Table of Contents. uvk-lucius.de/adam.

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1 Table of Contents Preface 5 Acknowledgements 6 Table of Figures 13 1 Introduction and Overview Strategic International Management Introduction How to Use This Book From Gradual Globalisation to Transnational Organisations 21 VIPs The U se of Holistic Management Models 27 VIPs The Approach of the EFQM Excellence Model Background Information: The EFQM and its Model The Fundamental Concepts of Excellence The EFQM Excellence Model Framework The EFQM RADAR Logic 36 VIPs Process Model "Managing Internationalisation" Citations & Notes 39 2 Key Issue: Developing Cross-Cultural Competence The Importance of Intercultural Understanding for International Business Issues Hofstede's Framework: Cultures and Organisations Culture as a Part of Human Mental Programming 44 VIPs An Introduction to Hofstede's Dimensions Power Distance Individualism/Collectivism Masculinity/Femininity Uncertainty Avoidance 53

2 8 Table of Contents Long-Term Orientation Establishing Country Clusters Adding a New Dimension: Indulgence versus Restraint 58 VIPs The Dilemma Approach of Trompenaars & Hampden-Turner A View of Culture Based on Dilemmas 60 VIPs Universalism versus Particularism Individualism versus Communitarianism Neutrality versus Affection Specificity versus Diffusion Achieved versus Ascribed Status The Concept of Time Inner versus Outer Direction Reconciling Dilemmas 69 VIPs Globe Study: More Issues Arising 71 VIPs Critical Acclaim Typical Problems of Cross-Cultural Research Critical Acclaim of Hofstede's Dimensions Critical Acclaim of Trompenaars & Hampden-Turner's Dilemmas Critical Acclaim of the GLOBE Study Citations & Notes 77 3 Leading the Internationalisation Process Good Leadership The Coherent Leadership Approach 82 VIPs Excellent Leaders: EFQM Criterion Developing the Mission, Vision, Values and Ethics Defining and Communicating the Core Purpose of an Organisation 89 VIPs 92 1/1

3 Table of Contents Acting as Role Models for Ethical Behaviour Corporate Ethics and Social Responsibility Ethical Behaviour in International Business 93 VIPs Communicating Direction and Uniting the Organisation's People Developing and Reviewing Leadership Culture Developing and Supporting a Shared Leadership Culture Reviewing and Improving Leadership Behaviour 99 VIPs Driving Performance and Engaging with External Stakeholders Reinforcing a Culture of Excellence Developing an Excellent Organisational Culture Promoting and Encouraging Diversity 104 VIPs Managing Change 107 VIPs Ill 3.6 Citations & Notes Ill 4 Defining and Delivering an International Strategy Strategy and the Strategy Management Process Popular Strategy Definitions Comprehensive Strategy Management Processes: EFQM Criterion Scanning the Environment Understanding the Needs and Expectations of Stakeholders Analysing Industry and Markets Identifying and Understanding Environmental Key Trends Predicting Future Developments and Changes 126 VIPs Analysing Internal Performance Understanding Operational Performance and Capabilities Determining Competencies of Partners and Potential Impacts of Changes Bringing It All Together: Portfolios 132 VIPs 135

4 10 Table of Contents 4.4 Developing the Strategy Strategy Levels Generating a Sustainable Business Model Business Model Choices Establishing a Strategy Development Process 143 VIPs Communicating and Implementing the Strategy Citations & Notes Deploying Strategy through People International Human Resource Management The International HRM Function Managing People: EFQM Criterion Supporting the Strategy through People Plans Steering Human Resource Management Strategically 154 VIPs Planning Global Mobility 156 VIPs Closing the Loop: People Feedback 162 VIPs Developing People and Their Performance Developing People's Skills and Competencies 167 VIPs Helping People to Improve Their Performance 170 VIPs Appraising Performance Systematically Empowering and Involving People 181 VIPs Communicating Effectively 185 VIPs Recognising People 189 VIPs 193 Citations & Notes "

5 Table of Contents 11 6 Managing International Partners and Resources A Broad View on Resources: EFQM Criterion Establishing International Partnerships for Mutual Benefit Selecting an Appropriate Foreign Operation Mode Cross-Border Strategic Alliances 200 VIPs Contractual Agreements in International Operations International Joint Ventures Mergers & Acquisitions across Borders and Cultures Managing International Partners 210 VIPs Managing Finance and Governance Processes Optimising Organisational Financial Management 213 VIPs Ensuring Compliance 219 VIPs Managing Risks 225 VIPs Managing Knowledge and Information Managing Knowledge Systematically 230 VIPs Establishing Integrated (Management) Information Systems Citations & Notes Managing Processes and Products Globally Delivering Stakeholder Value: EFQM Criterion Managing Processes 244 VIPs Managing Products and Sendees Based on ISO Introducing a Certifiable Quality Management System 251 VIPs Managing Products and Services Globally 254 VIPs 261

6 12 Table of Contents Enhancing Customer Relationships Citations & Notes Achieving and Monitoring Balanced Results EFQM Results Criteria Introducing the Balanced Scorecard Concept 272 VIPs Monitoring Achievements by Designing Meaningful Dashboards 275 VIPs Citations & Notes Assessing the Organisation's Management Model Establishing Strategy Reviews for Continuous Improvement 282 VIPs Implementing Self-Assessments Introducing Self-Assessment Tools 284 VIPs Conducting a Simulated Award Assessment 289 VIPs Achieving External Recognition and Winning Excellence Awards 295 VIPs Citations & Notes 298 References 301 List of Abbreviations 323 Glossary 329 Index 359