Description
Part 1: The Context of IHRM: Challenges, Strategies, and External Forces Readings 1.1 Putting the Challenges of International Human Resource Management into Perspective Paul Evans, Vladimir Pucik, and Ingmar Bjrkman 1.2 Managing Global Talent Challenges with Global Talent Management Initiatives Randall S. Schuler, Susan E. Jackson, and Ibraiz Tarique 1.3 Localisation: Societies, Organisations and Employees Wes Harry and David G. Collings Cases 1.1 Peter Hansen: Building a World-Class Product Development Centre for Hi-Tech Systems in China Ingmar Bjrkman 1.2 Socometal: Rewarding African Workers Evalde Mutabazi and C. Brooklyn Derr 1.3 Four Seasons Goes to Paris Roger Hallowell, David Bowen, and Carin-Isabel Knoop Part 2: Cross-Cultural and Diversity Management Readings 2.1 Diversity as Strategy David A. Thomas 2.2 In the Eye of the Beholder: Cross-Cultural Lessons in Leadership from Project Globe Mansour Javidan, Peter W. Dorfman, Mary Sully de Luque, and Robert J. House 2.3 Multicultural Individuals: What Can They Bring to Global Organizations? Stacey R. Fitzsimmons, Christof Miska, and Gnter K. Stahl Cases 2.1 Olivia Francis Mark E. Mendenhall 2.2 Johannes van den Bosch Sends an Email Joseph J. DiStefano 2.3 B. Uwa Ode: A Cultural Chameleon or Stranded between Cultural Chairs? Sebastian Reiche and Yih-teen Lee Part 3: Global Staffing and Management of Global Mobility Readings 3.1 Types of International Assignees David G. Collings, Anthony McDonnell, and Amy McCarter 3.2 Expatriate Performance Appraisal: Problems and Solutions Gary R. Oddou and Mark E. Mendenhall 3.3 Compensating Global Employees Jaime Bonache and Luigi Stirpe Cases 3.1 Fred Bailey: An Innocent Abroad J. Stewart Black 3.2 Selecting a Country Manager for Delta Beverages India: Part I and II Paula Caligiuri and Henry W. Lane 3.3 Andreas Webers Reward for Success in an International Assignment: A Return to an Uncertain Future Gnter K. Stahl and Mark E. Mendenhall Part 4: People Issues in Global Teams, Alliances, Mergers, and Acquisitions Readings 4.1 Global Teams That Work: A Framework for Bridging Social Distance Tsedal Neeley 4.2 Managing Alliances and Joint Ventures Vladimir Pucik, Paul Evans and Ingmar Bjrkman 4.3 IHRM Issues in Mergers and Acquisitions Satu Teerikangas, Gnter K. Stahl, Ingmar Bjrkman and Mark E. Mendenhall Cases 4.1 Hailing a New Era: Haier in Japan Carlos Snchez-Runde, Yih-teen Lee, and B. Sebastian Reiche 4.2 Lenovo-IBM (A): Bridging Cultures, Languages, and Time Zones, and Lenovo-IBM (B): Integration Challenges Kathrin Kster and Gnter K. Stahl 4.3 Guangdong Electronics Ingmar Bjrkman and Ming Zeng Part 5: Responsible Leadership in a Global and Cross-Cultural Context Readings 5.1 Values in Tension: Ethics Away from Home Thomas Donaldson 5.2 The Challenge of Responsible Global Leadership Gnter K. Stahl, Christof Miska, Laura J. Noval and Verena J. Patock 5.3 Global Leadership for Sustainable Development Ina Aust and Marie-Thrse Claes Cases 5.1 Changmai Corporation Charlotte Butler and Henri-Claude de Bettignies 5.2 Levi Strauss & Co.: Addressing Child Labour in Bangladesh Nicola Pless and Thomas Maak 5.3 EVN in Bulgaria Engaging the Roma Community Barbara Coudenhove-Kalergi and Christian Seelos
