splits after Years of
The Communication Process 112 Legal Dispute 150
Cultural Noise in the Communication Process 113 Understanding Negotiation Styles 151
The Culture–Communication Link 113 Successful Negotiators around the World 153
Trust in Communication 114 Comparing Profiles 155
The GLOBE Project 115 Managing Negotiation 155
Cultural Variables in the Communication Using the Internet to Support Negotiations 156
Process 115 E-Negotiations 157

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Managing Conflict Resolution 157 Step 3. Analyze Internal Factors 185

Comparative Management in Focus: Competitive Analysis 186
Negotiating with the Chinese 157 Strategic Decision-Making Models 188
Context in Negotiations 160 Step 4. Evaluate Global and International Strategic
Decision Making 161 Alternatives 189
The Influence of Culture on Decision Making 162 Approaches to World Markets 189
Global Strategy 189
Under the Lens: Negotiations and Decisions
Regionalization/Localization 190
to Save the Eurozone System 162
Global Integrative Strategies 191
Approaches to Decision Making 164
Using E-Business for Global Expansion 192
Comparative Management in Focus: Decision
E-Global or E-Local? 194
Making in Japanese Companies 165
Step 5. Evaluate Entry Strategy
Conclusion 167 Alternatives 195
Summary of Key Points 167 • Discussion Exporting 195
Questions 167 • Experiential Licensing 196
Exercise 168 • Internet Resources 168 Franchising 196
E Case Study: Facebook’s Continued Contract Manufacturing 196
Negotiations in China 169 Offshoring 197
Service Sector Outsourcing 197
Comprehensive Cases PC2-1 Turnkey Operations 198
Management Contracts 198
New: Case 3 Google’s Orkut in Brazil: What’s So
International Joint Ventures 200
Social about It? PC2-1
Fully Owned Subsidiaries 200
New: Case 4 MTV Networks: The Arabian E-Business 201
Challenge PC2-9 Step 6. Decide on Strategy 201
Part 3 Formulating and Implementing Comparative Management in Focus: Strategic

Planning for Emerging Markets 203
Strategy for International and
Timing Entry and Scheduling Expansions 210
Global Operations 171 The Influence of Culture on Strategic Choices 210
Chapter 6 Formulating Strategy 172 Conclusion 210
Opening Profile: Global Companies Take Summary of Key Points 211 • Discussion
Advantage of Opportunities in South Questions 211 • Application
Africa 173 Exercises 211 • Experiential
Reasons for Going International 176
Reactive Reasons 176 E Case Study: Search Engines in Global
Globalization of Competitors 176 Business 212
Trade Barriers 177
Regulations and Restrictions 177 Chapter 7 Implementing Strategy: Strategic
Customer Demands 177 Alliances; Small Businesses;
Proactive Reasons 177 Emerging Economy Firms 214
Economies of Scale 177 Opening Profile: From BP to Exxon: Beware
Growth Opportunities 177 the Alliance with the Bear 215
Resource Access and Cost Savings 178 Strategic Alliances 215
Incentives 178 Joint Ventures 216
Management in Action: Global Economic Equity Strategic Alliances 217
Downturn Causes Mexico’s Cemex to Non-Equity Strategic Alliances 217
Retrench 179 Global Strategic Alliances 217
Strategic Formulation Process 180 Global and Cross-Border Alliances: Motivations and
Steps in Developing International and Global Benefits 218
Strategies 180 Challenges in Implementing Global
Step 1. Establish Mission and Objectives 181 Alliances 219
Step 2. Assess External Environment 182 Implementing Alliances Between SMEs and
Institutional Effects on International MNCs 221
Competition 183 Under the Lens: Dancing with
Under the Lens: India Says No to Gorillas: How SMEs Can Internationalize
Foreign Ownership of through Relationships with Foreign
Multinationals 221
Supermarkets 184
Sources of Environmental Information 185 Guidelines for Successful Alliances 223

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Comparative Management in Focus: Joint Control Systems for Global Operations 257
Ventures in the Russian Federation 224 Under the Lens: FIFA—Restructuring for
Implementing Strategy 227 Governance Oversight of Ethics 258
Implementing Strategies for SMEs 227 Direct Coordinating Mechanisms 259
Under the Lens: Breaking Down Barriers for Indirect Coordinating Mechanisms 260
Small Business Exports 228 Managing Effective Monitoring Systems 261
Implementing a Global Sourcing Strategy 229 The Appropriateness of Monitoring and Reporting
Under the Lens: Global Supply Chain Risks— Systems 261
The Japanese Disaster 230 The Role of Information Systems 261
Implementing Strategies for Emerging Economy Evaluation Variables Across Countries 262
Firms 231 Conclusion 262
Challenges in Implementing Strategies in Emerging Summary of Key Points 262 • Discussion
Markets 232 Questions 263 • Application
Managing Performance in International Joint Exercises 263 • Experiential
Ventures 232 Exercise 263 • Internet Resources 263
Knowledge Management in IJVs 233
E Case Study: HSBC’s Global Reorganization
Government Influences on Strategic and Corporate Performance in 2012 264
Implementation 234
Cultural Influences on Strategic Comprehensive Cases PC3-1
Implementation 235 New: Case 5 Alibaba in 2011: Competing in China &
Management in Action: Mittal’s Marriage to Beyond PC3-1
Arcelor Breaks the Marwari Rules 236 New: Case 6 Carrefour’s Misadventure in
E-commerce Impact on Strategy Russia PC3-17
Implementation 237
New: Case 7 Walmart’s Expansion in Africa: A New
Conclusion 238 Exploration Strategy PC3-27
Summary of Key Points 238 • Discussion New: Case 8 Evaluating the Chrysler-Fiat Auto
Questions 238 • Application Alliance in 2012 PC3-33
E Case Study: The Nokia-Microsoft
Alliance in the Global Smartphone Industry
Part 4 Global Human Resources
(circa 2011) 239 Management 267
Chapter 8 Organization Structure and Control Chapter 9 Staffing, Training, and
Systems 241 Compensation for Global
Opening Profile: Kraft’s Post-Merger Operations 268
Integration and Reorganization 242 Opening Profile: Staffing Company
Organizational Structure 243 Operations in Emerging Markets 269
Evolution and Change in MNC Organizational Staffing for Global Operations 271
Structures 243 Under the Lens: Tata’s Staffing Challenges in
Under the Lens: Samsung Electronics the United States 273
Reorganizes to Fight Downturn 244 Managing Expatriates 278
Integrated Global Structures 245 Expatriate Selection 278
Organizing for Globalization 248 Expatriate Performance Management 279
Organizing to “Be Global, Act Local” 248 Expatriate Training and Development 280
Management in Action: Procter & Gamble’s Cross-cultural Training 282
“Think Globally-Act Locally” Structure—10 Culture Shock 282
Years of Success 250 Subculture Shock 284
Emergent Structural Forms 252 Training Techniques 284
Integrating Training with Global Orientation 285
Comparative Management in Focus: Changing
Organizational Structures of Emerging Compensating Expatriates 285
Market Companies 252 Training and Compensating Host-Country
Interorganizational Networks 253 Nationals 288
The Global E-Corporation Network Structure 253 Training HCNs 288
The Transnational Corporation (TNC) Network Management in Action: Success! Starbucks’
Structure 254 Java Style Helps to Recruit, Train, and Retain
Choice of Organizational Form 255 Local Managers in Beijing 289
Organizational Change and Design Variables 255 Compensating HCNs 291

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Comparative Management in Focus: IHRM Cross-Cultural Research on Motivation 330

Practices in Australia, Canada, China, The Meaning of Work 331
Indonesia, Japan, Latin America, Mexico, South The Needs Hierarchy in the International
Korea, Taiwan, and the United States 292 Context 333
Conclusion 294 Comparative Management in Focus:
Summary of Key Points 294 • Discussion Motivation in Mexico 334
Questions 294 • Application Under the Lens: Managing in
Exercises 294 • Experiential Russia—Motivation and Leadership
Exercise 295 • Internet Resources 295 Challenges 338
E Case Study: Kelly’s Assignment in Reward Systems 340
Japan 295 Leading 341
The Global Leader’s Role and
Chapter 10 Developing a Global Management Environment 341
Cadre 298 Under the Lens: Global Leaders from
Opening Profile: The Expat Life 299 India 343
Expatriate Career Management 300 The E-Business Effect on Leadership 344
Preparation, Adaptation, and Repatriation 301 Management in Action: Leadership in a
The Role of the Expatriate Spouse 302 Digital World 344
Expatriate Retention 303 Cross-Cultural Research on Leadership 345
The Role of Repatriation in Developing a Contingency Leadership: The Culture
Global Management Cadre 303 Variable 346
Knowledge Transfer 304 The GLOBE Project 346
Global Management Teams 306 Earlier Leadership Research 347
Under the Lens: Expatriates’ Careers Add to Conclusion 351
Knowledge Transfer 306 Summary of Key Points 351 • Discussion
“Virtual” Transnational Teams 308 Questions 351 • Application
Managing Transnational Teams 309 Exercises 352 • Experiential
Management in Action: The Role of Women in Exercise 352 • Internet Resources 352
International Management 312 E Case Study: The Olympus Debacle—
Working Within Local Labor Relations Western Leader Clashes with Japan’s
Systems 314 Corporate Leadership Style 352
The Impact of Unions on Businesses 314
Organized Labor Around the World 315 Comprehensive Cases PC4-1
Convergence Versus Divergence in Labor New: Case 9 Foreign Investment in Chinese Banking
Systems 317 Sector: HR Challenges PC4-1
Under the Lens: Vietnam—The Union Role in New: Case 10 Indra Nooyi: A Transcultural
Achieving Manufacturing Sustainability and Leader PC4-9
Global Competitiveness 318
Adapting to Local Industrial Relations Systems 320
The Nafta and Labor Relations in Mexico 321 Part 5 Integrative Section IC-1
Conclusion 321 Integrative Term Project IC-1
Comparative Management in Focus: Labor New: Integrative Case: Case 11 Mahindra
Relations in Germany 322 and Mahindra (B): An Emerging Global
Summary of Key Points 324 • Discussion Giant? IC-3
Questions 325 • Application New: Case 12 After the Breakup: The Troubled
Exercise 325 • Experiential Alliance Between Volkswagen and
Exercise 325 • Internet Resources 325 Suzuki IC-13
E Case Study: Expatriate Management at
AstraZeneca 325
Glossary 355
Endnotes 361
Chapter 11 Motivating and Leading 328 Name and Subject Index 377
Opening Profile: The EU Business Leader—
Myth or Reality? 329
Motivating 330

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Preface
Eighth Edition Changes

• Comprehensive cases: 11 of the 12 comprehensive cases are new and current; one is
a popular one from the seventh edition. The case selection provides increased coverage
of emerging markets and high-technology companies. A range of topics and geographic
locations is included, as well as an interactive Ethics Role Playing Case.
• Integrative Section: There are two new comprehensive cases in the Integrative sec-
tion that are exciting because they cover topics from throughout the book: Mahin-
dra and Mahindra, an “emerging” giant, and the Volkswagen-Suzuki breakup. In
addition, the popular Integrative Term Project has been retained.
• A new feature box called “Under the Lens” has been added—one or two in each
chapter. This feature gives an in-depth look at important aspects of the chapter subjects,
including, for example, “Doing Business in Brazil,” “How Feng Shui Affects Busi-
ness,” “Negotiations and Decisions to Save the Eurozone System,” and “How SMEs Can
Internationalize.”
• Maps added throughout.
• Chapter-Opening Profiles: Nine of the 11 Opening Profiles are new, keeping two
favorites. Examples are “The Globalization of Risk,” and “The Impact of Social
Media on Global Business.”
• Chapter-Ending Cases: There are eight new chapter-ending cases, keeping three
favorites. Examples are “Apple’s IPhone – Not ‘Made in America,’” and “Facebook’s
Continued Negotiations in China.”
• All of the “Comparative Management in Focus” sections have been revised and updated.
These provide in-depth comparative applications of chapter topics in a broad range of
specific countries or regions.
• All of the “Management in Action” boxes have been replaced or updated.
• New coverage of the global economic crisis and its effects on strategy has been added
throughout the eighth edition.
• Updated coverage of developments in globalization and its growing nationalist backlash.
• Expanded and updated coverage of management issues regarding emerging market
economies—in particular China, India, Brazil, and Russia.
• Expanded section on strategies for emerging markets.
• Added and expanded sections on small businesses and strategies for SMEs.
• Expanded sections on “born global” companies and on strategy models.
• NEW research data added on expatriate assignments and relocation.
The eighth edition of International Management: Managing Across Borders and Cultures
prepares students and practicing managers for careers in a dynamic global environment
wherein they will be responsible for effective strategic, organizational, and interpersonal manage-
ment. While managing within international and cross-cultural contexts has been the focus of this
text since the first edition, the eighth edition portrays the burgeoning level, scope, and complexity
of international business facing managers in the twenty-first century. The eighth edition explores
how recent developments and trends within a hypercompetitive global arena present managers
with challenging situations; it guides the reader as to what actions to take, and how to develop
the skills necessary to design and implement global strategies, to conduct effective cross-national
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xiv preface
interactions, and to manage daily operations in foreign subsidiaries. Companies of all sizes wish-
ing to operate overseas are faced with varied and dynamic environments in which they must
accurately assess the political, legal, technological, competitive, and cultural factors that shape
their strategies and operations. The fate of overseas operations depends greatly on the interna-
tional manager’s cultural skills and sensitivity, as well as the ability to carry out the company’s
strategy within the context of the host country’s business practices.
In the eighth edition, cross-cultural management and competitive strategy are evalu-
ated in the context of global changes—including the rapidly growing influence of technology,
e-business, and social media on business strategy and operations, including “born globals”; the
“Eurozone crisis”; the increasing trade among the Americas; and the emerging markets and
rapidly growing economies in Asia—that require new management applications. In the eighth
edition we have added focus on how rapidly developing economies, in particular the “BRICS,”
present the manager with challenging strategic decisions in an increasingly “flat world,” as
posited by Thomas Friedman. In addition, the eighth edition includes increased emphasis on
small- and medium-sized businesses and their strategies. Throughout, the text emphasizes how
the variable of culture interacts with other national and international factors to affect managerial
processes and behaviors. Concerns about corporate social responsibility (CSR), sustainability,
and ethics while operating in global locations are addressed at length.
This textbook is designed for undergraduate and graduate students majoring in international
business or general management. Graduate students might be asked to focus more heavily on
the comprehensive cases that conclude each part of the book and to complete the term project in
greater detail. It is assumed, though not essential, that most students using International Manage-
ment: Managing Across Borders and Cultures, Eighth Edition, will have taken a basic principles
of management course. Although this text is primarily intended for business students, it is also
useful for practicing managers and for students majoring in other areas, such as political science
or international relations, who would benefit from a background in international management.
Eighth Edition Features

• Streamlined text in eleven chapters, with particular focus on global strategic positioning,
entry strategies and alliances, effective cross-cultural understanding and management,
and developing and retaining an effective global management cadre. The eighth edition
has been revised to reflect current research, current events, and global developments, and
includes company examples from the popular press. The following section summarizes
specific features and changes:
New Comprehensive Cases in Eighth Edition

1. An Ethics Role-Playing Case: Stockholders versus Stakeholders (Global/
Sri Lanka)
2. BlackBerry in International Markets (Global/Middle East)
3. Google’s Orkut in Brazil: What’s So Social About it? (Brazil)
4. MTV Networks: The Arabian Challenge (Saudi Arabia)
5. Alibaba in 2011: Competing in China and Beyond
6. Carrefour’s Misadventure in Russia
7. Walmart’s Expansion in Africa
8. Evaluating the Chrysler-Fiat Auto Alliance in 2012 (Italy/U.S./Global)
9. Foreign Investment in Chinese Banking Sector: HR Challenges (China)
10. Indra Nooyi: A Transcultural Leader (India/Global)
11. Mahindra and Mahindra (B): An Emerging Global Giant? (India Global)
12. After the Breakup: The Troubled Alliance Between Volkswagen and Suzuki
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preface xv
Coverage and Features by Part and Chapter

Part 1: The Global Manager’s Environment
Chapter 1: Assessing the Environment: Political, Economic, Legal, Technological
New opening profile: “The Globalization of Risk”
Updated Comparative Management in Focus (CMF): “China Helps Prop Up the
Global Economy.
Updated Management in Action (MA): “Intel Brings Changes to Vietnam’s Economy
and Culture”
New Box Feature—Under the Lens: Information Technology
New End Case: “Apple’s iPhone—Not “Made in America”
Chapter 1 has been revised and updated to reflect developments and events in global business.
In Chapter 1 we introduce trends and developments facing international managers, and then
expand those topics in the context of the subsequent chapters. For example, we discuss develop-
ments in globalization and its growing nationalist backlash that resulted, in particular, from the
global economic crisis and the Eurozone problems. We discuss the effects on global business of
the rapidly growing economies of China and India and other emerging economies such as Brazil,
Russia, and those in Africa; the globalization of human capital; the escalating role of Information
Technology and social media; and the global spread of e-business. In addition, we have added
material and focus on small and medium-sized companies here and throughout the book. We fol-
low these trends and their effects on the role of the international manager throughout the book.
Chapter 2: Managing Interdependence—Social Responsibility, Ethics, Sustainability
New Opening Profile: McDonald’s CSR Experience in China: Interview with Bob
Langert, VP for Corporate Social Responsibility
New Under the Lens: Shareholders Pressure Wal-Mart for Transparency about How Its
Suppliers Treat Workers
Revised CMF: Doing Business in China—CSR and the Human Rights Challenge
New Under the Lens: BP’s Sustainability Systems Under Fire
New MA: TerraCycle—Social Entrepreneurship Goes Global
End Case: Nike’s CSR challenge
Chapter 2, as indicated by the new title, takes a long-term view of the company’s global stake-
holders and its strategy. It includes an expanded section on Sustainability Strategies, including
a new model. The chapter is updated throughout, with new examples, and has a new section on
Ethics in Uses of Technology.
Part 2: The Cultural Context of Global Management

Chapter 3: Understanding the Role of Culture
Opening Profile: Adjusting Business to Saudi Arabian Culture
New Under the Lens: Religion and the Workplace
MA: Updated “India’s IT Industry Brings Cultural Changes”
CMF: Expanded Profiles in Culture: Japan, Germany, Latin America.
New Under the Lens: Doing Business in Brazil—Language, Customs, Culture,
and Etiquette
End Case: Australia and New Zealand: Doing Business with Indonesia
Chapter 3 examines the pervasive effect of culture on the manager’s role. It includes a new
section, “Consequence or Cause”; expanded coverage of culture’s effects on management; and
increased emphasis on CQ (cultural quotient). In particular, this chapter presents ways for man-
agers to anticipate, understand, and therefore adjust to working with people in other countries;
those ways include understanding the variables of culture through research and how to develop

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xvi preface
a descriptive basis for a cultural profile. Several countries are represented, including an in-depth
look at Brazil.
Chapter 4: Communicating Across Cultures
New Opening Profile: The Impact of Social Media on Global Business
New Under the Lens: Communicating in India—Language, Culture, Customs, and
Etiquette
New Under the Lens: How Feng Shui Affects Business
MA: Oriental Poker Face: Eastern Deception or Western Inscrutability?
CMF: Communicating with Arabs
New Under the Lens: Google’s “Street View” makes Friends in Japan but Clashes with
European Culture
New End Case: Miscommunications with a Brazilian Auto Parts Manufacturer.
Chapter 4 links culture and communication in its various forms and focuses on how that affects
business transactions and how managers should act in other cultural settings. In particular, the
section on Non-verbal Communication has been expanded in the eighth edition, along with the
addition of three illustrative “Lens” sections.
Chapter 5: Cross-cultural Negotiation and Decision Making
New Opening Profile: Shiseido and Bare Escentuals—Cultural Conflicts in
Negotiations
MA: Cultural Misunderstanding—The Danone-Wahaha Joint Venture in China Splits
After Years of Legal Dispute
Revised and Expanded CMF—Negotiating with the Chinese
New Under the Lens: Negotiations and Decisions to Save the Eurozone System
CMF: Decision Making in Japanese Companies
New End Case: Facebook’s Continued Negotiations in China.
Chapter 5 continues the link among the variables of culture, communication, negotiation, and
decision making—they are all intertwined. New examples, features, and cases are introduced to
explain and illustrate the effects on the manager’s role.
Part 3: Formulating and Implementing Strategy for International

and Global Operations
Chapter 6: Formulating Strategy
Opening Profile: Global Companies Take Advantage of Opportunities in South Africa
MA: Updated and revised: Global Economic Downturn Causes Mexico’s Cemex to Retrench
New Under the Lens: India Says No to Foreign Ownership of Supermarkets
CMF: Expanded and Updated: Strategic Planning for Emerging Markets
New End Case: Search Engines in Global Business
Chapter 6 explains the reasons that firms choose to take their business abroad, and the vari-
ous means for them to do so. The steps in developing those strategies, for firms of all sizes,
are examined, along with the explanatory models and the pros and cons of those options. The
eighth edition expands on e-business and “born globals,” and includes an expanded, revised sec-
tion on strategic planning for emerging markets, including an extensive discussion of a study of
247 executives by Deloitte Review regarding their strategies in emerging markets. Discussion of
cultural distance relative to strategic planning has been added. Throughout, there are new fea-
tures and updated examples.
Chapter 7: Implementing Strategy: Strategic Alliances; Small Businesses; Emerging
Economy Firms
New Opening Profile: From BP to Exxon: Beware the Alliance with the Bear!
New Under the Lens: Dancing with Gorillas: How SMEs Can Internationalize Through
Relationships with Foreign Multinationals

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CMF: revised and updated: Joint Ventures in the Russian Federation

New Under the Lens: Breaking Down Barriers for Small Business Exports
New Under the Lens: Global Supply Chain Risks—The Japanese Disaster
MA: Mittal’s Marriage to Arcelor Breaks the Marwari Rules
New End Case: The Nokia-Microsoft Alliance in the Global Smartphone Industry
(Circa 2011)
Chapter 7, as indicated by the new title and the new features above, includes new sections re-
garding implementing strategies for small businesses and for emerging economy firms, as well as
expanded coverage of implementing alliances. The revised CMF on JVs in the Russian Federa-
tion, as well as the feature on the global effects of the Japanese disaster in 2011, provide further
updates on issues facing managers.
Chapter 8: Organization Structure and Control Systems
New Opening Profile: Kraft’s Post-Merger Integration and Reorganization
Updated Under the Lens: Samsung Electronics Reorganizes to Fight Downturn
Updated MA: Procter & Gamble’s “Think Globally–Act Locally” Structure—10 Years
of Success
CMF: Changing Organizational Structures of Emerging Market Companies
New Under the Lens: FIFA—Restructuring for Governance Oversight of Ethics
New End Case: HSBC’s Global Reorganization and Corporate Performance in 2012
Chapter 8 further examines how to effectively implement strategy by setting up appropriate
structural and control systems. The eighth edition gives updated text and new features and cases
to explain why and how the way the firm organizes must change to reflect strategic change,
which in turn responds to competitive and other environmental factors affecting the industry
and the firm. Issues of monitoring, controlling, and evaluating the firm’s ongoing performance
is discussed.
Part 4: Global Human Resources Management

Chapter 9: Staffing, Training, and Compensation for Global Operations
Opening Profile: Staffing Company Operations in Emerging Markets
New Under the Lens: Tata’s Staffing Challenges in the United States
MA: Updated: Success! Starbucks’ Java Style Helps to Recruit, Train, and Retain Local
Managers in Beijing
CMF: IHRM practices in various countries
End Case: Kelly’s Assignment in Japan
Chapter 9 continues strategy implementation by focusing on the IHRM issues of preparing
and placing managers in overseas locations, as well as hiring, training, and compensating local
managers. The eighth edition includes updated research information, in particular regarding the
“war for talent” around the world, and new coverage of the staffing option called “inpatriates.”
Chapter 10: Developing a Global Management Cadre
Opening Profile: The Expat Life
New Lens: Expatriates’ Careers Add to Knowledge Transfer
MA: Updated: The Role of Women in International Management
New Under the Lens: Vietnam—The Union Role in Achieving Manufacturing
Sustainability and Global Competitiveness
CMF: Updated: Labor Relations in Germany
New End Case: Expatriate Management in AstraZeneca.
Chapter 10 focuses on ways to maximize the long-term value to the firm of its expatriates, maxi-
mize the opportunities of its women in management, and effectively manage its knowledge transfer
and the global management teams and virtual teams. In addition, this chapter brings new focus to

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xviii preface
understanding the role of organized labor around the world and its impact on strategy and HRM.
New survey results regarding expatriate retention and the roles of their families are examined, as
well as a new feature examining the role of expatriates’ careers in knowledge transfer to the firm.
Chapter 11: Motivating and Leading
Opening Profile: The EU Business Leader—Myth or Reality?
CMF Updated: Motivation in Mexico
NEW Under the Lens: Global Leaders from India
MA: Leadership in a Digital World
NEW End Case: The Olympus Debacle—Western Leader Clashes with Japan’s
Corporate Leadership Style
Chapter 11 of the eighth edition has been updated with new examples and research, and a new
feature on Global Leaders from India, as well as a new end case. The chapter focuses on both
classical and modern research on motivation and leadership in the global arena; specific attention
is paid to “Global Mindset” characteristics and behaviors that are typical of successful “cross-
cultural” leaders. Finally, an integrative model is presented which illustrates the complexities of
the leader’s role in various contextual, stakeholder, and cross-border environments.
Additional Eighth Edition Features:

• Experiential Exercises at the end of each chapter, challenging students on topics such as
ethics in decision making, cross-cultural negotiations, and strategic planning.
• Integrative Section – Two new cases (Cases 11and 12) incorporating a range of topics
and locations covered in the text. These cases challenge students to consider the relation-
ships among the topics and steps in this text and to use a systems approach to problem
solving for the global manager’s role, as well as illustrating the complexity of that role.
• Integrative Term Project outlined at the end of the text and providing a vehicle for re-
search and application of the course content.
Supplements Package
All of the following supplements can be downloaded from our Instructor Resource Center. Request
your user name and password from your Pearson Sales Representative. www.pearsonhighered
.com/irc
If you ever need assistance, our dedicated technical support team is ready to help with
the media supplements that accompany this text. Visit http://247pearsoned.custhelp.com for
answers to frequently asked questions and user support.
Instructor’s Manual: The Instructor’s Manual has been completely revised. For each chap-
ter, the Instructor’s Manual provides a comprehensive lecture outline with references to slides in
the PowerPoint package, chapter discussion questions and answers, as well as additional Teach-
ing Resources, a list of related Web sites, and additional Experiential Exercises for selected
chapters.
Test Item File: The Test Item File consists of a selection of multiple choice, true/false, and
essay questions. Each question is followed by a rating of easy, moderate, or difficult, and a clas-
sification of either application or recall to help you build a well-balanced test.
PowerPoints: A fully revised, comprehensive package of slides, which outline each chapter
and include exhibits from the text. The PowerPoint package is designed to aid the educator and
supplement in-class lectures.
TestGen software: Containing all of the questions in the printed Test Item File, TestGen is
a comprehensive suite of tools for testing and assessment.
Video Library: Videos illustrating the most important subject topics are available on DVD
for in classroom use by instructors, includes videos mapped to Pearson textbooks.

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preface xix
Companion Web Site

The companion Web site for this text, located at http://www.pearsonhighered.com/deresky provides
valuable resources for both students and professors, including an interactive student study guide.
Acknowledgments
The author would like to acknowledge, with thanks, the individuals who made this text pos-
sible. For the eighth edition, these people include Bruce Rosenthal who updated the Instructor’s
Manual and PowerPoints; the test Bank supplement was authored by experts with extensive ex-
perience in assessment and test creation. Each question has been carefully reviewed and edited to
ensure accuracy and appropriateness.
The author would also like to thank the following reviewers:
Gary Falcone, Rider University Lawrenceville, NJ

William Wardrope, University of Central Oklahoma, Edmond, OK
Eric Rodriguez, Everest College, Los Angeles, CA
Paul Melendez, University of Arizona, Tucson, AZ
Kathy Wood, University of Tennessee, Knoxville, TN
Daniel Zisk, James Madison University, Harrisonburg, VA
Dinah Payne, University of New Orleans, New Orleans, LA
Marion White, James Madison University, Harrisonburg, VA
Gary Tucker, Northwestern Oklahoma State University, Alva, OK
David Turnspeed, University of South Alabama, Mobile, Al
Lauren Migenes, University of Central Florida, Orlando, FL
Steven Jenner, California State University, Dominguez Hills, CA
Arthur De George, University of Central Florida, Orlando, FL
—Helen Deresky

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1 Part
The Global Manager’s Environment

part Outline
Chapter 1
Assessing the Environment—Political,
Economic, Legal, Technological
World Map
Chapter 2
Managing Interdependence: Social
Responsibility, Ethics, Sustainability

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C hapter
1 Assessing the Environment
Political, Economic, Legal, Technological
Outline The Global Manager’s Role

Opening Profile: The Globalization of Risk The Political and Economic Environment
Political Risk
The Global Business Environment
Political Risk Assessment
Globalization
Managing Political Risk
Global Trends
Managing Terrorism Risk
Globality and Emerging Markets
Economic Risk
Backlash against Globalization
Effects of Institutions on Global Trade The Legal Environment
Effects of Globalization on Corporations Contract Law
Small and Medium-Sized Enterprises Other Regulatory Issues
Regional Trading Blocs The Technological Environment
The European Union Under the Lens: Information Technology
Asia Global E-Business
The Americas Conclusion
Comparative Management in Focus: Summary of Key Points
China Helps Prop Up the Global Economy Discussion Questions
Other Regions in the World
The Russian Federation
Application Exercises
The Middle East Experiential Exercise
Developing Economies Internet Resources
The African Union (AU) Case Study: Apple’s iPhones—Not “Made in America”
The Globalization of Information Technology
Management in Action: Intel Brings Changes
to Vietnam’s Economy and Culture
The Globalization of Human Capital
Objectives
1. To understand the global business environment and how it affects the strategic and operational decisions which
managers must make.
2. To critically assess the developments, advantages, and disadvantages of globalization.
3. To review the role of technology in international business.
4. To develop an appreciation for the ways in which political, economic, legal and technological factors and changes
impact the opportunities that companies face.
5. To discuss the complexities of the international manager’s job.

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Chapter 1 • Assessing the Environment 3
Opening Profile: The Globalization of Risk1
Firms’ risk analysts were certainly scratching their heads going into 2012 after the confluence of events
in 2011 caused such a global ripple effect of business risk. The World Economic Forum Global Risks
2012 Report (based on 469 social experts and industry leaders) highlighted the world’s interconnected
and rapidly developing socio-economic risks. The report points out that severe income disparity and
chronic fiscal imbalances would be the top two risks facing business leaders and policy makers for 2012
and the next decade; it also raises the concern that those macro risks will reverse the gains of globaliza-
tion. Contributing largely to those escalating risks, the global debt crisis continued unabated; in Europe,
in particular, problems in major debtor countries such as Greece, Italy, and Ireland threatened to break up
the eurozone and implode the euro. Leaders in stronger countries such as Germany and France struggled
to put together a rescue plan. As the global recession, started in 2008, continued to eat away at business
profits and people’s jobs, homes, and lifestyles, the observation quoted below is still relevant.
A perilous global crisis of confidence has revealed both the scale and the limitations
of globalization.2
People around the world made their fears known as they sought redress for their various situations. Most
surprising were the massive “Arab Spring” protests, which spread like wildfire through social media and
Internet technology. Their long-term effects are not yet known. Following those, the protest movement
spread in the West and was known in the United States as the “Occupy” movement, in which people were
protesting what they perceived as “Wall Street” excesses and income inequality.
It is clear that the global credit crunch has hit consumers and businesses alike as uncertainty about
the future cripples spending and investment, and has a ripple effect around the world. Firms are reluctant
to expand their business in troubled countries, consumers are reluctant to spend, and so the global econ-
omy retracts. Even the rapidly developing emerging economies are adversely affected by the reduced
demand from developed economies.
Add to this the political uncertainty of leadership changes around the world, such as in China, and
increasing tensions with Iran, and you have a cauldron of political, economic, and financial risks.
In 2011 it also became apparent to risk analysts that there are natural disasters that can cripple
business activities in far-flung countries from where the disaster occurs, and these cannot be anticipated,
although back-up plans can be put in place. This realization came after the Japanese 9.0 magnitude earth-
quake killing 20,000 people. The resulting tsunami and problems in the nuclear reactors was devastating
to Japan’s people and economy. Supply chains around the world were disrupted from the shutdown of
manufacturing plants and infrastructure in Japan; this disaster and the devastating flooding in Thailand
in November 2011 highlighted the need for resilient business models in response to crises of unforeseen
magnitude. “The question now is, has the quest for lowest-cost production and hyper-lean supply chains
overridden and exposed vulnerability to significant business risk?’’3
Clearly, globalization has compounded the types and level of business risks to which firms are
exposed and the speed with which they might be impacted. Managers around the world must be attuned
to what types of situations make their firms vulnerable and plan accordingly. Carlos Ghosn, the CEO of
Nissan, told an audience in New York:
There’s going to be another crisis. We don’t know what kind of crisis, where it is going to hit
us, and when it is going to hit us, but every time there is a crisis we are going to learn from it.
Fortune,
December 26, 2011.4
Half of the global growth now comes from emerging markets.

Robert Zoellick, President, World Bank,
September 19, 2011.5
As evidenced in the opening profile, managers in the twenty-first century are being challenged
to operate in an increasingly complex, interdependent, networked, and changing global environ-
ment. In a globalized economy, developments such as those described in the opening profile can
have repercussions around the world almost instantaneously. Clearly, those involved in interna-
tional and global business have to adjust their strategies and management styles to those kinds
of global d evelopments as well as to those regions of the world in which they want to operate,
whether directly or through some form of alliance.

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4 Part 1 • The Global Manager’s Environment
Typical challenges that managers face involve politics, cultural differences, global competi-
tion, terrorism, and technology. In addition, the opportunities and risks of the global marketplace
increasingly bring with them the societal obligations of operating in a global community. An
example is the dilemma faced by Western drug manufacturers of how to fulfill their responsi-
bilities to stockholders, acquire capital for research and development (R&D), and protect their
patents while also being good global citizens by responding to the cry for free or low-cost drugs
for AIDS in poor countries. Managers in those companies are struggling to find ways to balance
their social responsibilities, their images, and their competitive strategies.
To compete aggressively, firms must make considerable investments overseas—not only
capital investment but also investment in well-trained managers with the skills essential to work-
ing effectively in a multicultural environment. In any foreign environment, managers need to
handle a set of dynamic and fast-changing variables, including the all-pervasive variable of cul-
ture that affects every facet of daily life. Added to that “behavioral software” are the challenges
of the burgeoning use of technological software and the borderless Internet, which are rapidly
changing the dynamics of competition and operations.
International management, then, is the process of developing strategies, designing and op-
erating systems, and working with people around the world to ensure sustained competitive
advantage. Those management functions are shaped by the prevailing conditions and ongoing
developments in the world, as outlined in the following sections.
The Global Business Environment

Following is a summary of some of the global situations and trends that managers need to moni-
tor and incorporate in their strategic and operational planning.
Globalization
The World Trade Organization (WTO) warned in September 2011 that the expansion in global
trade had slowed sharply, and that “the slowdown in trade was concentrated in the advanced
economies, particularly Europe, suggesting that it was related to the sovereign debt crisis in the
eurozone.”6 Clearly, the financial linkages around the world are just one phenomenon of global-
ization. Business competitiveness has now evolved to a level of sophistication commonly called
globalization—global competition characterized by networks of international linkages that bind
countries, institutions, and people in an interdependent global economy. Economic integration
results from the lessening of trade barriers and the increased flow of goods and services, capital,
labor, and technology around the world. The invisible hand of global competition is being pro-
pelled by the phenomenon of an increasingly borderless world, by technological advancements,
and by the rise of emerging markets such as China and India—a process that Thomas Friedman
refers to as “leveling the playing field” among countries—or, the “flattening of the world.”7
Emerging economies now produce as much trade, capital, and knowledge flow as do devel-
oped economies.8 Sirkin et al. use the term “globality,” stating that business these days is all about
“competing with everyone from everywhere for everything.”9 On a more strategic level, Ghemawat
argues, rather, that the business world is in a state of “semi-globalization”—that various metrics
show that only 10 to 25 percent of economic activity is truly global. He bases this conviction on his
analysis that “most types of economic activity that can be conducted either within or across bor-
ders are still quite localized by country.”10 Ghemawat poses that we are in an “unevenly globalized
world” and that business opportunities and threats depend on the individual perspective of country,
company, and industry.11 He observes that, as emerging market countries have gained in wealth and
power and increasingly call their own shots, there is a reverse trend of globalization taking place—
evolving fragmentation—which he says is, ironically, a ripple effect of globalization.12 Examples
of such localization trends are the activities of firms such as Alibaba, Infosys, Carrefour, General
Motors, and Pizza Hut that now focus on tailoring their products to emerging-market consumers.
Global Trends
The rapid development of globalization is attributable to many factors, including the burgeoning
use of technology and its accompanying uses in international business; political developments
that enable cross-border trade agreements; and global competition for the growing numbers of

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Chapter 1 • Assessing the Environment 5
consumers around the world. From studies by Bisson et al. and others, we can also identify five
key global trends that provide both challenges and opportunities for companies to incorporate
into their strategic planning:13
• The changing balance of growth toward emerging markets compared with developed
ones, along with the growing number of middle-class consumers in those areas.
• The need for increased productivity and consumption in developed countries in order to
stimulate their economies.
• The increasing global interconnectivity—technologically and otherwise, as previously
discussed, and in particular the phenomenon of an “electronically flattened earth” that
gives rise to increased opportunity and fast-developing competition.
• The increasing gap between demand and supply of natural resources, in particular to sup-
ply developing economies, along with the push for environmental protection.
• The challenge facing governments to develop policies for economic growth and financial
stability.14
Globality and Emerging Markets

Nestlé said on July 11, 2011 that it had agreed to pay $1.7 billion for a 60 percent stake in a big
Chinese confectioner, in one of the biggest deals ever by a foreign company in China.15
It is clear that globalization—in the broader sense—has led to the narrowing of differences in
regional output growth rates, driven largely by increases led by China, India, Brazil and Russia
(often called the BRICs, which together accounted for over 18 percent of global gross domestic
product (GDP) as of 201116). There is no doubt that the global economic turmoil has curtailed
investment, and company executives remained wary of investment in 2012. However, global
trade is increasingly including those developing nations judged to have significant growth po-
tential, with investments from developed economies to emerging economies of over $1,000 bil-
lion a year as of 2011.17 Exhibit 1-1 shows the 2012 results from research by the A. T. Kearney
Company of the Foreign Direct Investment (FDI) intentions and preferences of the leaders of
top companies in 17 industry sectors spanning six continents; the companies participating in the
survey account for over $2 trillion in global revenue. The exhibit shows the top 25 countries in
which those executives have confidence for their investment opportunities. Their results show
that China, India, and Brazil continue to rank at the top of the FDI Confidence Index, along with
the United States (although the U.S. rank dropped two places since 2010, burdened by debt and
financial instability).18 In fact over half of global FDI inflows were from emerging markets for
the first time in history, and now comprise more than half of the Index’s top 25 countries. South
Africa, which was unranked in 2010, rebounded to 11th place. Russia fell from 9th place in 2007
to 12th in 2012. Overall, it is clear that the phenomenon of such rapidly developing economies,
says Fareed Zakaria, is something much broader than the much-ballyhooed rise of China or even
Asia. Rather, he says:
It is the rise of the rest—the rest of the world.19
“The rest,” he says, include countries such as Brazil, Mexico, South Korea, Taiwan, India, China,
and Russia. He states that, as traditional industries in the United States continue to decline, “the
rest” are picking up those opportunities. Even so, the United States remains dominant in many
“new age” industries such as nanotechnology and biotechnology. It is clear, also, that as emerg-
ing markets continue to grow their countries’ economies, they will provide growth markets for
the products and services of developed economies.
Evidence of the growing number of companies from emerging markets can be seen in the
Fortune 500 rankings of the world’s biggest firms. The Global 500 is increasingly global. While
the U.S. still dominates the list, with 133 companies, that number is down from 185 a decade
ago. China continues to move up the list, with 61 companies—versus just 12 in 2001—while
many companies from India, Russia, Brazil, and other growth economies are moving up in the
rankings. Examples of “emerging giants” are, from China, Huwei Technologies, Lenovo Group,
and Baosteel; those from India include Infosys Technologies, Tata Group, and Bharti Airtel;

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Another random document with
no related content on Scribd:
Boston Cooking-School Cook Book and The Care and Feeding of
Children in the same breath, I should do so. I can, anyway, talk
about them in the same chapter!
The Boston Cooking-School Cook Book, by Fannie Merritt Farmer,
first appeared in 1896 and was most recently revised last year. It has
over 800 pages and still is a volume of little more than ordinary size,
no thicker than a rather long novel. The 122 illustrations are so
treated as to be intelligible—and if you have ever tried photographing
food, you will appreciate what this means. The pictures have been
used to show what the words of the text could not make so clear;
one sees at a glance the differences between kidney lamb chops, rib
chops and French chops, or the precise effect of capon in aspic,
rather elaborately garnished with cooked yolks and whites of eggs
cut in fancy shapes, pistachio nuts, and truffles.
The book opens with a simple scientific account of the kinds of
food (food being “anything which nourishes the body”) and follows
with a chapter on cookery including invaluable timetables. After a
chapter on beverages with its recipes there are chapters on
everything from bread to ice cream, from soup to jam and jelly-
making and drying fruits. Then comes a long selection of menus, a
chapter on food values with the necessary tables, and a forty-eight
page index which has all the utility of an absolute, all-inclusive bill-of-
fare.
The chief thing, of course, is that every teaspoonful and every
direction in the book is exact, and standard. Nor, without going into
the more recondite French cookery, or into special Italian, Spanish,
German and other foreign dishes, is it possible to think of any dish
which The Boston Cooking-School Cook Book omits. The variety of
each kind of dish is often extraordinary. For example, I have just
counted seventy hot puddings. In every case there is first the table of
ingredients, then the simple directions. If a personal word will add
anything to the force of what has been said, I will say that the superb
cook who honored me by becoming my wife tells me that in no case
when following The Boston Cooking-School Cook Book formula has
she failed to cook with success.
Specialized, or partly specialized, cook books are many, and one
of the best and most recent is Fannie Fox’s Cook Book, by Fannie
Ferber Fox, with the assistance of Lavinia S. Schwartz. Mrs. Fox is a
sister of Edna Ferber, and the novelist has written an introduction for
Fannie Fox’s Cook Book which has all the richly human interest of
her own fiction. In a paragraph which need hurt no feelings, Miss
Ferber points out the tendency to over-emphasis in one or another
direction which characterizes the cookery of most lands; and she
gives with humorous eloquence her personal tribute to the
toothsome torte, that cake of rich and crumbling particles which is
included in Mrs. Fox’s recipes. This is a cook book that covers all
kinds of foods but is distinctive by its preservation of the finest
recipes from Jewish cookery.
Another valuable addition to the kitchen bookshelf is Bertha E. L.
Stockbridge’s Practical Cook Book, in which a notable feature is the
great number of practical suggestions for menus.
ii
The Care and Feeding of Children appeared in 1894 and was also
revised last year. More than a million mothers have used it, and
beyond question it has saved thousands of lives in infancy. Within
the last half-dozen years, a generation which was raised on the book
has, in turn, begun to raise its own children with its aid. It constituted
its author, Dr. L. Emmett Holt, the foremost authority on babies in
America; and as the years passed he returned to the book, in its
various revisions, the fruit of a wonderful experience which its
prestige had brought to him. Physicians have for years bought The
Care and Feeding of Children in quantity to present to their patients.
The hundreds of questions that every mother must have answered
are all answered in this marvelous work. Bathing, nursing, artificial
feeding, changes in food, substitutes for milk, under-nourishment,
health habits, weaning, diet after weaning, the training of older
children, children’s diseases—nothing is left out. This, to be sure, is
largely possible because of the nation-wide and prolonged use of the
book, and the constant additions and slight reconstructions it has
undergone. The book has always been kept of handy size and at a
low price. The thought of what Dr. Holt’s book has done and is doing
tempts to eloquence; but the only eloquence which is tolerable is the
eloquence of the immense fact. We talk about services to humanity;
but the writing and publishing of this book was possibly the greatest
service to humanity in our time.
The Home Care of Sick Children, by Dr. Emelyn Lincoln Coolidge,
is likely to be as helpful to mothers who have the care and feeding of
sick children as Dr. Holt’s book has been to mothers generally. Dr.
Coolidge lived for many years in the Babies’ Hospital, New York, and
worked there under the personal direction of Dr. Holt. As editor of the
department on babies of the Ladies’ Home Journal she has had an
enormous correspondence with mothers throughout America and
even in foreign countries. And The Home Care of Sick Children has
one great merit: it does not stop where most other books of its kind
stop, with: “Give a dose of castor oil, and call a doctor.” It tells in
every instance what a mother can and should do, and it invariably
tells when to call the doctor in. Not only does it avoid calling the
doctor unnecessarily, but it gives many detailed instructions that a
physician generally has not time to give. Recipes to tempt the sick
child’s appetite, amusement, clothing and the hygiene of the sick-
room are all dwelt upon.
There is a book with which it would be wise to precede Dr. Holt’s.
Healthy Mothers is by Dr. S. Josephine Baker, consulting director,
Children’s Bureau, United States Department of Labor, an authority
on babies, whose articles regularly appear in the Ladies’ Home
Journal and who is constantly asked for advice by women
throughout the country. Healthy Mothers deals almost entirely with
the mother’s care of herself, and tells explicitly how she may best
meet her responsibility to her baby, how she may have better health
for herself, and the finer mental attitude that comes with physical
well-being. The relation of a mother to her unborn child implies a
responsibility greater than that entailed in any other human
relationship. It is very largely within the power of the mother to
determine not only her own condition and future health, but to decide
whether or not her baby is to be healthy and strong. Healthy
Mothers, without going into technical discussion, sufficiently explains
the general course of pregnancy and childbirth so that the mother
may have an intelligent understanding of how to care for herself,
safeguard her child, and make every requisite preparation.
iii
And the growing child? Child Training, by Angelo Patri, is the book
for parents who look unhappily at the child and ask themselves
despondently: “What in the world makes him do that?” Or, “What is
the matter with her now?” Or, “Why does he disobey me?” Or, “Why
does she have such bad manners?” Or, “Why doesn’t he study?”
And, at one or another time, practically all parents are faced with
these questions.
Angelo Patri has been training children, and helping fathers and
mothers to train them, for twenty-five years. He is principal of Public
School 45, New York. This school faces a garden centered about a
sun dial and fed by a tiny greenhouse. Across the street is a whole
block given over to a playground, its cinder floor padded firm by the
play-winged feet of thousands of children who play on it every day.
The school is unusual in having a great variety of shops and
workrooms as well as the usual classrooms; a swimming pool; and a
library. It is constantly visited by teachers from all over the world,
men and women who are anxious to see the principal and talk with
him. Some of them have heard him talk to audiences, big and little;
some have read his widely published articles on children; others
merely know of the remarkable way in which he has brought home
and school together, so that parents constantly come to him to work
out the problem of their child.
There are about two hundred chapters or sections—chapterettes,
rather—in Angelo Patri’s Child Training. Each of them is so short that
it can be read in five minutes or less. Each carries pointed wisdom
about the child, and not only for the father or mother but for the
uncle, aunt, teacher, or anyone having to do with children. Very often
the point is conveyed by an anecdote—there are a good many
smiles and chuckles in the book. But Mr. Patri can speak out with
definiteness. Perhaps his finest wisdom is shown in a point that he
makes more than once: children do certain things that bother us
because it is time for them to do these things. When this is true, Mr.
Patri is bent on showing just what should be done to help the
youngster over a hard place. Talks to Mothers is another treasury of
Mr. Patri’s helpful wisdom.
Another new book on child training which will appeal to all those
who believe in the power of suggestion is Auto-Suggestion for
Mothers, by R. C. Waters, lecturer in English to the Nancy School of
Applied Psychology. This is a practical book on the application of
Emil Coué’s method. The technique to be used is explained clearly
and simply. The possibilities of Coué’s method of auto-suggestion
when applied to the correction of habits, to disease, to education and
play are set forth and examples are cited. Auto-Suggestion for
Mothers has been translated into French by Mme. Coué and has
been adopted by the Coué School as a text.
iv
Every home should have one or more books on keeping well. The
old family medical book, a chamber of horrors, has been made
obsolete by a few general books with, thank heaven, a greatly
different emphasis. But among recent books on the art of keeping
well, I know of none more satisfactory than Dr. S. M. Rinehart’s The
Commonsense of Health. Dr. Rinehart, who is the husband of Mary
Roberts Rinehart, was a general practitioner in Pittsburgh for over
twenty years. Later he was in charge of tuberculosis hospitals in
western Pennsylvania, and during the war he was put in charge of all
army tuberculosis hospitals in the United States. Recently he has
been in the United States Public Health Service. His book is wholly
popular in character, cheerful, good-natured, and not in the least
afraid of an occasional joke. It is precisely the thing for general
reading by both sexes at all ages. Common and worrisome ailments,
such as colds, are dealt with, as well as certain fairly common and
serious diseases, like pneumonia and tuberculosis. But the range of
the book is wide, and there are discussions of nerves, how hard one
should work, and besetting fears. The information is sound and the
style is entertaining. One class of unfortunate will be particularly
helped by the book—the unhappy man or woman termed by Dr.
Rinehart a “symptom hunter.” We each know at least one!
v
I cannot close this chapter without a short word about books and
the home. You who make the home, you women who are
overwhelmingly the book readers of America, know how necessary
books are to make the home complete. Read yourself, and discuss
what you read. Never urge or compel a child to read a book. If you
read the right books and talk about them afterward (they ought to
move you to talk about them) the boy or girl will read them also. Buy
books. In general, never buy them in “sets.” You ought to know an
author, even a classic author, a little better than to have to do that.
Keep abreast of the new books—one of the easiest things in the
world to do, and one of the most fascinating. It is fair that you should
ask that at least as much money go into the purchase of books for
the home as goes into the purchase of magazines, or radio
apparatus, or as is expended in mere diversions such as the picture
shows. Last year thirty cents per person was spent for books in
America—far too little. You can change all that, and no simple
change that I can think of will pay you better.
BOOKS FOR THE HOMEMAKER

Choice Recipes for Clever Cooks, by Lucy G. Allen. More than
500 original recipes for those who already know how to cook and
appreciate the best in food and flavor. By the director of the Boston
School of Cookery. Illustrated.
Table Service, by Lucy G. Allen. A concise exposition of the
waitress’s duties by the director of the Boston School of Cookery.
New revised edition, with illustrations and diagrams.
The Candy Cook Book, by Alice Bradley. A new edition, revised,
containing over 300 recipes and covering the subject completely. By
the principal of Miss Farmer’s School of Cookery. Illustrated.
One-Piece Dinners, by Mary D. Chambers. Recipes for dinners
where the meat, vegetables and other accessories are cooked all
together and make a complete, well-balanced and sufficient meal.
Directions are also given for optional salads and fruit desserts.
Illustrated.
Cooking for Two: A Handbook for Young Housekeepers, by Janet
McKenzie Hill. Instructions for young housekeepers and a collection
of practical recipes for two, grouped according to food values. Fully
illustrated.
Colette’s Best Recipes: A Book of French Cookery, by Marie
Jacques. This new cook book, by a Breton whose culinary
achievements have won her renown in France, contains recipes for
the most delicious and palate-tickling dishes, from French
consomme to the French pastries, of crispness or creaminess
unsurpassed. Illustrated.
The Science of Eating, by Alfred W. McCann. A comprehensive
book by an authority on foods; what to eat and why.
What to Eat and How to Prepare It, by Elizabeth A. Monaghan.
This combines very definite information on food values with many
recipes and instructions for cooking.
What to Drink, by Bertha E. L. Stockbridge. Recipes for several
hundred beverages—ades, punches, fizzes, shrubs, milk drinks,
icecreams, sundaes, sherbets, etc.
Food and Cookery for the Sick and Convalescent, by Fannie
Merritt Farmer. A book for those whose duty it is to care for the sick,
and of equal importance to those who see in correct nutrition the way
of preventing much of the illness about us. Important chapters on
infant and child feeding and suggestions as to diet in special
diseases. By the author of The Boston Cooking-School Cook Book.
Illustrated.
Canning, Preserving and Jelly Making, by Janet McKenzie Hill.
“Aims to present the latest ideas on the subject using the methods
found to be simplest and shortest by the experiments of the U. S.
Department of Agriculture, State universities, and cooking
experts.”—Booklist of the American Library Association. Illustrated.
Marketing and Housework Manual, by S. Agnes Donham. Clear
and concise information on these everyday subjects.
Spending the Family Income, by S. Agnes Donham. “A guide to
wise use of the family or personal income by means of a carefully
thought-out and tested budget. Principles are laid down which apply
equally well to large and small incomes.”—Booklist of the American
Library Association. Illustrated with eight pages of charts in color.
The Prospective Mother, by J. Morris Slemons, M.D. Written
especially for women who have no knowledge of medicine by a
physician who has made this subject his specialty. Food, exercise,
clothing, the adaptation of daily work, and recreation are fully
covered.
Healthy Babies, by S. Josephine Baker, M.D., Consulting Director,
Children’s Bureau, U. S. Department of Labor. The methods and
advice given are intended to be used in keeping babies well, from
the minute they are born until they are past the babyhood stage. The
book shows how mother-love can be directed into the wisest and
sanest channels. It contains three sets of baby record forms.
Illustrated.
Healthy Children, by S. Josephine Baker, M.D., Consulting
Director, Children’s Bureau, U. S. Department of Labor. Deals with
the period of childhood between babyhood and school age. As its
purpose is to accentuate health, it shows the mother how she may
give the child of pre-school age the same health care available for
the baby. Illustrated.
The Mothercraft Manual, by Mary L. Read. A young mother’s
guide written by the former director of the School of Mothercraft,
Peoria. Some of the chapters are on heredity and eugenics, the care
and feeding of children, home nursing, education of the child,
games, toys, and story telling for children. Illustrated.
Nutrition and Growth in Children, by William R. P. Emerson, M.D.
Dr. Emerson has won nation-wide recognition by his pioneer work in
organizing nutrition clinics in American cities. His study of the mal-
nourished child is of the highest importance alike to the mother, the
social worker and the public official. Illustrated.
How to Know Your Child, by Miriam Finn Scott. “A book that
should be in every home where there are children. It is
comprehensive and authoritative, and represents years of
experience and study by a foremost expert. The very best manual on
its subject obtainable at any price.”—Ladies’ Home Journal.
A Text-Book of Nursing, by Clara S. Weeks-Shaw. A book on
home nursing which gives the non-professional nurse full directions
for the hygiene of the sick-room, bathing, observance of symptoms,
medicines and their administration, disinfection, surgical nursing, the
care of sick children, etc. Illustrated.
Sewing and Textiles, by Annabel Turner. All the stitches, seams
and finishes which go to make up the fundamentals of good sewing.
Patching, sewing and darning are taught on samplers, but otherwise
the methods are applied on useful garments. Materials are also
studied and tests for shoddy are given. The author is instructor in
home economics in the University of Wisconsin.
Tinkering With Tools, by Henry H. Saylor. Comment on tools and
their care, with many suggestions as to their use for those who like
to set their hands to such crafts as woodworking, painting, plumbing,
masonry, electric wiring, etc. With illustrations and diagrams.
8. A Great Impersonation by E.
Phillips Oppenheim
i
The other evening I picked up a novel called The Lighted Way,
which, although it was published in May, 1912, I hadn’t chanced ever
to read. The page blurred slightly before my eyes, I think, because in
going back over it some of the names and particulars seemed
entirely changed. But this, as I took it in first, was the way it ran:
“Mr. E. Phillips Oppenheim, sole proprietor of the firm of E. Phillips
Oppenheim & Nobody, wholesale entertainers of London and
Europe, paused suddenly on his way from his private office to the
street. There was something which until that second had entirely
slipped his memory. It was not his title, for that, tastefully chosen,
was already under his arm. Nor was it the Plot, for that, together with
the first chapter, was sticking out of his overcoat pocket, the shape of
which it completely ruined. As a matter of fact, it was more important
than either of these—it was a commission from his conscience.
“Very slowly he retraced his steps until he stood outside the glass-
enclosed cage where twelve of the hardest-worked clerks in London
bent over their ledgers and invoicing. With his forefinger—a fat,
pudgy forefinger—he tapped upon a pane of glass, and an anxious
errand boy bolted through the doorway.
“‘Tell Mr. Reader to step this way,’ his employer ordered.
“Mr. Reader heard the message and came hurrying out. He was
an undersized man, with somewhat prominent eyes concealed by
gold-rimmed spectacles. He was possessed of extraordinary zest for
the details of the business, and was withal an expert and careful
adviser. Hence his hold upon the confidence of his employer.
“The latter addressed him with a curious and altogether unusual
hesitation in his manner.
“‘Mr. Reader,’ he began, ‘there is a matter—a little matter—upon
which I—er—wish to consult you.’
“‘Those American serial rights——’
“‘Nothing to do with business at all,’ Mr. Oppenheim interrupted,
ruthlessly. ‘A little private matter.’
“‘Indeed, sir?’”
Now as I say, at this point I went back and found to my
bewilderment at first, but perfect satisfaction afterward, that Mr.
Oppenheim seemed to be Mr. Weatherley, a worthy provisioner; the
title, an umbrella; the Plot, a copy of the London Times; and the
alarming commission from Mr. Oppenheim’s conscience, a possibly
no less embarrassing commission from Mr. Weatherley’s wife.
Thereupon everything went smoothly and excitingly through thirty-
seven chapters. But afterward it occurred to me that perhaps, after
all, my blunder, visual or mental, was not an unnatural one. Who has
not had in his mind’s eye a picture of Mr. Oppenheim with a Plot, or
Plots, bulging from his pockets, and with as many titles in his mental
wardrobe as most men have neckties? And what one of his readers
has not felt himself, time and again, personally summoned by the
author to the consideration of a matter—a little matter—a quite
private matter just then upon the author’s conscience....
ii
It is the secret of Mr. Oppenheim’s success, not detected as such
by his readers, very probably not a trifle of which he himself is
consciously aware. This engaging gift of confiding something, this
easy air, this informality of his beginnings, disarms us and interests
us as could no elaborately staged effort to arrest our attention and
intrigue our minds. Even when he commences his story dramatically
with such a confrontation as that which opens his The Wrath to
Come, the air of naturalness is upon the scene. And the source of
this effect? It comes from the fact that Mr. Oppenheim is imparting to
you all that he himself knows at the given moment. Yes, literally. For
our notion of him as a man with plots distending his pockets is
entirely a mistaken notion. He has no plots; at least, he has no
ready-made plots; he does not, so to say, plot his plots. “Just the first
chapter, and an inkling of something to follow,” was his answer to
some one who asked him how much of his leading character he saw
when he began a novel.[47] What other method, when you stop to
reflect upon it, would be possible for the author of eighty-six
published novels? Certainly no one could map out his tales, even in
essentials, and then write them to that number, not if he were to do
the plots one by one, as occasion arose. He would be a slave, and
the book, as written, would soon come to be lifeless. Nor, by such a
method, would thirty-eight years afford time. In thirty-eight years the
pace would be lost. Only spontaneity is capable of guaranteeing
such a record as stands to Mr. Oppenheim’s credit. “Two or three
people in a crowded restaurant may arouse my interest, and the
atmosphere is compelling. I start weaving a story around them—the
circumstances and the people gradually develop as I go on dictating
to my secretary the casual thoughts about them that arose in me
while I was looking at them and their surroundings. First of all I must
have a congenial atmosphere—then the rest is easy.”[48] And again:
“Writing for the movies is a ghastly business. I speak from
experience. I shall never do it again. The picture people came to me
and said, ‘Next time you have a novel in your head, why not, instead
of writing 80,000 words, write a 5,000-word synopsis and let us have
it? Then write your novel from the synopsis.’
“Well, they paid well and I did it. I wrote the synopsis first and then
set to work on the novel. I have never had a harder job in my life.
Some writers, no doubt, do sketch out their plots beforehand, but I
never work that way. When I start a story I never know just how it is
going to end. All I have to start with is an idea. As I go along the idea
grows and develops. So do the characters. I sort of live with them
through the story and work out their salvation as it goes along. It is
like a game.
“But when you write for the movies you have to reverse the
process. In my case, it is fatal. Novels, even the kind that I write—
and they are solely for amusement—must have some soul,
something that gives them a human quality. This the author puts into
the story as he goes along. When, however, he writes a synopsis
and then sits down to enlarge and expand it into a novel, the spell is
broken. He has a cold and rigid plan to follow. It nearly killed me to
novelize my first scenario.”[49]
He dictates his novels, revising the sheets as they come from the
typewriter, sometimes re-dictating a passage or chapter. In summer
he works outdoors; in winter he may pace up and down his study.
“Many a time, earlier in life, when I used to write my stories with my
own hand, I have found that my ideas would come so much faster
than my fingers could work that I have prayed for some more speedy
method of transmission. My present method is not only an immense
relief to me, but it enables me to turn out far more work than would
have been possible by any other means.”[50] Story-writing, he
believes, is an original instinct, “just as it is an original instinct with a
sporting dog to sniff about in every bush he passes for a rabbit. One
writes stories because if one left them in the brain one would be
subject to a sort of mental indigestion. As to plots, there are only
about a score in the world, and when you have used them all, from A
to Z”—which he pronounced “Zed,” for this was in an after-dinner
speech—“you can turn around and use them from Z to A.”[51] A
favorite illustration with him is taken from a day’s walk in London.
“You can take the same walk every day in the year and you will meet
a different crowd of people. These people contain the backgrounds
of 365 stories a year.” One person a day will keep the typewriter in
play, for “I create one more or less interesting personality, try to think
of some dramatic situation in which he or she might be placed, and
use that as the opening of a nebulous chain of events.”
What he said of himself at 55 is still, two years later, true without
abatement. “Even if, like one of the heroes of fiction, I should make a
million dollars out of a ten-cent piece in Wall Street, I should still
continue to write stories so long as I can sit in an easy chair and my
voice will carry as far as my secretary before a typewriter.” Which is
reminiscent of Hugh Walpole’s remark in conversation the same
year, that he was perfectly sure if a beam fell on his head and made
him imbecile, he would continue to write novels for the pleasure of
writing them.
iii
Mr. Oppenheim was born in 1866 and went from school into his
father’s leather business at Leicester—but he had started writing
stories before that. He began to write them at fifteen, and showed his
first to the headmaster of the school, “who, instead of giving me the
birching I deserved, wished me luck and encouraged me to
persevere.” The leather business was successful and was bought up
by Blumenthals, a large American and Paris leather firm, who
appointed young Oppenheim their director at Leicester. “His
experience in that trade,” asserts Mr. A. St. John Adcock in his Gods
of Modern Grub Street,[52] “has proved immensely useful to him. It
has not only helped him to material for his tales, but it was through
the American head of Blumenthals that he had his chief incentive to
the writing of the type of story that has brought him such success as
a novelist. This gentleman introduced him to the proprietor of the
Café de Rat Mort, the once famous Montmartre haunt, for
Oppenheim was frequently in Paris on the affairs of his leather
company, and at the Café he acquired his taste for the mysteries of
those international intriguings and rascalities that figure so largely in
several of his books, for the proprietor used to tell him all manner of
thrilling yarns about political and international adventurers, some of
whom had been among his customers, and his listener formed a
habit of weaving stories around the more striking personalities in the
cosmopolitan crowd that he met in the Dead Rat.”
He was eighteen years old when his first short story was
published, and only twenty when his first novel appeared. Before he
was thirty he married Miss Elsie Hopkins, of Chelsea,
Massachusetts. Mr. Oppenheim and his wife called their cottage in
Sheringham, Norfolk, “Winnisimmet,” which was the Indian name of
her Massachusetts home town. The house overlooked the North
Sea. Perhaps this detail, as much as another, led the author to the
construction in the years before the world war of that series of stories
in which, as an element of his plots, Mr. Oppenheim kept repeating
Germany in the rôle of the villain. Legend has it that during the war
itself his name was on the list of Britons to be shot if captured,
although lists of that sort are usually myths. “There was one period,”
he has commented since, “in the autumn of 1918, when a well-
directed bomb upon the Ministry of Information might have cleared
the way for the younger novelists at the expense of Arnold Bennett,
John Buchan, Dion Calthrop, E. Temple Thurston, Hugh Walpole and
myself.”[53] He visited America in 1911 and again in 1922, when Mrs.
Oppenheim came with him. On the latter occasion he made by far
the wittiest comment of any visitor in reply to the usual question:
what he thought of prohibition. “My only fear,” with a smile, “is that it
may make me a drunkard.”[54] Those who met the victim of this
reasonable dread saw a sturdy, broad-shouldered figure developed
by air and outdoor exercise; and those who played golf with him
respected his handicap of seven strokes only. His large, florid face
seemed to kindle into laughter from the constant humorous gleam in
his blue eyes. Among his own titles he confessed to a fondness for A
Maker of History, The Double Life of Mr. Alfred Burton, The Great
Impersonation and—perhaps influenced a little by its then impending
publication—The Great Prince Shan. At this time he was subjected
to one of those sets of questions from the answers to which one may
construct a totally wrong picture of the person. However, we may
note that his idea of happiness was tied up with his work, and that he
gave as his notion of unhappiness, “No ideas.” His particular
aversion, he said, was fog.[55] Fog? Yet he has said: “I would be
perfectly content to spend the rest of my days in London. Half a
dozen thoroughfares and squares in London, a handful of
restaurants, the people whom one meets in a single morning, are
quite sufficient for the production of more and greater stories than I
shall ever write.”[56] He describes himself as no great traveller; he
has, though, been in most European countries, and he pretty
regularly spends his winters at his villa in Cagnes on the Riviera. He
divides his time in England between the house in Norfolk and his
rooms in London.
iv
Mr. Oppenheim does not take himself seriously in the rôle of
prophet. “Large numbers of people have noted the fact that in certain
of my earlier novels I prophesied wars and world events that actually
did come to pass. In The Mysterious Mr. Sabin, I pictured the South
African Boer war seven years before it occurred. In The Mischief
Maker, The Great Secret, and A Maker of History I based plots upon
the German menace and the great war that did actually occur. The
romance of secret diplomacy has enthralled me for years. In writing
my novels I have had no particular advance knowledge of world
affairs. I have reasoned to myself, ‘This nation is aiming toward this,’
and ‘That nation is aiming toward that’; then I have invented my
puppets representing these conflicting ambitions and set them in
action. It was the story first of all that appealed to me, and not any
burning desire to express political convictions and lay bare great
conspiracies.”[57]
He takes himself seriously only in the rôle of entertainer, of
storyteller. “If you tell him you like his books,” says Gerald
Cumberland, in Written in Friendship, “he is frankly pleased; but if
you pay him high-flown compliments he will begin to yawn.” There
need be no paying of compliments in a consideration of Mr.
Oppenheim’s work, but no analysis of his method could fairly
withhold considerable praise. We have spoken of his confidential,
easy manner with the reader as a secret of his toward establishing
plausibility for the things he is about to tell. But there is more to be
noted. Like the best writers of his sort among his countrymen—and
like far too few Americans in the same field—he is unhurried. He is
never afraid to pause for the amplification of sentiment, the
communication of the moment’s feeling, a bit of characterization or a
passage of pure description. And these are the matters which give
an effect of rondure, and not infrequently touches of charm, to a
story of whatever sort. At the moment I can think of only one
American—Hulbert Footner—who has had the wisdom, or perhaps
the temperament, to follow British practice in this by no means
negligible affair of workmanship; and it is significant that Mr. Footner,
an American, has so far had a better reception in England than in his
own country. Apparently we value this certain leisureliness when it
comes to us from abroad, for Mr. Footner, re-exported to us, is
making distinct headway. What the American writer generally does is
to accelerate his action to the pitch of implausibility (if he only knew
it). This does very well, and may be indispensable, for all I know, with
the readers of a certain type of American magazines; unfortunately
the habitual buyers and readers of books demand something more
careful.
The other interesting point of excellence in Oppenheim’s work
derives from his method of spontaneity. He once said: “The lure of
creation never loses its hold. Personally I cannot account for the fact.
Perhaps it springs from the inextinguishable hope that one day there
will be born the most wonderful idea that has ever found its way into
the brain of a writer of fiction.”[58] For the creator, the superlative
never arrives; but certainly for the reader Mr. Oppenheim has
materialized more than one wonderful idea. The Great
Impersonation, deservedly one of his most successful books, is a
fairly recent illustration. But I would like to call particularly to attention
an earlier story, both for what seems to me to be its astonishing merit
and for its interesting light on the method of spontaneity which is
Oppenheim’s special technique. This is The Way of These Women,
now ten years old. That it still sells is evidence that its merit is
recognized; that one never hears mention of it in any offhand
mention of its author’s work shows that the recognition is by no
means wide enough.
Sir Jermyn Annerley, a young man of fine taste and high honor,
though certainly inclined toward priggishness, is a playwright of the
intellectual type. Sybil Cluley, the actress who has aroused London
by her performance in Jermyn’s drama, comes to Annerley Court as
his weekend guest. They are to discuss his new play in which Sybil
is to appear. Aynesworth, Marquis of Lakenham and Jermyn’s
second cousin, chances to pay a visit at the same time. Another
distant cousin of Jermyn’s, Lucille, who has divorced a French
nobleman, is Jermyn’s hostess. Lucille is in love with Jermyn. During
the visit Jermyn surrenders to his love for Sybil; they announce their
engagement to the others. Sybil is obviously afraid of Lakenham to a
degree not to be accounted for by his reputation for excesses, and
after some time Lakenham confirms and shares with Lucille his
knowledge of a discreditable episode in Sybil’s career before her
success on the stage.
Lakenham is murdered at Annerley Court. Suspicion points
directly to Sybil, but Lucille has aided Sybil and Jermyn in the
removal of very incriminating evidence. As the price for protecting
Sybil, Lucille requires Jermyn to marry her within two months.
The story is developed with admirable intervals and suspense.
The point of the first quarter of the book is Lakenham’s knowledge of
something in Sybil’s past, and Lucille’s determination to fight Sybil for
Jermyn. Then Lakenham is killed. Almost half the book lies between
the murder and its solution. It is evident that as he wrote Mr.
Oppenheim saw (what he may not have grasped at the beginning)
that Lucille was his most striking character. As the novel proceeded
he became absorbed in the possibilities Lucille offered; if, as may
well be the case, he vaguely contemplated solving the murder and
bringing Sybil and Jermyn happily together for a quick “curtain,” he
deliberately abandoned so conventional and easy an ending. Jermyn
and Lucille are married under the hateful terms Lucille has imposed
as the price of Sybil’s safety.
It is this that lifts The Way of These Women out of the run of Mr.
Oppenheim’s work. Did Sybil kill Lakenham? If she did not, who did
she think killed him? If Lucille used fraud with Jermyn, why not annul
the marriage for fraud and bring down the curtain? (And in putting
these questions I decline responsibility for your wrong inferences as
to the answers.) In any case, the solution of the murder would seem
to end the story. But something larger and more fateful, something of
very near universal significance, had by this time lodged in Mr.
Oppenheim’s mind. The “wonderful idea” had come. The last quarter
of The Way of These Women is the material, intrinsically, for a very
great novel. And Mr. Oppenheim handles it with touches of
greatness. He could, of course, by slashing off most he had already
written, by adopting some such technical device as W. B. Maxwell
used in The Devil’s Garden, have made it a masterpiece, for his
knowledge of his theme and his appreciation of its character are
plain to be seen. I do not know whether this novel has ever been
dramatized, but it is incredible that it should not have been
dramatized; the possibilities of Lucille are greater than those of
Camille, for they are less artificial and they are not either sentimental
or cheap. Why did Mr. Oppenheim not rework it; why did he let it go
as the book is, a mixture? Of several possible extenuations, I think
the best is that by leaving it alone he probably was able to take the
reader who sought merely to be entertained into a very high place
whither that reader could not have been lured directly. And it is an
elevation to which the writer of ready-made plots never leads.
BOOKS BY E. PHILLIPS OPPENHEIM

Note: The reader is referred to the bibliography by Mr. Hulings C.
Brown appearing in the Boston Evening Transcript for 5 May 1923.
Mr. Brown’s arrangement of the titles is alphabetical (including both
English and American titles). His list includes Mr. Oppenheim’s five
serials of book length, not given below because not published in
book form. Mr. Brown also gives the publisher (except in a few cases
where no record exists). In the list below books that have been
published in America are starred; those that have been published in
America and were recorded by Mr. Brown as in print are double-
starred. Books written under the pseudonym “Anthony Partridge” are
so indicated.
1887 Expiation
1894 A Monk of Cruta
1895 **A Daughter of the Marionis. First title in America was To
Win the Love He Sought.
1895 The Peer and the Woman
1896 False Evidence
1896 A Modern Prometheus
1896 *The Mystery of Mr. Bernard Brown
1896 The Wooing of Fortune
1897 The Amazing Judgment
1898 *As a Man Lives. First title in America was The Yellow
House.
1898 A Daughter of Astrea
1898 *Mysterious Mr. Sabin
1899 *Mr. Marx’s Secret
1899 The Postmaster of Market Deighton
1899 **The Man and His Kingdom
1900 *A Millionaire of Yesterday
1900 *The World’s Great Snare
1901 **The Survivor
1902 **A Sleeping Memory
In England: The Great Awakening
1902 *Enoch Strone
In England: Master of Men
1903 *The Traitors
1903 **A Prince of Sinners
1903 **The Yellow Crayon
1904 **Anna the Adventuress
1904 **The Betrayal
1905 **A Maker of History
1905 **The Master Mummer
1906 *A Lost Leader
1906 The Tragedy of Andrea
1907 **The Malefactor
In England: Mr. Wingrave, Millionaire
1907 *Berenice
1908 *The Avenger
In England: The Conspirators
1908 **The Great Secret
In England: The Secret
1908 *The Distributors, “by Anthony Partridge”

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eTextbook 978-1305574793 Cengage Advantage Books:

International Organizational Behavior: Transcending

eTextbook 978-0133898163 Management Information

Preface xiii Exercises 34 • Experiential

Chapter 1 Assessing the Environment: Chapter 2 Managing Interdependence:

Part 2 The Cultural Context of Global Under the Lens: Communicating in

Managing Conflict Resolution 157 Step 3. Analyze Internal Factors 185

Part 3 Formulating and Implementing Comparative Management in Focus: Strategic

Comparative Management in Focus: IHRM Cross-Cultural Research on Motivation 330

Eighth Edition Changes

Eighth Edition Features

New Comprehensive Cases in Eighth Edition

Coverage and Features by Part and Chapter

Part 2: The Cultural Context of Global Management

Part 3: Formulating and Implementing Strategy for International

CMF: revised and updated: Joint Ventures in the Russian Federation

Part 4: Global Human Resources Management

Additional Eighth Edition Features:

Companion Web Site

Gary Falcone, Rider University Lawrenceville, NJ

The Global Manager’s Environment

Outline The Global Manager’s Role

Opening Profile: The Globalization of Risk1

Half of the global growth now comes from emerging markets.

The Global Business Environment

Globality and Emerging Markets

It is the rise of the rest—the rest of the world.19

BOOKS FOR THE HOMEMAKER

BOOKS BY E. PHILLIPS OPPENHEIM

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