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GBS CH 1 FOUNDATIONS OF GLOBAL STRATEGY
This document discusses global business strategy and international firms. It defines global strategy and discusses different types of global strategies such as international, multidomestic, global, and transnational strategies. Key points include that global strategies have evolved with globalization and new types of global corporations are emerging. Global strategies can provide competitive advantages through economies of scale, extending product lifecycles, and operational flexibility across multiple markets. National comparative advantages and the global business environment must also be considered in developing an effective global strategy.
SM NOTES ALL CHAPTERS
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It integrates various business functions to achieve success. There are three stages: strategy formulation, implementation, and evaluation. Strategy formulation develops the vision, assesses strengths/weaknesses and opportunities/threats, and establishes objectives and strategies. Implementation requires establishing policies and allocating resources to execute strategies. Evaluation reviews factors, measures performance, and takes corrective actions. A clear vision and inspiring mission provide direction and motivate employees by clarifying the organization's purpose.
SM CH 10 ETHICS/SOCIAL RESPONSIBILITY/SUSTAINABILITY
This document discusses ethics, social responsibility, sustainability, and related strategic issues. It covers why ethics is important for business, issues like whistleblowing and bribery, the debate around social responsibility, environmental sustainability and reporting standards, and concerns regarding animal welfare. The key learning objectives are explaining why these non-financial factors are important considerations for strategic planning.
SM CH 9 STRATEGY MONITORING
The document discusses strategy evaluation and monitoring. It covers the strategy evaluation process and criteria used. The three main activities of strategy evaluation are examining strategy bases, comparing expected and actual results, and taking corrective actions. Strategy evaluation is more difficult today due to increased environmental complexity, difficulty predicting the future, and rapid obsolescence of plans. Effective evaluation systems are economical, timely, and design to provide an accurate picture without dominating decisions. Contingency planning and auditing also play important roles in strategy evaluation.
SM CH 8 STRATEGY IMPLEMENTATION
This document discusses strategy implementation tools including social media marketing, market segmentation, product positioning, finance and accounting issues, projected financial statements, corporate valuation methods, decisions around IPOs and cash management, and research and development. Specifically, it covers how these tools can help analyze strategies, acquire needed capital, evaluate strategic impacts, and determine a firm's value.
SM CH 7 STRATEGY EXECUTION
This document provides an overview of strategy implementation, including annual objectives, policies, resource allocation, organizational structure, and human resource issues. Key points include: annual objectives are essential for keeping strategic plans on track; policies provide guidelines and clarify expectations; structure should match strategy; and linking pay to performance, balancing work/life, diversity, and culture are important human resource issues.
SM CH 6 STRATEGY GENERATION AND SELECTION
This document discusses various strategic analysis tools used in strategy formulation including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, Grand strategy matrix, and QSPM. It describes how each tool is used to analyze a company's internal strengths and weaknesses as well as external opportunities and threats to help identify strategic options. The document also notes that organizational culture and politics can influence strategic choices and outlines best practices for board governance in strategic planning.
SM CH 5 TYPES OF STRATEGIES
This document outlines learning objectives and content for a chapter on business strategies. It discusses different types of strategies including intensive, integrative, diversification, and defensive strategies. Guidelines are provided for when various strategies like market penetration, product development, and unrelated diversification are most effective. Porter's five generic strategies and strategic planning approaches for different organization types are also mentioned. The document aims to define and explain different strategic approaches for businesses.
Recommended
GBS CH 1 FOUNDATIONS OF GLOBAL STRATEGY
This document discusses global business strategy and international firms. It defines global strategy and discusses different types of global strategies such as international, multidomestic, global, and transnational strategies. Key points include that global strategies have evolved with globalization and new types of global corporations are emerging. Global strategies can provide competitive advantages through economies of scale, extending product lifecycles, and operational flexibility across multiple markets. National comparative advantages and the global business environment must also be considered in developing an effective global strategy.
SM NOTES ALL CHAPTERS
Strategic management involves formulating, implementing, and evaluating cross-functional decisions to achieve organizational objectives. It integrates various business functions to achieve success. There are three stages: strategy formulation, implementation, and evaluation. Strategy formulation develops the vision, assesses strengths/weaknesses and opportunities/threats, and establishes objectives and strategies. Implementation requires establishing policies and allocating resources to execute strategies. Evaluation reviews factors, measures performance, and takes corrective actions. A clear vision and inspiring mission provide direction and motivate employees by clarifying the organization's purpose.
SM CH 10 ETHICS/SOCIAL RESPONSIBILITY/SUSTAINABILITY
This document discusses ethics, social responsibility, sustainability, and related strategic issues. It covers why ethics is important for business, issues like whistleblowing and bribery, the debate around social responsibility, environmental sustainability and reporting standards, and concerns regarding animal welfare. The key learning objectives are explaining why these non-financial factors are important considerations for strategic planning.
SM CH 9 STRATEGY MONITORING
The document discusses strategy evaluation and monitoring. It covers the strategy evaluation process and criteria used. The three main activities of strategy evaluation are examining strategy bases, comparing expected and actual results, and taking corrective actions. Strategy evaluation is more difficult today due to increased environmental complexity, difficulty predicting the future, and rapid obsolescence of plans. Effective evaluation systems are economical, timely, and design to provide an accurate picture without dominating decisions. Contingency planning and auditing also play important roles in strategy evaluation.
SM CH 8 STRATEGY IMPLEMENTATION
This document discusses strategy implementation tools including social media marketing, market segmentation, product positioning, finance and accounting issues, projected financial statements, corporate valuation methods, decisions around IPOs and cash management, and research and development. Specifically, it covers how these tools can help analyze strategies, acquire needed capital, evaluate strategic impacts, and determine a firm's value.
SM CH 7 STRATEGY EXECUTION
This document provides an overview of strategy implementation, including annual objectives, policies, resource allocation, organizational structure, and human resource issues. Key points include: annual objectives are essential for keeping strategic plans on track; policies provide guidelines and clarify expectations; structure should match strategy; and linking pay to performance, balancing work/life, diversity, and culture are important human resource issues.
SM CH 6 STRATEGY GENERATION AND SELECTION
This document discusses various strategic analysis tools used in strategy formulation including the SWOT analysis, SPACE matrix, BCG matrix, IE matrix, Grand strategy matrix, and QSPM. It describes how each tool is used to analyze a company's internal strengths and weaknesses as well as external opportunities and threats to help identify strategic options. The document also notes that organizational culture and politics can influence strategic choices and outlines best practices for board governance in strategic planning.
SM CH 5 TYPES OF STRATEGIES
This document outlines learning objectives and content for a chapter on business strategies. It discusses different types of strategies including intensive, integrative, diversification, and defensive strategies. Guidelines are provided for when various strategies like market penetration, product development, and unrelated diversification are most effective. Porter's five generic strategies and strategic planning approaches for different organization types are also mentioned. The document aims to define and explain different strategic approaches for businesses.
SM CH 4 THE INTERNAL AUDIT
This document outlines the internal factors that should be considered when formulating business strategies. It discusses the importance of an internal audit to evaluate a company's management, marketing, finance, production, research and development, and information systems. Key internal forces like distinctive competencies are identified. The functions of these different business areas are summarized, including how organizational culture, resources, and capabilities influence strategic decisions. Tools like the internal factor evaluation matrix are presented to assess internal strengths and weaknesses.
SM CH 3 THE EXTERNAL AUDIT
This document discusses tools and techniques for performing an external audit to analyze key external factors that could impact a company's strategy. It describes Porter's Five Forces model and how to use an External Factor Evaluation Matrix and Competitive Profile Matrix to evaluate opportunities and threats in the external environment. The external audit process involves gathering information on economic, social, political, technological and competitive trends to identify important external variables for strategic planning.
SM CH 2 VISION AND MISSION ANALYSIS
This document discusses vision and mission statements. It begins by listing the learning objectives, which include describing vision and mission statements, discussing how to develop them, and their benefits. It then provides information on characteristics of good vision and mission statements, including being short, inspiring, identifying customers and products/services. The document presents examples of statements and evaluates them. It concludes by listing the nine key components that should be included in an effective mission statement.
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALS
The document discusses strategic management, outlining its key stages and terms. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. Some key points covered include defining strategic management, discussing the need for strategic planning, explaining why some firms do not strategically plan, and comparing similarities between business and military strategy.
Why Should The Company Implement Green Business?
The document discusses why companies should implement green business practices. It outlines the concept and evolution of green business and its benefits, which include reducing costs, attracting eco-conscious customers, and improving public image. Examples are given of multinational corporations like Panasonic and IKEA that have achieved significant environmental and economic benefits by implementing green strategies such as using renewable energy and reducing waste. The document concludes that companies should establish green policies and monitor their impact to gain a competitive advantage through sustainable practices.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIES
1. The document discusses leveraging resources and capabilities through understanding a company's value chain.
2. It defines the value chain as the set of linked activities a company performs to design, produce, market, distribute and support its products.
3. Primary activities in the value chain include product design, operations, marketing, logistics, and service, while support activities include procurement, human resources, technology, and general management.
4. Configuration and coordination are important for managing a value chain. Configuration refers to how activities are arranged, while coordination connects the activities and is influenced by factors like national culture, learning effects, and operational obstacles.
Notes GBS CH 1,2,3,4,5,6,7,9,8 and 10
The document discusses global strategy and international business. It defines global strategy as business strategies that serve consumers throughout the world by maximizing company performance across marketing, organization theory, business strategy, and international management. Effective global strategies consider differences between countries to gain competitive advantages from factors like labor costs, market sizes, and flexibility. They also manage risks and promote innovation and learning across international operations.
GBS CH 1 FOUNDATIONS OF GLOBAL STRATEGY
This document discusses global business strategy and international firms. It begins by outlining the learning objectives, which are to understand the needs of studying global business strategy, define global strategy, discuss issues in global strategy and the effects of globalization, discuss different types of global strategies, and discuss emerging types of global corporations. It then discusses the importance of global strategies for international firms and how strategies have evolved with the global marketplace. Different types of international strategies are also outlined, including their benefits and limitations. Key aspects of developing a global strategy like sources of competitive advantage, country comparative advantages, and the global business environment are also covered.
GBS CH 9 SMALL BUSINESS AND INTERNATIONAL ENTREPRENEURSHIP
This document provides an overview of small business and international entrepreneurship. It discusses key concepts like the definition of small businesses and SMEs in Malaysia according to factors like annual sales turnover and number of employees. It also describes characteristics of small businesses related to ownership, management, resources, organizational structure and flexibility. The document then covers topics like the internationalization process for small businesses according to stages from passive exporting to becoming a transnational company. It discusses reasons for entrepreneurship like pursuing growth, innovation and financing opportunities.
GBS CH 8 FDI RELATED ENTRY MODE STRATEGY
Foreign direct investment (FDI) can occur through mergers and acquisitions or various types of joint ventures and strategic alliances. When embarking on FDI, companies should analyze the level of competitiveness in the target market, conduct thorough market research, consider market expectations, and evaluate their own internal resources. Common forms of FDI include joint ventures, licensing agreements, cross-border mergers and acquisitions, and strategic partnerships.
GBS CH 7 ENTRY MODE STRATEGY
The document discusses different entry mode strategies for international market expansion. It focuses on trade-related strategies like exporting, subcontracting, and countertrade (barter, counterpurchase, offset, buyback). Exporting has benefits like lower risk but disadvantages like tariffs and transportation costs. Countertrade strategies allow trade without cash by exchanging goods or services. The document also briefly introduces transfer-related strategies like international franchising which involve transferring ownership or rights in exchange for royalty fees.
GBS CH 6 COUNTRY EVALUATION AND SELECTION
This document discusses factors to consider when evaluating and selecting countries for international business operations. It covers the importance of location, scanning countries to identify opportunities and risks, and variables to assess like sales expansion, resource acquisition, and political risk. The key steps are scanning countries broadly first before narrowing down options for more detailed analysis considering objectives, strategies, environmental factors, and flexibility as conditions can change. Opportunity variables include sales potential and accessing resources, while risk variables include political, economic, natural disaster, and competitive risks. Companies must prioritize and weigh these factors to decide where and how much to invest abroad.
GBS CH 5 GLOBAL COMPETITIVE DYNAMICS
The document discusses competitive dynamics and competitor analysis. It provides a comprehensive model of global competitive dynamics that considers industry-based, resource-based, and institutional-based perspectives. Industry-based perspectives focus on factors that enable collusion between firms, such as concentration, product homogeneity, and entry barriers. Resource-based perspectives examine how a firm's valuable and rare resources can provide competitive advantages. Institutional perspectives look at how formal institutions like antitrust policies govern competition domestically and internationally through rules around pricing, dumping, and export cartels.
GBS CH 4 EMPHASIZING INSTITUTIONS, CULTURES, ETHICS
1) The document discusses institutions, culture, and ethics from a strategic perspective. It defines institutions as the rules that govern human interaction, both formal laws and informal norms.
2) Culture is presented as the collective values and beliefs that differentiate societies. It influences business strategies through its effects on consumer preferences and appropriate conduct.
3) Ethics refers to principles of right and wrong that guide strategic choices. Firms develop codes of ethics to clarify appropriate behavior when operating across different cultural contexts. Respecting human dignity, local traditions, and institutional contexts are suggested for dealing with ethical dilemmas globally.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIES
This chapter discusses leveraging resources and capabilities. It defines resources and capabilities as tangible and intangible assets a firm can use strategically. The value chain is introduced as the set of value-creating activities from design to support. Activities are either primary, directly involved in production, or support. Configuration and coordination of activities within and between firms are important to maximize value. The VRIO framework evaluates if resources provide value, are rare, difficult to imitate, and supported by the firm's organization.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIES
This chapter discusses leveraging resources and capabilities. It defines resources and capabilities as tangible and intangible assets a firm can use strategically. Resources can be organized into four categories: financial, physical, technological, and organizational. Intangible resources like human capital, innovation, and reputation are also discussed. The value chain is introduced as the set of value-creating activities from product design to support. Primary and support activities of the value chain are outlined. Configuration and coordination of the value chain are explained in relation to factors like costs, clusters, logistics, and culture. The VRIO framework is presented as a tool to assess the competitive potential of resources based on their value, rarity, imitability, and ability to
GBS CH 2 MANAGING INDUSTRY COMPETITION
This document discusses industry competition and Porter's five forces framework. It begins with definitions of industry and the structure-conduct-performance model. It then explains Porter's five competitive forces that shape industry competition - the threat of new entrants, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. The document also discusses generic strategies of cost leadership, differentiation, focus, and speed. Finally, it covers the tensions between global integration and local responsiveness, and how the integration-responsiveness grid can help companies address these pressures.
PARTNERS AGAINST PLASTIC
The document contains the name "Shadina Shah". It does not provide any other details about this individual such as their occupation, background, or other identifying information. In just one sentence, the document only lists the name "Shadina Shah" without any other context.
Notes CH 3,4,5 NEGOTIATION
This document discusses power, gender, and ethics in negotiation. It covers 4 vantage points of power: potential, perceived, tactics, and realized. It also discusses improving one's best alternative to a negotiated agreement (BATNA) by keeping options open, signaling without revealing one's BATNA, and researching the other party's BATNA. Gender differences in negotiation outcomes and strategies to help level the playing field for women are presented. Unethical negotiation behaviors like lying are examined, as are the costs and conditions that can lead people to engage in deception.
CH 14 HR SELECTION AND DEVELOPMENT ACROSS CULTURES
This document discusses human resource selection and development across cultures. It covers the sources that multinational companies use to fill overseas positions, including home country nationals, host country nationals, third country nationals, and inpatriates. Selection criteria for international assignments include adaptability, independence, language skills, and family support. Companies provide training to help expatriates adjust to their new environment and culture. Upon returning home, expatriates may face challenges readjusting, which companies aim to ease through transition strategies.
More Related Content
More from Shadina Shah
SM CH 4 THE INTERNAL AUDIT
This document outlines the internal factors that should be considered when formulating business strategies. It discusses the importance of an internal audit to evaluate a company's management, marketing, finance, production, research and development, and information systems. Key internal forces like distinctive competencies are identified. The functions of these different business areas are summarized, including how organizational culture, resources, and capabilities influence strategic decisions. Tools like the internal factor evaluation matrix are presented to assess internal strengths and weaknesses.
SM CH 3 THE EXTERNAL AUDIT
This document discusses tools and techniques for performing an external audit to analyze key external factors that could impact a company's strategy. It describes Porter's Five Forces model and how to use an External Factor Evaluation Matrix and Competitive Profile Matrix to evaluate opportunities and threats in the external environment. The external audit process involves gathering information on economic, social, political, technological and competitive trends to identify important external variables for strategic planning.
SM CH 2 VISION AND MISSION ANALYSIS
This document discusses vision and mission statements. It begins by listing the learning objectives, which include describing vision and mission statements, discussing how to develop them, and their benefits. It then provides information on characteristics of good vision and mission statements, including being short, inspiring, identifying customers and products/services. The document presents examples of statements and evaluates them. It concludes by listing the nine key components that should be included in an effective mission statement.
SM CH 1 STRATEGIC MANAGEMENT ESSENTIALS
The document discusses strategic management, outlining its key stages and terms. It describes the strategic management process as having three main stages: strategy formulation, implementation, and evaluation. Some key points covered include defining strategic management, discussing the need for strategic planning, explaining why some firms do not strategically plan, and comparing similarities between business and military strategy.
Why Should The Company Implement Green Business?
The document discusses why companies should implement green business practices. It outlines the concept and evolution of green business and its benefits, which include reducing costs, attracting eco-conscious customers, and improving public image. Examples are given of multinational corporations like Panasonic and IKEA that have achieved significant environmental and economic benefits by implementing green strategies such as using renewable energy and reducing waste. The document concludes that companies should establish green policies and monitor their impact to gain a competitive advantage through sustainable practices.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIES
1. The document discusses leveraging resources and capabilities through understanding a company's value chain.
2. It defines the value chain as the set of linked activities a company performs to design, produce, market, distribute and support its products.
3. Primary activities in the value chain include product design, operations, marketing, logistics, and service, while support activities include procurement, human resources, technology, and general management.
4. Configuration and coordination are important for managing a value chain. Configuration refers to how activities are arranged, while coordination connects the activities and is influenced by factors like national culture, learning effects, and operational obstacles.
Notes GBS CH 1,2,3,4,5,6,7,9,8 and 10
The document discusses global strategy and international business. It defines global strategy as business strategies that serve consumers throughout the world by maximizing company performance across marketing, organization theory, business strategy, and international management. Effective global strategies consider differences between countries to gain competitive advantages from factors like labor costs, market sizes, and flexibility. They also manage risks and promote innovation and learning across international operations.
GBS CH 1 FOUNDATIONS OF GLOBAL STRATEGY
This document discusses global business strategy and international firms. It begins by outlining the learning objectives, which are to understand the needs of studying global business strategy, define global strategy, discuss issues in global strategy and the effects of globalization, discuss different types of global strategies, and discuss emerging types of global corporations. It then discusses the importance of global strategies for international firms and how strategies have evolved with the global marketplace. Different types of international strategies are also outlined, including their benefits and limitations. Key aspects of developing a global strategy like sources of competitive advantage, country comparative advantages, and the global business environment are also covered.
GBS CH 9 SMALL BUSINESS AND INTERNATIONAL ENTREPRENEURSHIP
This document provides an overview of small business and international entrepreneurship. It discusses key concepts like the definition of small businesses and SMEs in Malaysia according to factors like annual sales turnover and number of employees. It also describes characteristics of small businesses related to ownership, management, resources, organizational structure and flexibility. The document then covers topics like the internationalization process for small businesses according to stages from passive exporting to becoming a transnational company. It discusses reasons for entrepreneurship like pursuing growth, innovation and financing opportunities.
GBS CH 8 FDI RELATED ENTRY MODE STRATEGY
Foreign direct investment (FDI) can occur through mergers and acquisitions or various types of joint ventures and strategic alliances. When embarking on FDI, companies should analyze the level of competitiveness in the target market, conduct thorough market research, consider market expectations, and evaluate their own internal resources. Common forms of FDI include joint ventures, licensing agreements, cross-border mergers and acquisitions, and strategic partnerships.
GBS CH 7 ENTRY MODE STRATEGY
The document discusses different entry mode strategies for international market expansion. It focuses on trade-related strategies like exporting, subcontracting, and countertrade (barter, counterpurchase, offset, buyback). Exporting has benefits like lower risk but disadvantages like tariffs and transportation costs. Countertrade strategies allow trade without cash by exchanging goods or services. The document also briefly introduces transfer-related strategies like international franchising which involve transferring ownership or rights in exchange for royalty fees.
GBS CH 6 COUNTRY EVALUATION AND SELECTION
This document discusses factors to consider when evaluating and selecting countries for international business operations. It covers the importance of location, scanning countries to identify opportunities and risks, and variables to assess like sales expansion, resource acquisition, and political risk. The key steps are scanning countries broadly first before narrowing down options for more detailed analysis considering objectives, strategies, environmental factors, and flexibility as conditions can change. Opportunity variables include sales potential and accessing resources, while risk variables include political, economic, natural disaster, and competitive risks. Companies must prioritize and weigh these factors to decide where and how much to invest abroad.
GBS CH 5 GLOBAL COMPETITIVE DYNAMICS
The document discusses competitive dynamics and competitor analysis. It provides a comprehensive model of global competitive dynamics that considers industry-based, resource-based, and institutional-based perspectives. Industry-based perspectives focus on factors that enable collusion between firms, such as concentration, product homogeneity, and entry barriers. Resource-based perspectives examine how a firm's valuable and rare resources can provide competitive advantages. Institutional perspectives look at how formal institutions like antitrust policies govern competition domestically and internationally through rules around pricing, dumping, and export cartels.
GBS CH 4 EMPHASIZING INSTITUTIONS, CULTURES, ETHICS
1) The document discusses institutions, culture, and ethics from a strategic perspective. It defines institutions as the rules that govern human interaction, both formal laws and informal norms.
2) Culture is presented as the collective values and beliefs that differentiate societies. It influences business strategies through its effects on consumer preferences and appropriate conduct.
3) Ethics refers to principles of right and wrong that guide strategic choices. Firms develop codes of ethics to clarify appropriate behavior when operating across different cultural contexts. Respecting human dignity, local traditions, and institutional contexts are suggested for dealing with ethical dilemmas globally.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIES
This chapter discusses leveraging resources and capabilities. It defines resources and capabilities as tangible and intangible assets a firm can use strategically. The value chain is introduced as the set of value-creating activities from design to support. Activities are either primary, directly involved in production, or support. Configuration and coordination of activities within and between firms are important to maximize value. The VRIO framework evaluates if resources provide value, are rare, difficult to imitate, and supported by the firm's organization.
GBS CH 3 LEVERAGING RESOURCES AND CAPABILITIES
This chapter discusses leveraging resources and capabilities. It defines resources and capabilities as tangible and intangible assets a firm can use strategically. Resources can be organized into four categories: financial, physical, technological, and organizational. Intangible resources like human capital, innovation, and reputation are also discussed. The value chain is introduced as the set of value-creating activities from product design to support. Primary and support activities of the value chain are outlined. Configuration and coordination of the value chain are explained in relation to factors like costs, clusters, logistics, and culture. The VRIO framework is presented as a tool to assess the competitive potential of resources based on their value, rarity, imitability, and ability to
GBS CH 2 MANAGING INDUSTRY COMPETITION
This document discusses industry competition and Porter's five forces framework. It begins with definitions of industry and the structure-conduct-performance model. It then explains Porter's five competitive forces that shape industry competition - the threat of new entrants, power of suppliers and buyers, threat of substitutes, and rivalry among existing competitors. The document also discusses generic strategies of cost leadership, differentiation, focus, and speed. Finally, it covers the tensions between global integration and local responsiveness, and how the integration-responsiveness grid can help companies address these pressures.
PARTNERS AGAINST PLASTIC
The document contains the name "Shadina Shah". It does not provide any other details about this individual such as their occupation, background, or other identifying information. In just one sentence, the document only lists the name "Shadina Shah" without any other context.
Notes CH 3,4,5 NEGOTIATION
This document discusses power, gender, and ethics in negotiation. It covers 4 vantage points of power: potential, perceived, tactics, and realized. It also discusses improving one's best alternative to a negotiated agreement (BATNA) by keeping options open, signaling without revealing one's BATNA, and researching the other party's BATNA. Gender differences in negotiation outcomes and strategies to help level the playing field for women are presented. Unethical negotiation behaviors like lying are examined, as are the costs and conditions that can lead people to engage in deception.
CH 14 HR SELECTION AND DEVELOPMENT ACROSS CULTURES
This document discusses human resource selection and development across cultures. It covers the sources that multinational companies use to fill overseas positions, including home country nationals, host country nationals, third country nationals, and inpatriates. Selection criteria for international assignments include adaptability, independence, language skills, and family support. Companies provide training to help expatriates adjust to their new environment and culture. Upon returning home, expatriates may face challenges readjusting, which companies aim to ease through transition strategies.
More from Shadina Shah (20)
GBS CH 9 SMALL BUSINESS AND INTERNATIONAL ENTREPRENEURSHIP
GBS CH 9 SMALL BUSINESS AND INTERNATIONAL ENTREPRENEURSHIP
GBS CH 4 EMPHASIZING INSTITUTIONS, CULTURES, ETHICS
GBS CH 4 EMPHASIZING INSTITUTIONS, CULTURES, ETHICS
CH 14 HR SELECTION AND DEVELOPMENT ACROSS CULTURES
CH 14 HR SELECTION AND DEVELOPMENT ACROSS CULTURES
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